Position: Operations Director. Chief Operating Officer: job description. Operations Director and Executive Director - the difference

How to write a selling resume for the Chief Operating Officer, head of business process optimization, executive director.

If you haven't been actively searching for a job in the last couple of years, then your knowledge of resume format, design, and content is no longer relevant. Use the guidelines in this article to write a modern resume for the following positions:

• Chief Operating Officer (COO)
• Executive Director

1. Preparation
2. Search purpose
3. Job profile
4. Responsibilities
5. Examples of achievements
6. key skills
7. Professional quality
8. Examples for the “About Me” section

1. Preparation

Before you search new job, you need to conduct a SWOT analysis professional competencies and based on this case, create a resume that will be adapted to modern labor market requirements for your position/field/specialization. Before you start creating your resume, read this article:

In this publication, you will get acquainted with a case that will help you collect all the necessary information to write a selling resume. A selling resume is created for a specific search purpose, meets the requirements of vacancies for similar positions and contains a specific set of keywords.

2. Purpose of search

Your search objective statement should be located at the beginning of your resume. If you want to apply for a vacancy whose position title is different from your current position, then change it to the one indicated in the vacancy.

List of positions, for which you can use the examples in this article:

First level positions (1):

• Business Process Optimization Manager
• Business technologist
• Project manager (analysis and optimization of business processes)
• Head of Business Process Optimization
• Head of Operations

Second level positions (2):

• Head of Business Analysis Department
• Deputy Operations Director
• Operations Manager

Third level positions (3):

• Chief Operating Officer
• Director of Operations Support Department
• Director for Business Process Efficiency Improvement
• Director of Operational Optimization
• Executive Director

3. Job profile of the Operations Director

Job profile- this is the standard of the ideal candidate, which contains a list of requirements for the knowledge, skills, and qualifications of the candidate necessary for the successful performance of job duties. Job Description – A short version of the job profile that includes a list of mandatory requirements for the initial selection of candidates based on resumes.

Position profile: Operations Director

The Director of Operations is responsible for the day-to-day operations, day-to-day activities: systems and processes within the company. IN Russian companies the position “COO” is analogous to the position “ Executive Director" Hierarchy level: direct reporting to the chief executive officer (CEO) and/or board of directors. The CEO is responsible for external processes: the market, clients, investors, and the operating director is responsible for internal ones: managing employees and business processes.

Requirements:

Experience:

• Recent work experience in a similar industry and at least 5 years of experience in a similar position.
• Experience in financial analysis economic activity companies.
• Business planning experience.
• Experience project management.
• Experience in organizational design and operational efficiency improvement projects.
• Practical optimization experience organizational structure management and implementation of a regular management system.
• Experience in automating the processes of business blocks: production, sales, marketing, logistics, economics, finance, personnel, procurement, foreign trade activities, commodity distribution, accounting, administration, IT, comprehensive automation.
• Experience in diagnostics and cost assessment of business processes.
• Experience in describing business processes in the AS-IS view and developing business processes in the TO-BE view.
• Experience in developing a system of business process indicators to assess the effectiveness and efficiency of business processes.
• Experience in planning and implementing activities to implement a target/transition model of business processes, monitoring the achievement of set goals for changes.

Knowledge and skills:

• Higher education: economic/technical/financial-economic/organization management.
• Knowledge and skills in managing all business units: economics and finance, production, sales, marketing, logistics, personnel, IT.
• Skills in developing and implementing regulations, KPIs, and motivation systems.
• Deep understanding of the business processes of a commercial organization.
• Skills in implementing business process automation systems.
• Proficiency in visualization tools for business processes and their networks.

Tasks:

• Operational management of the company's structural divisions.
• Fulfillment of plans and KPIs, increase economic efficiency, achieving profit and revenue targets.
• Development and implementation of a strategy to optimize and automate operational processes.
• Building an effective management system and business processes for the company.
• Development and implementation of control and reporting tools for each department of the company.
• Organizing and monitoring the work of employees, ensuring that tasks are completed.
• Building communications between company departments.

4. Responsibilities

Below are lists of responsibilities for positions at different levels. These are keywords/phrase combinations that HR managers use to select candidates based on resumes. Duplication of titles for the same positions in this section is due to the fact that in different areas, responsibilities may vary depending on the area, direction, channels, product, services, etc. Select from the list provided those that match your experience and distribute them among your places of work.

Business technologist

• Coordination of work within projects.
• Development and implementation of new/changes to existing technologies.
• Technological examination of applications for projects and tasks.
• Development of business requirements for automation of business processes.
• Development of internal regulatory documents and user documentation.
• Testing automation results to ensure compliance with requirements.
• Coordination of work on delivery and acceptance of automation results.

Business Process Optimization Manager

• Optimization and automation of business processes: development of proposals, protection and approval of proposals for optimization of business processes, organization and management of the implementation of proposals.
• Development of business functional requirements, organization and management of the implementation of proposals, development of user documentation.
• Formalization of business processes: development of instructions, regulations, procedures, with further approval and launch.
• Project activities: project approach to completing tasks, organizing cross-functional interaction within the framework of completing tasks.

Project manager (analysis and optimization of business processes)

• Modeling business processes and developing proposals for their optimization.
• Managing IT projects for the operating unit.
• Administrative participation from the Operations Unit in IT projects of related departments (EDF projects for individuals, CRM for legal entities, etc.).
• Analysis of business processes in order to identify bottlenecks requiring optimization/automation.
• Development of instructions, procedures, standards, draft agreements, proposals for amendments to legal acts.
• Preparation methodological support for the creation, development and operation of automated information systems.
• Planning and control of project implementation.
• Requirements gathering and development technical assignments.

Project Manager (banks)

• Analysis and technological examination of requirements structural divisions Bank for automating business processes in the area of ​​back-up when implementing third-party systems.
• Collection, development and coordination of business requirements, setting tasks for the refinement/implementation/integration of the Bank's information systems, preparation of business cases (testing methods).
• Interaction with business departments and IT departments of the Bank in order to develop optimal solutions for automation requirements.
• Assessing the consequences of changes in banking products, processes, technologies, information systems based on the systems being implemented.
• Project management (drawing up plans, defending them to the Bank's management, monitoring implementation deadlines).
• Project/product budget management.
• Managing risks and changes within the project.
• Management of a portfolio of projects for the implementation of the Bank's information systems.
• Development and implementation project methodology in the bank during the implementation of projects.

Head of Business Analysis Department (Business Support Unit)

• Organization and management project activities Business support block (directions: Customer service, administration, document flow, HR, etc.).
• Assessing the economic efficiency of business processes, building financial models.
• Optimization of business processes - creation of “as is” process models and “to be” process models, development and approval of regulatory documentation.
• Automation of processes, preparation of technical specifications and functional requirements.

Chief Operating Officer

• Management and control of the operating activities of the company and its divisions: ( List all departments) commercial block, financial block, IT, HR, legal block, sales, marketing, customer service, logistics, etc.).
• Formation of strategic goals, development and implementation of business plans, assessment of possible risks, optimization of business processes.
• Analysis of the company's economic activity parameters.
• Planning and management of financial flows.
• Approval and control of budgets.
• Organization and implementation of effective internal corporate business processes.
• Formation of management teams of divisions.
• Management of personnel management policy. Development of a motivation system. Setting tasks and monitoring employee performance.
• Carrying out a prompt assessment of the company's performance, identifying shortcomings and developing plans to eliminate them.
• Assessing the effectiveness of business processes (timely changes, formalization; standardization of business process indicators).
• Development and implementation of anti-crisis business strategies.
• Implementation of effective controls, regulations and procedures.
• Project resource management.

Operations Director (Production)

• Management and control of the operational activities of a group of manufacturing enterprises. Blocks: production, sales, management, marketing, logistics, service, logistics, procurement, economics, finance, IT, HR.
• Headcount and personnel management, building a system of regulation, remuneration and motivation, KPI.
• Management of production business processes at multiple production sites.
• Business process analysis. Assessing the effectiveness of building business processes and their compliance with regulatory documentation.
• Development and implementation of a strategy to optimize operational processes.
• Production planning: annual, quarterly, monthly.
• Monitoring production performance in accordance with approved plans and budgets.
• Work to improve economic indicators.
• Modernization and development of production.
• Market monitoring, preparation of proposals for the development of new business areas.
• Collection and analysis of production and economic indicators of companies.
• Calculation of production costs, AFHD, factor analysis.
• Checking project economics calculations, checking feasibility study calculations for investment projects, monitoring the achievement of planned KPIs of projects after implementation.
• Management at all stages life cycle R&D projects, assessment of the economic efficiency of projects.
• Support and implementation of efficiency improvement projects.
• Participation as a consultant in projects to optimize processes aimed at achieving the business goals of enterprises (organizing a project at an enterprise: setting project goals, process mapping, searching for losses, forming and implementing improvement measures).
• Methodological support for project implementation.

Director of Operational Optimization

• Definition and development of an effective strategy and general concept for the company's development.
• Development, increasing the efficiency of the company. Increase in commercial indicators: profitability, profitability.
• Building an effective management system.
• Systematization and automation of business processes.
• Implementation of planning and budgeting. Control of budget execution.
• Introduction of the latest techniques and technologies, progressive forms of management.
• Forecasting the level of load on departments and the company as a whole.
• Management and control over the implementation of all tasks.
• Development and implementation of uniform work standards.
• Creating reporting standards for each department of the company and monitoring their compliance.
• Creation of a system of interaction between departments.
• Monitoring the implementation of regulations.
• Solving administrative and organizational issues related to the functioning of the company

Operations Director (projects)

• Comprehensive project management.
• Monitoring all key indicators and operational tasks.
• Budget management. Monitoring budget compliance by all project departments.
• Drawing up and monitoring the execution of the economic model of the project.
• Construction of key business processes of the project: organizational, legal, financial, analytical, documentary.
• Finding ways to optimize the economy and increase margins.
• Optimization of financial flows.
• Systematization and optimization of business processes.
• Coordination of the daily operating activities of the company.
• Optimization/reengineering of management processes, including functional and organizational structures.
• Change management.
• Personnel management: motivation, implementation of KPIs, financial control work, training.
• Building analytical models together with the analytics team in order to optimize the economy, build plans, and reduce risks.

Chief Operating Officer

• Achieving strategic goals through operational management of the company.
• Building effective and systematic work of the company through business planning, BSC, analytical monitors, risk management.
• Isolation, preparation and launch of business areas for sale.
• Development of current business areas and creation of new areas.
• Expansion of product and client portfolios.
• Expanding the company's presence on the market.
• Ensuring the smooth operation of the company.
• Increasing company efficiency while minimizing costs.
• Ensuring KPI achievement.
• Increasing the NPS index, increasing Brand awareness.
• Coordination of the work of all departments: financial, IT department, marketing, HR department, call center, sales department, marketing department (list all departments).
• Training and development of personnel in departments, development of department managers.

Operations Director (IT)

• Creation and change of company management system: organizational structure, business processes, goal setting, budgeting, methodologies, regulations, description of employee functionality, KPI.
• Managing current operational processes to achieve results, launching new business processes.
• Ensuring effective collaboration between remote teams.
• Company resource management.
• Development and implementation of a strategy for systematization and regulation of business processes: ( list all business processes) sales, production, supply, procurement, financial flows, etc.
• Responsibility for achieving target indicators profit and revenue.
• Implementation of business process automation systems.
• Audit, analysis and evaluation of the effectiveness of business processes.
• Construction of a system of standardization, remuneration and motivation, KPI.
• Optimization and implementation of standards and regulations, monitoring their implementation.
• Development of a risk management system, identification and assessment of business risks.

Director of Operations Support Department (Technical Support)

• Management of the operational support and development department - 1st, 2nd lines of support (Service desk, application and infrastructure support).
• Ensuring continuity of IT services, monitoring service level (SLA, availability, fault tolerance) and cost of ownership (budget).
• Improvement and development of IT and infrastructure support processes.
• Execution of projects.

Operations Director (cleaning)

• Creating an effective team.
• Building an effective line of interaction between all divisions of the company: optimizing internal business processes in order to obtain maximum profit.
• Security high standards quality in work.
• Managing the process of the company's operating activities.
• Drawing up, approval and control of budgets.
• Support of all business processes.
• Control over production and technological processes.
• Participation in planning and control of the company’s commercial activities
• Control over the financial and economic block of the company.
• Carrying out a prompt assessment of the company's performance, identifying deficiencies and developing plans for elimination and adjustment.
• Personnel management, reorganization of the motivation system.
• Company document management.
• Organization of logistics for the company.
• Control over corporate standards, regulations and procedures.

Operations Manager (E-commerce)

Executive Director

• Operational management of the financial and economic activities of the company. Subordinate to 150 people.
• Management of four divisions. Consolidation of operating activities into a single management office, optimization of management costs by up to 50% per direction.
• Management of project financing, cost optimization and execution of projects with a total cost of up to $20 M. Optimization of project costs up to 30% of the budget.
• Performance financial plans and planned indicators.
• Planning and control of the company's operating activities.
• Development of a strategy to optimize operational processes.
• Development and implementation of uniform work standards, monitoring the implementation of regulations.
• Support and improvement of all business processes.
• Control over the financial and economic bloc. Cost and expense management.
• Personnel management, reorganization of the motivation system, implementation of the KPI system.
• Control of the organization of material and technical support.
• Monitoring the implementation of corporate standards, regulations and procedures.

Executive/COO (system integration, consulting)

• Participation in the development of the company's strategy.
• Team formation: hiring employees, building a motivation system, training, development.
• Building a marketing, lead generation and sales system.
• Building a system for high-quality and timely implementation of customer projects.
• Building an effective management system for the company’s commercial and operational activities.
• Ensuring the implementation of planned financial indicators by revenue and profit.
• Formation of management reporting.

Responsibilities of the Operations Director (Production) by block
Strategic management:

• Efficiency management of business processes: production, procurement, logistics, warehouse, etc. (list all).
• Development and implementation of production strategy.
• Formation of the investment budget, its control.
• Team management (500 people: 2 production sites, purchasing department, quality service, design and technological service, service department, chief engineer department).
• Strategic planning.

Tactical Control:

• Production unit management.
• Management of procurement and storage of materials and components.
• Technological support management.
• Product quality management.
• Supply chain management.
• Finished goods warehouse management.

Operational management:

• Building team interaction between subordinates.
• Building horizontal interaction between departments
• Analysis of indicators and results of completing assigned tasks.
• Coordination of planned indicators, formation of operational plans.
• Monitoring achievements of indicators, implementation of regulations, fulfillment of assigned tasks.
• Assessing the profiles of subordinates, creating a development program.
• Creation of material and non-material motivation for subordinates.
• Selection of direct subordinates, conducting final interviews.

4. Examples of achievements of the operating director

The main points of attraction in a resume are achievements. Bring specific examples what you did at your current/previous jobs. Use the examples below as a basis for creating your own results. They should reflect the main KPIs of your work, taking into account the tasks of the position for which you are currently applying.

Key performance indicators of the operating director

• Implementation of a business plan for volumes, operations, sales
• Fulfillment of the plan for financial results
• Increase in commercial indicators: profitability, profitability
• Growth of financial indicators by area
• Compliance with cost standards
• Revenue
• Net profit
• Operating profit
• NPS (Net Promoter Score) - an index for determining consumer loyalty
• CSS (Customers Satisfaction Survey)
• Supply Chain Efficiency
• Labor productivity
• Project profitability
• Increasing project profitability
• The size of deviations from the project plan and budget
• Compliance with project deadlines
• Customer/client/user satisfaction
• Number of complaints from customers
• Improved resource loading during project implementation

Examples of results

Select periods to compare results: this can be either year-to-year (2018 vs. 2017) or for the entire period of work in the company (2018 vs. 2015).

• Increased business operational efficiency by 27%.
• In one year, he saved the company 2.5 million rubles.
• Initiated the separation of distributors in the B2B and B2C segments, which increased sales in the B2B segment by 18%.
• Created a new sales structure: direct sales departments, tender department, dealer relations department, R&D, Pre Sale, marketing department, reorganized the purchasing structure.
• Reduced production costs by 4%, increased return on sales by 5%, and increased operating profit by RUB 50 million. (2018 vs. 2017).
• The annual growth in revenue was 30%, net profit - 15%.
• Increased business operational efficiency by 28%.
• Reduced the total volume of inventories of raw materials and materials by 20%, reduced costs by 10% due to the reorganization of the technological chains of enterprises.
• Reduced enterprise costs by 15%.
• Initiated and implemented a number of anti-crisis measures in the acquired company, which allowed for three months to reduce fixed costs by 20%, variable costs by 8% and bring the company’s activities to a positive financial result.
• Reduced report preparation time by 40% through development and implementation new system reporting.
• Reduction of indirect costs by 18% (2018 vs. 2017).
• Increase in operating income on the loan portfolio by 28% after implementing a profitability management system.
• High level customer loyalty (NPS > 90).
• Developed and defended new uniform business models of projects.
• Increased the quality of the portfolio by 12%, reduced time costs by 40% through the development and implementation of an automated project management system.
• Implemented a system of continuous monitoring and analysis of project costs, which increased the profitability of the project portfolio by 7%.
• Conducted a mass layoff as part of a company takeover, spending less than 70% of the estimated budget through negotiations and organizing employment in partner structures.
• Ensured implementation production plans 100%
• Ensured the production of finished products in accordance with 100% quality standards.
• Reduced the cost of construction and installation works by 25%, the cost of trade and warehouse equipment by 30%.
• Reduced production costs by 10%.
• Optimized production losses due to unplanned stops production equipment by eliminating the causes of problems and training staff.
• Introduced proposals to improve the efficiency and reliability of equipment and reduce the consumption of materials and energy resources.
• He took part in research and development work aimed at developing new types of products, improving quality, and introducing new technologies.
• Carried out the implementation of new industrial safety standards in production.
• Solved the problem of using low-quality materials in production by developing a system of incoming materials control.
• Eliminated the backlog of production schedules.
• Implemented automated system accounting for the MRP II-ERP level.
• Developed and launched a KPI system for assessing staff performance.
• Implemented a production planning system and a quality control system.
• Developed and launched a lean production system based on 5S and Kaizen.
• Increased productivity by 40%.
• Order satisfaction rate - 95%.
• Introduced new models production planning in order to increase the on-time release rate and reduce the work in progress rate.
• Took part in the R&D working group to optimize the product line and develop a new product. In 2018, we launched 2 innovative products onto the market.
• Ensured 100% system load of production with orders.
• Reduced procurement costs by 35% through standardization using a tender scheme for interaction with suppliers.
• Introduced the automatic generation and sending of daily and weekly reports to the company’s management on the work of the holding’s areas.
• Identification of reserves for increasing operational efficiency. Reduce operating costs by 30%.
• Implemented a CRM system for monitoring all stages of interaction with the client.
• At the start in 6 months. implemented a reorganization project production activities companies. Increased interaction efficiency internal divisions, reduced operating costs by 35%.
• Conducted a comprehensive modernization of business processes in the company.
• Building an effective management system and implementing KPIs in business areas in the context of restructuring.

Examples of key projects

• Launch of the “Sales” and “Accounting and Tax Accounting” modules in one system (1C “KA 1.1”). Reduced the time required to fulfill obligations under contracts by 3 times.
• Integration of production development and testing systems. Shortened the release period by 3 weeks.
• 1C v8.2 (UPP, GB, ZUP). Ensured prompt submission of reports to the tax authorities.
• Electronic data exchange with suppliers. Received competitive advantage in providing customers with exact shipping dates for orders.
• Budgeting, BI. Ensured receipt of key company performance indicators the next day.
• NSI. Eliminated duplication of key information and ensured it was kept up to date.
• Using the SalesForce CRM system as a SaaS service, integration with the company website.
• B2B portal. Created round-the-clock order acceptance, accelerated customer service by 2 times and reduced personnel costs by 20%.
• Internal training portal. Allowed training and certification of more than 1,000 company employees in 3 months.
• ITSM system "AIS". 2-fold acceleration of incident resolution time.
• Reengineering of the “Sale of Finished Products” business process. Increased the speed of shipment of finished products to customers by 2.5 times.
• Implementation of the SyteLine ERP system. Increased the speed of receiving orders by 4 times.
• Optimization of the Logistics business process. Reduced delivery time by 1.5 times, costs by 30%.
• Transition to IP telephony. Reduced the budget for telephony by 35%.
• Increasing operational efficiency in production" (reorganization of enterprise technological chains, development and launch of a lean production system based on "5S" and "Kaizen/lean". After the implementation of the project, savings amounted to more than 4 million rubles, an increase in the volume of output by 2.5 times, an increase in inventory turnover by 2.5 times, and a reduction in costs by 28%.
• Optimization of intra-organizational and functional changes in the management structure and implementation of a regular management system. Development and implementation of standards for the interaction system of all structural business units included in the Group of Companies. Forecasting the level of load on business units and the company as a whole. Increased labor productivity by 2 times, reduced operating costs by 35%.
• Audit and reorganization of the IT department of a management company with a turnover of 3 billion rubles.
• Projects for the implementation of automation systems, task management, budgeting, IT infrastructure design.
• Implementation corporate system project management.
• Project for transforming an E-commerce platform in food retail. Development of the concept of an E-commerce platform for B2C sales. Support of E-commerce B2C platform.
• Creation of a tender department and a department for working with dealers, reorganization of the structure of the purchasing department.
• Participation in a complex project to create a scientific and technical department to develop basic technologies for the production of priority electronic components, optimize the product line, improve quality, and introduce new technologies.
• Comprehensive automation of business processes and accounting procedures in 1C.
• Implementation of a new order processing management algorithm. Labor productivity increased by 60%.
• Modernization of the document flow system: implementation of internal ED based on 1C.

Example of a project description:
Project name:“Transferring IT business processes to a service-oriented model”:
Main goals:
— Development of a new model for the provision of IT services (service catalog, user agreement, SLA parameters, pricing).
— Automation of a new model for the provision of IT services.
— Improving the processes of providing services according to the developed model.

6. Key skills

• Operations management
• Strategic planning
• Operational planning
• Personnel Management
• Crisis management
• Business planning
• Production planning
• Automation of business processes
• Business Process Optimization
• Factor analysis
• Economic analysis
• Visualization of business processes
• Analysis of business indicators
• Statistical analysis
• Business process analysis
• Risk analysis
• Business modeling
• Project management
• Process management skills
• Project team management
• Business process reengineering
• Integration of automated systems
• Business requirements development
• Development of functional requirements
• Development of technical specifications
• Development of regulations and instructions
• Sales management
• Logistics
• Procurement management
• Financial management
• Brand management
• Category management
• Risk management
• Lean
• Multifactor Productivity
• Cost management
• Calculation of production costs
• Pricing management
• KPI development
• Development of motivation systems
• Management Accounting
• Management reporting
• Consolidation of reporting
• Budgeting
• Setting SMART goals
• Control of execution of decisions
• Agile Project Management
• Waterfall
• PRINCE 2
• Scrum
• Kanban
• MS Visio
• MS Access
• PMBOK
• 6Sigma
• Consultant Plus
• MS Office (Word, Excel, PowerPoint, Project, Outlook)
• MS Excel (advanced)
• Bitrix24
• 1C: Complex automation

7. Professional qualities

A list of personal qualities that are required for the required level of performance of job duties. Select 3-4 qualities that you possess and include in your resume/cover letter as you see fit. This is an optional section of your resume to complete.

• Analytic skills
• Structural thinking
• Strategic Thinking
• Systematic approach to solving professional problems
• Ability to build business processes aimed at efficiency and increasing labor productivity
• Ability to multitask, react quickly and make independent decisions in critical situations
• Ability to assess project risks and propose measures to overcome them
• Leadership skills
• Ability to clearly formulate and present thoughts and justify decisions
• The ability to build communications between departments, convey the main strategic goals to company employees, and increase the efficiency of teams.
• Excellent management skills: prioritization, task setting, task control, team building.
• Ability to quickly resolve emerging disputes
• Ability to work effectively in a team

8. Examples for the “About Me” section

Section "About Me" - general description your professional background. It can be formatted as a short paragraph of 1-4 sentences or a bulleted list. Indicate those aspects of your qualifications that are integral components of the vacancy, such as areas of activity, areas of specialization, key competencies, technical skills, licenses, certificates additional education. For example:

• I have more than 5 years of experience working in a trading and production company (meat processing/canning production). Experience in managing several production complexes. Experience in developing regulations, standardizing production processes and increasing efficiency. I know how to understand project management systems and am proficient in project management technologies: Agile, Scrum, Kanban.
• 10+ experience in managing teams (over 500 people). Experience in strategic and operational planning. Expert in data analysis, writing diagrams and describing business processes. Able to build business processes aimed at increasing labor productivity. Practical experience in production reorganization, implementation of advanced approaches (Lean, 6Sigma, Kanban). Knowledge of Agile approaches.
• Experience working in multi-industry holdings involved in asset management. Successful experience in regulating company activities and optimizing business processes.
• 10 years of experience in large industrial enterprises in projects on organizational design and increasing operational efficiency in production: business processes, profitability, increasing economic efficiency, production systems, Lean, lean
• Experience in developing and implementing operational tasks and all KPIs of enterprises in areas of activity: sales and production volume, revenue, operating profit, profitability, working capital, EBITDA, net profit, cost of production, ROE, ROA, ROI, receivables and payables turnover, warehouse stocks, size and optimization of the loan portfolio, optimization of the cost of purchase and storage of goods, etc.
• Experience in developing quality control systems for IT companies. Practical experience in optimizing the organizational management structure and implementing a regular management system. Ability to quickly understand project management systems. Confident knowledge of JIRA and Bitrix24.
• Experience in large manufacturing companies, including geographically distributed international holdings with a turnover of more than $200 million. Main areas of activity: mechanical engineering, industrial sector. Proven experience in building business process management systems for the operating activities of the Group of Companies and restructuring of production enterprises.
• I have successful experience in systematizing and automating business processes. I have expert knowledge of the processes of business blocks: production, finance, economics, retail sales, wholesale, procurement, foreign trade activities, marketing, logistics, product distribution, accounting, administration, HR, IT, comprehensive automation.
• 20+ experience in managing companies with remote offices and distributed structure in the IT field, incl. in startup. Successful experience in optimizing and automating operational processes in business units: production, sales, marketing, logistics, economics, finance, HR, procurement, foreign trade activities, accounting, administration, IT. Experience in managing a portfolio of projects at all stages from pre-sale to delivery, including with government customers.
• Experience in systems integration in consulting company more than 3 years. Experience in team building: hiring employees, building a motivation system, training, development. Excellent knowledge and experience in managing the implementation of business automation systems (ERP systems, 1C, CRM systems, business intelligence systems, etc.). Ability to work with Internet marketing, hire and supervise contractors, formulate technical specifications, and manage lead generation. Experience in forming a team of specialists implementing projects (consultants, IT specialists, project managers).
• 8+ experience in successful full-cycle management manufacturing enterprise, modernization and reconstruction of production. Responsibility for KPIs: production volume, profitability, profit, revenue, labor productivity, standards for the consumption of raw materials, materials and other resources per unit of production, % reduction in downtime, % of quality products, % reduction in scrap volume, % reduction in breakdowns.

Key competencies:
- experience in implementing methods and tools to improve the efficiency of production operations;
- experience in building, optimizing and automating business processes: production, finance and accounting, purchasing, marketing, logistics, IT, warehouse, HR.
- knowledge of legislative and regulatory acts of the Russian Federation regulating the production, economic and financial and economic activities of the enterprise.

• Experience in systematizing the principles of managing business processes of an IT company, monitoring operational activities, and ensuring timely completion of tasks. Skills in expert assessment of the company: forecasting risks, costs, analyzing the market and competitors, participating in the creation of the company’s development concept and its implementation.
• More than 10 years of experience in manufacturing and retail in large Internet projects. I have the skills to develop and implement regulations, service policies, and build motivational programs. Good knowledge of logistics processes and internal business processes related to production, organization of goods flows in retail and online stores. Successful experience in building operational processes from scratch and operational management.
• More than 10 years of experience in the banking sector. Experience in managing projects to implement digital services. Skills in organizing the work of operational departments and IT structures.
• Main areas of companies: investments, consulting. I have proven experience in bringing startups to full-fledged successful businesses. I know the basics of building, changing and implementing business processes. Strengths: the ability to plan, set priorities, effectively use available resources, a systematic approach to solving problems, the ability to see and calculate risks; make decisions on the further functioning of the business based on the company’s current performance.
• 5+ experience in successfully managing the full cycle of a manufacturing enterprise in the automotive market with a workforce of 300 or more people. Experience in modernization or reconstruction of production. High level of management competencies.

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In many modern companies The position of Operations Director is provided, the functionality of which can be extremely broad, as well as his job responsibilities. In fact, the operating director is the second or even the first person in the company that carries out commercial activities. Find out all the features of the work of an operating director and the tasks that may be assigned to him.

Operations Director - who is he?

Nowadays, many companies provide for the position of chief operating officer, or, according to the foreign formulation, COO (Chief Operational Officer). This specialist performs wide range tasks and actually ensures the main activities of the entire company. This position falls under the category of top management of a corporation, and if there is a board of directors in the company, the operating director is necessarily one of its permanent participants.

It should be noted that the position of Director of Operations is not mandatory. Many companies simply do not provide it. Instead, all tasks can be resolved directly by the general director or owner of the enterprise. However, in large companies, separation of responsibilities is still preferred even at the senior management level, and the position in question is of great importance for the efficient conduct of business, especially on a large scale.

The primary responsibilities of a COO are integral to the day-to-day operations of the business—the day-to-day, ongoing operations, as the job title suggests. At the same time, specific job responsibilities, tasks and level of responsibility of specialists in this category are almost always established on an individual basis, depending on the characteristics of the activities of a particular company.

Modern experts in the field of personnel and enterprise management recommend establishing the position of operations director in the staffing table and looking for employees for it even within small business at its start. This approach can help the owner find and train an effective specialist and delegate some of the important tasks, which, at the same time, are not directly related to the global development of the company, but are primarily devoted to ensuring its stable daily functioning.

Operations Director and Executive Director - the difference

One of frequently asked questions, which is asked by the owners and ordinary employees of the company - this is what the difference is between the operating director and the executive director. Most often, these concepts are completely synonymous. The difference, first of all, lies in the fact that the wording “executive director” was adopted in the post-Soviet space and in companies that grew up on the basis of the existing basis of technologies and personnel management techniques.

The position of chief operating officer is a direct translation of the position provided for in the standard Western model corporate business and management of it. At the same time, the scope of responsibility, job responsibilities and functionality of these specialists may be entirely the same for both domestic and foreign businesses.

However modern tendencies and business trends demonstrate the emergence of a division of duties and responsibilities between even almost identical positions. Thus, in some companies there may already be a position of both operational, executive and general directors at the same time. This approach usually ensures the following distribution of tasks:

With this approach, the position of chief operating officer is the most “down-to-earth” and relates specifically to the implementation of routine basic tasks and operations, but still within the entire company. The executive director in this situation plays the role of a link between global strategic management and tactical management.

The position of the operating director is not regulated in any way by current Russian legislation, therefore the employer himself has the right to determine the full range of tasks, areas of activity and responsibilities of the operating director and other management employees of the company. The only positions that have special principles legal regulation V Russian Federation You can name the position of the general director, his deputy, as well as the chief accountant of the enterprise.

Functionality of an operating director in a company - what tasks does he solve?

As was already defined earlier, the main functionality of the operating director at an enterprise is to ensure the conduct of the core activities of the company as a whole. At the same time, the operating director himself belongs to the administrative staff - that is, the one who ensures the functioning of the enterprise. In the same time, the main task This specialist is precisely the organization of not related processes, but the main processes through which the business makes a profit. Thus, the responsibilities of the operations director may include the following tasks:

• Development of plans. Most often, global goals for the company as a whole are set by the CEO or board of directors. However, it is the operating director who usually develops practical mechanisms for the implementation of previously developed strategic decisions and programs.
• Selection and management of subordinate managers. First of all, the operating director is the link between the outside world, with whom the general director works, and the internal world of the company - directly by the heads of structural divisions, branches and departments of the company.
• Assessing the company's performance. The tasks of the operating director include not only direct management, but also regular assessment of the effectiveness of the implementation of assigned tasks by his subordinates and the achievement by the enterprise of the indicators established in accordance with the plans.
• Issuance of orders. Most often, it is the operating director in the company who is the person who ensures the publication and signing of the largest number local regulations and internal documents.
• Interaction with counterparties. Working with suppliers and large consumers is also the responsibility of the operating director, because this activity is directly related to the enterprise’s performance of its main function, which is to maintain certain activities for the purpose of making a profit.

It is necessary to understand that in order to implement the above tasks, the operating director must have extremely broad powers within the business entity. The main powers that are issued to the operating director include the right to conclude and terminate, publish at the enterprise, conduct activities on behalf of the company and represent its interests in all areas, including without providing a separate power of attorney.

Job Responsibilities of the Operations Director - Approximate List

Since each business and each enterprise is unique, it cannot be said that the list of job responsibilities of the operating director should have any strictly defined form. On the contrary, it must always be adapted in accordance with the specific characteristics of an individual business entity. At the same time, using a simple template, you can quite clearly and succinctly indicate the main responsibilities of the operating director, which can be easily expanded if necessary or supplemented with items necessary in a particular case. The following list can be used as such a template:

1. General provisions

1.1. The COO is a member of the company's top management and reports directly to the CEO and board of directors.

1.2. The hiring and dismissal of the operating director is carried out solely on the basis of the order of the general director.

1.3. The position of Operations Director is filled by a specialist with a specialized higher education professional education and X years of work experience.

1.4. The Operations Director must have the following knowledge and practical skills:

1.5. The Operations Director must have the following personal qualities necessary for the effective implementation of their professional activities:

• Authority.
• High social skills.
• The desire for self-development.
• Flexibility of thinking.
• Ability to take responsibility.

1. Job responsibilities of the Operations Director

2.1. Provide direction to the company's normal day-to-day operations in all aspects of the company's core missions.

2.2. Organizing effective interaction between all structural divisions of the company within the area of ​​responsibility and ensuring their leadership through subordinate managers.

2.3. Ensuring the execution of orders of the General Director and the Board of Directors, development, implementation and control of regulations.

2.4. Search, analysis, development and implementation of new technological and organizational solutions to improve the efficiency of the company.

2.5. Ensuring the organization plans to conduct its core activities over a long period.

2.6. Conclusion of employment contracts, publication of internal documentation of the enterprise.

2.7. Drawing up a company budget for various periods.

2.8. Protecting the interests of the company when working with government agencies, courts, authorities.

2.9. Representing the interests of the company during negotiations with partners, suppliers, contractors and consumers.

1. Rights of the Operations Director

3.1. Making proposals to optimize all aspects of the company's activities.

3.2. Independent decision-making on operating activities and communicating them to subordinates.

3.3. Representation of the company's interests before partners and government authorities without a power of attorney.

3.4. Concluding employment contracts, issuing orders and other local regulations.

3.5. Obtaining all social guarantees provided for by law and the employment contract.

1. Responsibility of the Operations Director.

4.1. The Operations Director is responsible for all his actions in accordance with the requirements of Russian legislation.

4.2. The Director of Operations is required to comply with internal regulations labor regulations and the requirements of the employment contract and additional agreements to him.

4.3. For causing material damage to the employer, the operating director is liable in accordance with the requirements labor legislation RF. When hired, the operating director signs an agreement on full financial responsibility.

4.4. The operations director may be brought to justice for violation of requirements, an employment contract and other violations provided for by labor legislation.

We always have a large number of fresh, current vacancies on our website. Use filters to quickly search by parameters.

For successful employment, it is desirable to have a specialized education, as well as possess necessary qualities and work skills. First of all, you need to carefully study the requirements of employers in your chosen specialty, then start writing a resume.

You should not send your resume to all companies at the same time. Choose suitable vacancies based on your qualifications and work experience. We list the most important skills for employers that you need to successfully work as an operations director in Moscow:

Top 7 key skills you need to have to get hired

The following requirements are also quite often found in vacancies: project management, business process optimization and business communication.

As you prepare for your interview, use this information as a checklist. This will help you not only please the recruiter, but also get the job you want!

Analysis of vacancies in Moscow

• Your previous work experience, education
• Type of employment, work schedule
• Company size, industry, brand, etc.

Salary level depending on the applicant’s work experience

I approve

[position, signature, full name.

Manager or other

Official authorized

Approve

[organizational and legal form, job description]

name of organization, [day, month, year]

enterprises] M.P.

Job description

Director of Operations

[name of organization, enterprise]

Real job description developed and approved in accordance with the provisions Labor Code Russian Federation and other regulations governing labor relations in the Russian Federation.

1. General Provisions

1.1. The director of operations belongs to the category of managers and is directly subordinate to the general director of the organization (enterprise).

1.2. A person with a higher professional education and work experience is hired for the position of Director of Operations. leadership positions in the relevant industry for at least [value] years.

1.3. The Director of Operations is hired and dismissed by order of the General Director.

1.4. The Director of Operations must know:

Legislative and regulatory legal acts regulating the administrative, economic and financial and economic activities of an organization (enterprise), regulations of federal, regional and local authorities state power and management, determining priority directions for the development of the economy and the relevant industry;

Methodological and regulatory materials of other bodies relating to the activities of the organization (enterprise);

Profile, specialization and structural features of the organization (enterprise);

Prospects for technical, economic and social development industries and organizations (enterprises);

Tax and environmental legislation;

Labor legislation;

The procedure for drawing up and approving business plans for the administrative, economic and financial and economic activities of an organization (enterprise);

Market methods of managing and managing an organization (enterprise);

Basic principles and methods of forecasting;

The procedure for concluding and executing economic and financial contracts;

The procedure for developing and concluding employment agreements (contracts);

The procedure for the development and conclusion of industry tariff agreements, collective agreements and regulation of social and labor relations;

Market conditions;

Scientific and technical achievements and advanced production experience in the relevant industry;

Economic and financial management of an organization (enterprise);

Organization of production and labor;

Rules for conducting inspections and documentary audits;

Basics of office work;

Ethics of business communication;

Psychology of business relationships;

Principles and methods of personnel management;

Strategic and marketing aspects of management;

Labor protection rules and regulations.

1.5. Professionally important qualities: [list qualities].

2. Job responsibilities of the employee

The Director of Operations is assigned the following job responsibilities:

2.1. Management of the daily financial and economic activities of the organization (enterprise) in accordance with the constituent documents.

2.2. Organization of work and effective interaction of all structural divisions of the organization (enterprise), taking measures to improve the efficiency of the organization (enterprise).

2.3. Carrying out management of all functional divisions of the organization (enterprise) through the heads of these divisions subordinate to him.

2.4. Provides:

Execution of orders and instructions from the higher management of the organization (enterprise);

Implementation and compliance with approved regulations, standards, instructions;

Organizing the work of all departments to implement approved plans;

Maintaining records of the implementation of planned tasks;

Verification of compliance with deadlines for the provision of reporting and other documents.

2.5. Organization of administrative and economic activities based on widespread use latest technologies, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs.

2.6. Together with the General Director, development and implementation, as well as improvement of management methods for the organization (enterprise).

2.7. Participation in the development of the strategy of the organization (enterprise).

2.8. Planning the needs of the organization (enterprise) for resources and tools.

2.9. Control and improvement of business processes.

2.10. Budgeting for the entire organization (enterprise).

2.11. Managing all operations of the organization (enterprise) from the point of view of financial control.

2.12. Conducting regular financial and economic analysis activities of the organization (enterprise). Informing senior management about the results of the analysis.

2.13. Development and construction of an organizational structure.

2.14. Planning the personnel needs of the organization (enterprise), making decisions on hiring and firing employees.

2.15. Taking measures to ensure the organization (enterprise) qualified personnel, rational use and development of them professional knowledge and experience, creating safe working conditions for life and health, compliance with environmental protection legislation.

2.16. Ensuring compliance with labor and production discipline, promoting the development of labor motivation, initiative and activity of the organization’s (enterprise’s) personnel.

2.17. Control over the development and implementation of personnel incentive schemes depending on the priorities of the organization (enterprise).

2.18. Ensuring the correct combination of economic and administrative management methods in discussing and resolving issues of material and moral incentives for increasing operational efficiency, applying the principle of material interest and responsibility of each employee for the work assigned to him and the results of the work of the entire team, payment wages on time.

2.19. Representing the interests of an organization (enterprise) in government bodies and in interactions with partners.

2.20. Ensuring that the enterprise fulfills all obligations to the federal, regional and local budgets, state extra-budgetary social funds, suppliers, customers and creditors, including bank institutions, as well as economic and labor agreements (contracts) and business plans.

2.21. Protection of the property interests of the organization (enterprise) in the courts, government and administrative bodies.

3. Employee rights

The Director of Operations has the right:

3.1. Make proposals to senior management to improve the work of the organization (enterprise).

3.2. Make decisions independently and organize their implementation by employees of the organization (enterprise) within their competence.

3.3. Represent the interests of the organization (enterprise) in relations with individuals and legal entities, government and management bodies.

3.4. Act on behalf of an organization (enterprise) without a power of attorney.

3.5. Open current and other accounts in banking institutions.

3.6. Manage the funds and property of the organization (enterprise) in compliance with the requirements of the relevant regulations and the charter of the organization (enterprise).

3.7. Conclude employment contracts(contracts).

3.8. Issue powers of attorney for civil transactions, representation, etc.

3.9. Require the management of the enterprise to provide assistance in fulfilling its professional responsibilities and exercise of rights.

3.10. For an additional vacation to the main one.

3.11. For all social guarantees provided for by law.

A representative of the executive director profession is a leader who reports only to the general director (or the founders' meeting, if there is one). The functions of the executive director include careful monitoring of financial flows, management of the company's personnel and solving all organizational problems of production and sale of goods or services.

High responsibility, a large number of responsibilities and extremely high wages make this profession very prestigious.

An executive director is necessary for any average and big business. As a rule, than larger enterprise, the more such a leader is needed.

History of the profession

Any work team always needs a leader who can direct people to achieve a common goal. If during the primitive communal system the leaders played the role of leader, then in modern times they are general directors.

Chief Operating Officer

They distribute responsibilities, organize people and manage the work of the team.

With the development of the economy and the emergence of large corporations, CEOs began to hire assistants: executive, financial and commercial directors.

Responsibilities of the Executive Director

The main job responsibilities of the Executive Director include:

• enterprise management;
• coordination of the work of departments;
• selection and training of employees;
• security High Quality services/products;
• fulfillment of the sales plan and approved budgets;
• conducting negotiations with customers, contractors, partners;
• building and improving business processes;
• implementation and control of enterprise operating standards.

Requirements for an executive director

The main requirements for the executive director are:

• higher education;
• 3 years of work experience in the field of activity of the employing company;
• Experience in planning and budgeting;
• experience in negotiations;
• management and organizational skills;
• knowledge of legislative and regulatory acts of the Russian Federation affecting the activities of the employing company;
• personal characteristics:
  • leadership skills;
  • focus on results;
  • stress resistance;
  • discipline.

A personal car is encouraged.

Executive Director Resume Sample

Resume sample.

How to become an executive director

To become an executive director, first of all, you need a higher education (preferably, it corresponds to the employer’s field of activity). On construction company They will require a construction education, a medical center will require a medical education, and a bank education will require an economics education. Executive director positions often require strong legal knowledge.

Besides higher education requires extensive practical experience (the minimum requirement is 3 years of experience in a managerial position) and a set of personal qualities: time management, negotiation, leadership.

Executive Director Salary

The salary of an executive director varies from 20 to 150 thousand rubles per month, depending on the city and the size of the company. In addition to the salary, the director always has a bonus component, depending on the results achieved.

The average salary of an executive director is 70 thousand rubles per month.

Chief Operating Officer

Chief Operating Officer controls all processes that occur in the structure of the enterprise, ensures uninterrupted operation of the network.

Job Description of the Director of Operations

Great responsibility rests on the shoulders of the manager who oversees the sales locations and coordinates between them.

Today there are not enough such specialists in the labor market in the country. There are plans to open new stores in the future, so the popularity of this profession will increase, as will their salaries.

Main functions of the COO

Range of duties this specialist includes supervision over the quality of work performed and compliance with safety regulations, as well as the creation of a motivation system for personnel, including Call Center operators. The main directions of its activities:
— develops a pricing policy, manages the development of the assortment and its classification;
— chooses a strategy for cooperation with suppliers, normalizes and optimizes product inventories;
— plans methods for managing customer flows;
— analyzes factors that influence consumer choice, analyzes the behavior of potential consumers, layout patterns trading floors, rules for effective price tags;
— builds an effective management system retail network, distributes responsibilities among staff;
— provides a store automation and security system, preventive measures to reduce losses;
— works with employees, improves the efficiency of an already functioning system;
— develops a network improvement strategy (selection target audience, designation in the sales market, development of loyalty programs, etc.).

Qualities of an Operations Director

Such versatility of a leader gives him great creative potential and the ability to actually influence the development of the entire business. But combining the responsibilities of an operator and a strategist is quite difficult, for which the operating director must have a set of clear leadership qualities. A specialist, by comparing the data obtained, must be able to identify new trends and develop new approaches to building a business in the future. The main qualities in this specialty are the ability to analyze and predict.

Specialists holding this position, unlike accountants-auditors, must have the following personal qualities:
— confidence, efficiency, responsible attitude to work, discipline, commitment and energy;
— sincerity and honesty;
- communication skills, delicacy, ability to negotiate and diplomacy;
- ability to improvise, creativity;
- resistance to stressful situations.

Your comment ↓

The self-learning organization (LLO) is a model that has been seriously discussed relatively recently. She combines ideal company from the point of view of system-forming management and innovation production.

Chief Operating Officer

The only “disadvantage” of OOO is that without connection with the formation corporate culture, the scheme remains only a scheme, and the plan is devoid of any life prospects.

In 1990, American Peter Senge published his famous work “The Fifth Discipline: The Art and Practice of the Learning Organization,” where he defined the LTO as a structure in which people continually expand their ability to create the results they actually strive for. According to Senge, there are five “disciplines” that every employee in an organization should practice.

• The first "discipline" is “Awareness of mental maps and characteristics of information absorption”— sets positive rules for communication between employees, creates an atmosphere of mutual understanding, prevents distortions of information and reduces the level of conflict.
• Second discipline - "Encouraging Collective Learning"— is aimed at creating a team of like-minded people through trainings and other methods of team interaction, in which everyone is included. This creates a situation of implicit learning.
• Third discipline - "Acquiring and Encouraging Personal Excellence" dedicated to material and non-material incentives professional development.
• Fourth discipline - “Developing the ability to see perspectives and create a better future”— helps each employee learn to assess the level of their professional development: what stage they are at now, where they should strive and what resources are needed for this. This makes it possible to work towards achieving goals, develop a sense of purpose and adequately evaluate behavior.
• Fifth discipline - "Development of systems thinking"- focuses on a clear definition of its role in general structure interactions, acceptance of responsibility and the ability to provide for the details of the implementation of their projects.

Another, “European” COO model, was developed by T. Boydel, N. Dixon and P. Senge. They identify 11 characteristics of SOO:

• A “learning” approach to strategy development (strategy and policy are viewed as dynamic, so business plans are constantly improved).
• “Participative” management policy (employees take part in the development of the company’s strategy and policy).
• Information openness (information is taken into account and not used for reward or punishment).
• Accounting and control of the organization’s activities (accounting, budgeting and analysis systems are built so that each employee feels responsible for the resources that he manages in the course of work).
• Internal exchange of services (divisions have the ability to exchange services at their discretion).
• Flexible remuneration mechanisms (all personnel are involved in the process of determining optimal forms of remuneration for the employee’s contribution to the overall results of the organization’s activities).
• A structure that provides opportunities for employees (positions and roles are distributed so that there are conditions for experimentation and growth; all regulations are negotiable).
• Constant “scanning” of the environment (at each meeting, events occurring in the company’s business environment are reviewed, employees carefully analyze changes in the market).
• Joint projects of the organization and related groups (the company initiates the implementation of joint projects with consumers and suppliers, without missing out on the opportunity for joint learning).
• A climate conducive to learning (every employee is committed to learning and improving what they do, everyone has the right to make mistakes and has time to discuss and analyze practice).
• Constant self-development of each employee (a budget is allocated for each employee for his self-development on topics chosen by him).

The main difference between COO and the traditional organization of personnel training, in our understanding, is that interaction within the company is focused not so much on adaptation to market changes, but on the active formation of these changes.

Thus, COO suggests the possibility of moving away from stereotypical responses to preventive behavior and creative management at all levels. (We recently wrote about creative management and its implementation using the example of the RBI holding in the article “The Practice of Implementing Creative Management”). Many definitions of COO are given only through the concept of learning, we do not think this is correct, since learning is a means of change applied to a specific end, not an end. For example, M. Pedler summarizes that the COO is an organization that promotes learning for all its members and is in the process of self-transformation.
K. Argyris and D. Schon identified two main learning cycles.

1. Single cycle, when the emphasis is on resolving problems, identifying and correcting deviations. At the same time, the norms and models of the company’s activities as a whole do not change.
2. A double cycle in which a company critically analyzes its activities and changes its norms and behavior patterns. This integral approach to problem solving plays an important role in COO.

I. Nonaka and H. Takeuchi, developing the approach of Argyris and Schon, propose four types of cyclic learning processes (SEKI model).

1. Socialization (from tacit to tacit knowledge): Following by example, learning by trial and error using forms of mentoring, brainstorming and group discussions.

   At this stage, knowledge is difficult to formalize.

2. Externalization (from tacit to explicit knowledge): documenting knowledge using metaphors, analogies, theories, infographics, etc., including the translation of tacit knowledge into explicit knowledge (this is one of the most difficult tasks when building SOO).
3. Combination (from explicit knowledge to explicit): categorization, classification and systematization of existing knowledge into a knowledge bank.
4. Internalization (from explicit knowledge to tacit): explicit knowledge becomes an asset of the company, personnel are offered and recommended specialized literature, new books and periodicals, “learning by doing” allows you to build connections and create new models, it is the integration of the three processes described above with the systematic dissemination of explicit knowledge among employees throughout the company.

This model is a good illustration of the words of G.P. Shchedrovitsky that a person who receives knowledge, through this knowledge, acquires a method of action that turns into his ability. It is considered in world practice to be one of the most promising for creating an SOO. Unfortunately, in Russia the idea of ​​it is still rather superficial.

Also interesting is the view of Nonaka and Takeuchi on the formation of a “team of experts” or so-called “knowledge organizers”. This team consists of “knowledge officers” (top managers), “knowledge engineers” (middle managers) and “knowledge practitioners” (full-time employees).
Knowledge Officers able:

• clearly articulate the company's vision;
• convey this vision to project team members as the basis of corporate culture;
• choose a worthy project manager;
• brainstorm, creating controlled chaos within the project team;
• protect the quality of the knowledge created based on organizational criteria and standards;
• successfully coordinate a team;
• manage the knowledge creation process.

Knowledge Engineers able:

• manage the project;
• produce hypotheses and create new concepts;
• combine different methodologies to create knowledge;
• Encourage dialogue among team members and help formulate proposals;
• create an atmosphere of trust among team members;
• assume future plan actions based on understanding experience and its systematization.

Practices of knowledge must:

• have high intellectual abilities;
• feel the responsibility and need to create new knowledge;
• have a broad outlook;
• be successful in communicating with both clients and colleagues;
• be open and sincere in discussions and debates.

The objectives of forming a JOO are traditionally:

• changing the company itself - its transformation into a self-learning organization;
• creation of a unified management culture;
• development of uniform quality standards for working with clients;
• creation of a personnel reserve;
• retaining valuable employees through development motivation;
• reducing the risk of loss of knowledge, rupture of the technological chain when one of the employees leaves.

However, the main task that generalizes all the others is to achieve the viability of the company in conditions of fierce competition. To solve it, the company must have its own pool of basic training and decision-making tools. Now SOO - despite different interpretations and visions of this tool - is one of the most systematized tools for personnel development, against the background of which many training programs are only small injections of “motivation for self-development.”

“AGREED” “APPROVED”

Chairman of PC Director of CD&K “Participation”

Kamysheva V.V. Bulanova O.E.

"___"___________2012 "___"___________2012

REGULATIONS ON THE COMMISSION

ON OCCUPATIONAL SAFETY

1. GENERAL PROVISIONS

1.1. This Regulation has been developed in accordance with the Order of the Ministry of Health and Social Development of the Russian Federation dated May 29, 2006 No. 413 “On approval standard provision on the labor protection committee (commission).

1.2. The commission is created on a parity basis from representatives of the administration and trade unions and carries out its activities in order to organize cooperation and regulate relations between the employer and employees in the field of labor protection in an educational institution.

1.3. The number of commission members and terms of office are determined by the collective agreement.

1.4. Members of the commission perform their duties on a voluntary basis, without release from their main work. The commission carries out its activities in accordance with the work plan, which is adopted at a meeting of the commission and approved by its chairman. Meetings of the commission are held as necessary, but at least once a quarter.

1.5. In its work, the commission interacts with government agencies management of labor protection, supervision and control of labor protection, trade unions, labor protection service educational institution.

1.6. To fulfill the assigned tasks, members of the committee (commission) must receive appropriate training in the field of labor protection according to a special program in courses at the expense of the organization.

1.7. The Commission in its activities is guided by legislative and other regulatory legal acts Russian Federation on labor and labor protection, collective agreement, local regulations educational institution.

2. OBJECTIVES OF THE COMMISSION

The commission may be assigned the following main tasks:

2.1. Development, based on the proposals of the parties, of a program of joint actions of the administration and the trade union to improve labor conditions and safety, prevent industrial injuries And occupational diseases.

2.2. Consideration of proposals for the development of organizational, technical and sanitary measures for the preparation of a draft of the corresponding section of the collective agreement.

2.3. Analysis of the current state of conditions and labor protection in an educational institution and preparation of appropriate proposals within its competence to solve labor protection problems.

2.4. Informing employees about the state of labor conditions and safety in the workplace, the existing risk of damage to health and the personal protective equipment entitled to employees, compensation and benefits.

3. FUNCTIONS OF THE COMMISSION

To carry out the assigned tasks, assign the following functions to the committee (commission):

3.1. Consideration of proposals from the administration, trade union, as well as individual workers to create healthy and safe conditions labor in the institution and development of recommendations that meet the requirements for preserving the life and health of workers in the process of work.

3.2. Consideration of the results of a survey of the state of conditions and labor protection at workplaces, in departments and in the educational institution as a whole, participation in surveys based on requests from employees and, if necessary, development of recommendations for eliminating identified violations.

3.3. Studying the causes of industrial injuries and occupational diseases, analyzing the effectiveness of measures taken on labor conditions and labor protection, preparing information and analytical materials about actual condition labor protection in an educational institution.

3.4. Analysis of the progress and results of workplace certification for working conditions.

3.5. Assistance to the administration in implementing educational process more advanced technologies, new technology in order to create healthy and safe working conditions.

3.6. Study of the condition and use of sanitary premises and sanitary and hygienic devices, provision of workers special clothing, special shoes and other personal protective equipment, the correct use of them.

3.7. Providing assistance to the administration in organizing training at the enterprise in safe methods and techniques for performing work, conducting timely and high-quality instruction of workers on labor safety.

3.8. Participation in work to promote labor protection in educational institutions, increasing the responsibility of employees for compliance with labor protection requirements.

4. RIGHTS OF THE COMMISSION

To carry out the assigned functions, the committee (commission) may be granted the following rights:

4.1. Receive information from the administration and labor protection service of the educational institution about the state of working conditions in the workplace, industrial injuries and occupational diseases, the presence of dangerous and harmful production factors.

4.2. Hear at their meetings reports from the administration on the implementation of their duties to ensure healthy and safe working conditions in the workplace and compliance with guarantees of the right of workers to labor protection.

4.3. Participate in the work on the formation of collective agreement measures on issues within the competence of the commission.

4.4. Make proposals to attract disciplinary liability workers for violations of the requirements of norms, rules and instructions on labor protection.

4.5. Contact the relevant authorities with a demand to hold officials accountable in cases of violation of legislative and other regulatory legal acts on labor protection, concealment of industrial accidents and occupational diseases.

4.6. Make proposals for moral and material incentives for employees of the workforce for active participation in the work to create healthy and safe working conditions in an educational institution.

Deputy Director for Security

Mikhailov V.B.

1. Chairman of the PC Director of the Municipal School No. 10

   Document

   Agreed I approve ChairmanPCDirector Municipal educational institution secondary school No. 10 ________ / Barskaya T.G. / … holding a meeting chairman methodological association is obliged to notify the deputy directors methodically...

2. Chairman of PC Director of OGO SPO "SPK"

   Document

   ... No. 10. to the Collective Agreement AGREED: I APPROVED: ChairmanPCDirector OGOU SPO "SPK" ______________N.I. Raspopova...

3. Job description of storekeeper g No. agreed approved by the chairman of the PC director of the school

   Instructions

   … ____.20___ No._____ APPROVED ChairmanPCDirector schools ___________ (________________) __________ O.A. Putilova ... labor regulations, orders and instructions directors, this job description), employment contract...

4. Chairman of the trade union committee School director (3)

   Document

   ... term: calendar days – to the chairmanPC; 5 calendar days – members PC upon presentation chairman: 5 calendar days…. 8.3. Turn on chairmanPC part certification commission, ensure his participation in meetings when director. 9. DEADLINE…

5. Chairman of PC Mbousosh No. 8 Director of Mbousosh No. 8

   Document

   ...average comprehensive school No. 8 Agreed I approve ChairmanPC MBOUSOSH No. 8 Director MBOUSOSH No. 8 ____________Karaseva N.V.

   ... school No. 8 Agreed I approve ChairmanPC MBOU Secondary School No. 8 Director MBOU Secondary School No. 8 ____________Karaseva...

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Lexical meaning: definition

The general stock of vocabulary (from the Greek Lexikos) is a complex of all the basic semantic units of one language. The lexical meaning of a word reveals the generally accepted idea of ​​an object, property, action, feeling, abstract phenomenon, impact, event, and the like. In other words, it determines what a given concept means in the mass consciousness. As soon as an unknown phenomenon gains clarity, specific signs, or awareness of the object arises, people assign it a name (sound-letter shell), or rather, lexical meaning. After that, it enters the dictionary of definitions with an interpretation of the content.

Dictionaries online for free - discover new things

There are so many buzzwords and highly specialized terms in each language that it is simply unrealistic to know all their interpretations.

In the modern world there are a lot of thematic reference books, encyclopedias, thesauruses, and glossaries. Let's go over their varieties:

• Intelligent
• Encyclopedic
• Industry
• Etymological and loanwords
• Glossaries of obsolete vocabulary
• Translation, foreign
• Phraseological collection
• Definition of neologisms
• Other 177+

Interpretation of words online: the shortest path to knowledge

It is easier to express yourself, to express thoughts specifically and more succinctly, to enliven your speech - all this is possible with an expanded vocabulary. With the help of the How to all resource, you will determine the meaning of words online, select related synonyms and expand your vocabulary.

The last point can be easily completed by reading fiction. You will become a more erudite, interesting conversationalist and support conversations on a variety of topics. To warm up the internal generator of ideas, it will be useful for literati and writers to find out what words mean, say, from the Middle Ages or from a philosophical glossary.

Globalization is taking its toll. This affects writing. Mixed spelling in Cyrillic and Latin, without transliteration, has become fashionable: SPA salon, fashion industry, GPS navigator, Hi-Fi or High End acoustics, Hi-Tech electronics. To correctly interpret the content of hybrid words, switch between language keyboard layouts. Let your speech break stereotypes. The lyrics excite the senses, pour elixir into the soul and have no expiration date. Good luck with your creative experiments!

The How to all project is being developed and updated with modern dictionaries with real-time vocabulary. Stay tuned. This site helps you speak and write Russian correctly. Tell about us to everyone who studies at university, school, prepares to take the Unified State Exam, writes texts, and studies the Russian language.

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