The analytical structure of personnel management reflects. Personnel structure analysis. Personnel: concept, types and structure

Organization personnel structure- a set of separate groups of workers united on any basis. It can be statistical and analytical.

Statistical personnel structure reflects the distribution of personnel and their movement in terms of employment by type of activity, as well as in terms of categories and groups of positions. Thus, personnel of main and non-core activities are distinguished.

Hired workers are divided into two groups: workers and employees. In the group of employees, the following categories are distinguished: managers, specialists and other employees related to employees.

TO workers include persons performing the functions of primarily physical labor, directly involved in the process of creating material assets, maintaining machines and mechanisms in working order, production premises etc.

In the municipal unitary enterprise "Krasnogorskoye GZhU" the following positions are considered to be workers:

· Premises cleaner;

· MOP cleaning worker;

· UAZ driver;

· Driver;

· Master;

· Plumber;

· Welder;

· Electrician;

· Street cleaner.

TO managers include employees holding positions of enterprise managers and their structural divisions(in particular, directors, managers, managers, chief specialists, etc.).

Managers include the following positions:

· Director;

· Chief Accountant.

TO specialists include workers engaged in engineering, technical, economic and other work (administrators, accountants, engineers, standard setters, economists, legal advisers, etc.).

Specialists in the municipal unitary enterprise "Krasnogorsk State Housing Administration" include those persons who occupy the following positions:

· Legal consultant-HR specialist;

· Accountant;

· Engineer estimator;

· Accountant for calculations of payments.

TO employees include workers involved in the preparation and execution of documentation, accounting and control, and business services (for example, agents, archivists, attendants, clerks, cashiers, secretaries-typists, statisticians, stenographers, accountants, draftsmen).

These are the positions:

· Cashier;

· Passportist;

· Dispatcher.

Data on the statistical structure of personnel are presented below in Table 3

Table 3 - Statistical structure of the organization’s personnel

Based on the data given in Table 3, we can draw the following conclusion that the number of personnel has decreased compared to 2008. During the period from 2008 to 2009, the number of employees, both employees and specialists, decreased. This indicates that the company has the same need to attract both employees and specialists. And the number of workers increased by 6.88%.

The organization's supply of personnel by category is determined by comparing the actual number of employees belonging to individual categories with the planned need for employees of these categories. Table 4 provides information on the organization's staffing levels by category.

Table 4 - The organization's staffing levels by category

The organization's supply of personnel by category practically coincides with the plan, so the enterprise does not experience a great need to increase the number of personnel.

Analytical framework divided into general and private. In the context general structure personnel are considered based on characteristics such as education, gender, age, and length of service. This information is presented in the following table.

Table 5 - General personnel structure, considered by characteristics

The structure of OPF in 2008 and 2009 is shown in tables 6 and 7.

Table 6 - Structure of OPF, 2008

At the enterprise in question, the structure of the general public fund in 2008 changed very slightly. There was a slight decrease in the share of buildings and structures (by 1.12%). At the same time, the share of machinery and equipment increased (by 0.56%), Vehicle(by 0.17%) and other fixed assets (by 0.39%).

Table 7 - Structure of OPF, 2009

At the enterprise in question, the structure of the general public fund in 2009 remained virtually unchanged. There was a slight decrease in the share of buildings and structures (by 0.65%), vehicles (by 0.54%), while the share of other fixed assets increased (by 0.39%) and the share of machinery and equipment by 0.8% . This may indicate a very slight expansion of the enterprise's activities.

In order to obtain more complete information about the composition and structure OPF of the enterprise it is necessary to study the age structure of industrial production assets and, in particular, equipment, as well as the technological structure of fixed assets, which is characterized by the share of different types of fixed assets within a certain group of them.

The availability and movement of fixed assets at the Krasnogorskoe GZHU municipal unitary enterprise in 2008 and 2009 is presented in tables 13 and 14.

Table 13 - Availability and movement of fixed assets 2008, thousand rubles.

Based on the data presented in Table 13, we can conclude that the cost of the organization's fixed assets in 2008 increased by 8 thousand rubles, or 0.37%.

Table 14 - Availability and movement of fixed assets 2009, thousand rubles.

The data in Table 14 indicate an increase total amount fixed assets in 2009 by 60 thousand rubles, or 2.8%. The increase in the amount of fixed assets in full was caused by an increase in industrial production assets, since fixed non-productive assets are not listed on the balance sheet of the enterprise.

Comparing the data in tables 13 and 14, we can conclude that there are positive dynamics in the movement of fixed assets of the Krasnogorskoe GZhU municipal unitary enterprise. Fixed assets of enterprises are formed as a result of the creation of new, expansion, reconstruction and major repairs of existing fixed assets. Therefore, the amount of fixed assets at the end of the year depends on the volume of commissioning of fixed assets and their disposal.

The average volume of fixed assets available to an enterprise during the year is characterized by their average annual cost. When calculating average annual cost fixed assets, the timing of their input and disposal is taken into account.

To establish the security of an enterprise with fixed assets, it is necessary to compare their actual availability with the need for them in a given planning period. In this case, it is important to determine the change in the amount of fixed assets as a whole, including individual groups at the end of the year, and their average annual value compared to the plan.

Information on the implementation of the plan for commissioning fixed assets can be obtained from statistical reporting By capital construction. Data from these sources make it possible to assess the implementation of the plan for the commissioning of facilities, capacities and fixed assets, as well as to establish whether all the facilities outlined in the plan have been put into operation.

Level of technical development industrial enterprise largely determine the composition and structure of its fixed assets, since individual groups of fixed assets take different roles in the production process. Some (buildings and structures) provide the necessary conditions for production and form a passive part of the production means, others (machines, equipment, tools, vehicles, etc.) take a direct part in the production process and form their active part.

The formation of the structure of fixed production assets is influenced by a number of factors: increasing the degree of concentration of production and the level of specialization, carrying out measures for comprehensive mechanization and automation of production, improving technological processes and associated more rational placement production equipment etc. Therefore, when analyzing the structure of industrial production assets, it is important to establish the influence of these factors.

Of particular interest is a comparison of the structure of fixed assets of the analyzed enterprise with the structure of production assets of related enterprises on average for the industry. This allows us to identify how the structure is influenced by the nature and characteristics of production and technology, the level of specialization and cooperation.

When analyzing the movement of fixed assets, it is necessary to calculate the coefficients of receipt (input) of fixed assets, disposal, and liquidation. These coefficients are determined by the formulas:

where Kvv is the coefficient of receipt (input);

F in - the cost of newly received fixed assets;

F kg - cost of fixed assets at the end of the period.

where K select is the retirement rate of fixed assets;

F vyb - the cost of retired fixed assets;

F ng - the cost of fixed assets at the beginning of the period.

where K l is the liquidation coefficient;

F l - cost of liquidated fixed assets.

Fixed asset movement coefficients characterize the degree of technical re-equipment of an operating enterprise. It is important to compare these indicators with data for the previous period in order to calculate their dynamics.

Let's calculate the coefficient of receipt (input) of basic industrial products according to formula (38):

In 2009, the coefficient of receipt (input) of fixed industrial assets increased by 3.16% compared to 2008, which indicates positive dynamics and may mean an expansion of the enterprise’s production base.

Let's calculate the retirement rate of fixed industrial assets using formula (39):

The retirement rate of fixed industrial assets increased in 2009 compared to 2008 by 1.04%, which negatively characterizes the activity of the enterprise.

In our case, the liquidation ratio of fixed assets will be equal to the retirement rate of fixed industrial assets, since the disposal of fixed assets in 2008 and 2009 occurred only due to liquidation.

It is important to study the organization of repair of fixed assets and, in particular, production equipment. It is necessary to establish whether the system of planned preventive maintenance of equipment and vehicles at the enterprise is fully carried out, whether the planned schedule of repair work is being observed, since timely repair of production facilities, and especially equipment, improves the technical condition of fixed assets. To ensure high-quality implementation of the above measures at large enterprises a mechanical repair shop is being formed. At enterprises small size use the services of a repair team or third-party repair organizations.

Personnel structure is understood as the quantitative relationship between groups of workers, determined by the technological and organizational structures of the enterprise. It is reflected in the organization's staffing table.

Staffing table– a local legal act establishing the size of the enterprise, the composition of positions and the amount of remuneration. The staffing table is used to formalize the staffing structure and staffing levels of an organization in accordance with its charter. It contains a list of structural divisions, job titles, information on the number of staff units, official salaries, allowances and monthly payroll.

The personnel structure can be statistical and analytical.

Statistical structure reflects its distribution and movement in terms of categories and groups of positions, this is the staff composition.

· personnel of main activities (engaged in the creation of products, services or maintenance of the production process);

· personnel of non-core activities (transport, major repairs of buildings, trade, housing and communal services, healthcare institutions).

Distribution of personnel into categories the nature labor functions carried out using All-Russian classifier professions of workers, positions of employees and tariff categories(OKPDTR).

Personnel are divided into two categories: workers and employees.

Workers directly create material assets or provide production services. Distinguish between group main and auxiliary workers. The former are engaged in technological processes that change the shape, structure and properties of the object of labor. The latter are related to the maintenance of equipment and workplaces (enterprise infrastructure).

Workers also include junior service personnel (JOP), engaged primarily in the provision of services not related to the main activity (janitors, couriers, etc.).

Employees organize the activities of employees, namely: production management, administrative and other functions. They refer to professional group persons engaged primarily in mental work, they are united into several subgroups (managers, specialists, other employees).

To managers (category code 1) relate:

Main specialists: Chief Accountant, engineer, chief physician, power engineer and other functional managers;

Heads of administrations, directors, managers, heads and other line managers, these also include their deputies.

Specialists (category code 2)– workers performing qualified types of professional activities. These are engineers , economists, accountants, teachers, legal advisers, etc., as well as their assistants. Specialists can be chief, leading or senior.

Other employees (category code 3)– these are workers who prepare and process documentation, accounting, control, and business services (cashiers, commandants, controllers, secretaries, timekeepers, bookkeepers).

The basis for assigning people to one category or another is the position they occupy, that is, the staffing unit of the organization. The indicator of the number of employees, even by type of activity (employed in the main activity, employed in non-production divisions of the enterprise), by industrial category production staff, is insufficient to fully characterize labor potential, especially for the purposes of personnel management in a market economy. The same number of workers may differ in their total ability to work due to differences in preparedness, age, attitude to work, etc., and hence, the unequal amount of labor (both abstract and concrete) that can be realized by them in the production process. In this case, we are talking about different labor potential of groups of workers of the same size.

The labor potential of an enterprise means the total labor capacity of its team, resource capabilities in the field of labor of the payroll of the enterprise based on the age of workers, physical capabilities, existing knowledge and professional skills. To assess labor potential, it is examined analytical framework personnel.

Labor potential parameters are divided into two groups:

1) parameters characterizing the socio-demographic components of the labor potential of the enterprise team:
gender and age structure, level of education, family structure, health status, etc.;

2) parameters of production components of labor potential:
professional qualification structure, increasing and updating professional levels, creative activity.

Analytical personnel structure determined on the basis of special studies and calculations. Personnel are assessed based on criteria such as length of service, education, profession, and their socio-demographic structure.

Analysis age structure personnel involves taking into account the average age of employees, taking into account the dynamics of the age structure by employee categories, and by individual divisions of the enterprise.

Fig.1.1. Structure of specialists and company managers by age

Personnel structure analysis by level of education(general and special) involves the identification of persons who have higher education, incomplete higher education (more than half of the study period), specialized secondary, general secondary, incomplete secondary, primary.

An important indicator of the stability and dedication of employees to the organization is indicator of duration of work in the company (experience). For length of service, the average makes more sense than for age structure. The level of productivity of an employee is directly related to the overall length of service of an employee. The length of service in a given organization characterizes the retention of personnel.

Rice. 1. 2. Comparative characteristics of specialists and managers by length of service in their profession

Thus, an analysis of the age structure and structure of the enterprise’s personnel by length of service (Fig. 1.1, 1.2) provides grounds for the following assessments: human resources are optimally selected, since three-quarters of the personnel are of active age, which can ensure stable and reliable operation of the enterprise. All age groups are harmoniously represented. A third of the staff are young employees under 30 years old, which can be the basis, the base for a possible “breakthrough”, and there are young specialists and managers. At the same time, the team also includes people with significant experience and qualifications, that is, 50-year-old workers. One out of ten employees is a working pensioner; they are mostly specialists. The structure of respondents by length of service can also be assessed positively. The managers are dominated by fairly experienced ones, with work experience in the profession ranging from 3 to 10 years. Adapters with less than 3 years of experience in the profession are included in the group of specialists. Based on this set of objective characteristics, the labor potential of specialists and organizational leaders can be assessed very highly.

The higher the labor potential of the enterprise, the potential capabilities of the hired workforce, the more complex problems can be solved by the team (in relation to product output, its quality, the speed of mastering new types of products, production efficiency economic activity etc.). The emergence of a labor force whose labor potential is too high for specific production conditions, will not meet its needs, will be “excessive”, will lead to the fact that this labor potential will not be fully used and the funds spent on labor will not pay off. For the employees themselves, this may cause dissatisfaction with work at this enterprise, which will be followed by dismissal of their own free will.

That is why personnel planning is the most important tool(means, method) used in personnel management.

Questions for Review and Discussion

1. What are distinctive features human resources of the organization?

2. Explain the differences between the list, standard and attendance numbers of staff.

3. List the main components of the organization's personnel management system.

5. List the factors influencing the formation human capital.

IN modern society The personal qualities of an individual begin with his business characteristics, attitude to work, and level of professional suitability. All this determines the exceptional relevance of the issues that make up the content of professional ethics. True professionalism is based on such moral standards as duty, honesty, demanding of oneself and one's colleagues, and responsibility for the results of one's work.

Qualitative characteristics of personnel are a set of professional, moral and personal properties that are a specific expression of the personnel’s compliance with the requirements that apply to a position or workplace. The entire set of qualitative characteristics of personnel can be divided into:

abilities (level of education, amount of knowledge acquired, professional skills, experience in a certain field of professional activity, with a certain type of product or service, professional skills of cooperation and mutual assistance, experience working in complex programs, etc.);

motivation (sphere of professional and personal interests, desire to make a career, desire for power, readiness for additional responsibility and additional workload, etc.);

properties (the ability to perceive a certain level of physical, mental or intellectual stress, the ability to concentrate attention, memory, and other personal properties necessary to perform any work).

In the theory of personnel management, there are different approaches to personnel qualifications depending on the functions performed. This classification provides for two main categories of personnel involved in the production process: managerial and production.

Rice. 1. Structure of the organization’s personnel by category

Managerial personnel are employees whose work activities are aimed at performing specific management functions. These include line and functional managers and specialists.

Managers who direct, coordinate and stimulate production activities, manage the organization's resources, make decisions, bear full responsibility for achieving the organization's goals and have the right to make decisions are classified as linear. Heads of subsections, whose main task is to facilitate the effective work of line managers, are classified as functional. Managers and chief specialists together create the administration.

Specialists (engineers, economists, technicians, technologists, psychologists) engaged in the creation and implementation of new knowledge, technologies and the development of solutions to individual production and management problems.

Technical specialists (employees) who provide technical and information assistance to the management apparatus (collection, processing, storage and transmission of information). The specificity of their activities lies in the implementation of standard procedures and operations, which are mainly amenable to standardization.

Management personnel are primarily engaged in mental and intellectual work. At the management level, managers are divided into lower managers (foreman, section manager, group bureau), middle managers (heads of workshops, departments, their deputies) and senior management(heads of enterprises, their deputies).

Production personnel are the performers who implement the decisions of managers, directly implement the plans of the organization, engaged in the creation of wealth or the provision of production services and the movement of goods. This also includes cleaners, security guards, couriers, and cloakroom attendants. For analytical purposes, production potential is divided into:

main workers who are directly involved in the production process with the creation of wealth;

auxiliary, which perform the functions of servicing the main production.

STRUCTURE OF THE ORGANIZATION'S PERSONNEL AND ITS TYPES

1. General personnel structure

The totality of individual groups of workers forms the personnel structure, or in other words, the social structure of the organization, which can be statistical and analytical.

The statistical structure reflects its distribution and movement by categories and groups of positions. For example, we can distinguish personnel of the main types of activities (persons working in the main and auxiliary, research and development departments, management personnel, engaged in the creation of products, services or providing maintenance to these processes) and non-main types of activities (employees of repair, housing -municipal services, departments of the social sphere). All of them occupy the positions of managers, specialists, workers in their departments, 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 specific. In the context of the general structure, personnel are considered according to such criteria as length of service, education, profession; the private structure reflects the ratio of individual categories of workers.

The criterion for the optimality of the personnel structure is the correspondence of the number of employees of various job groups to the volume of work characteristic of each job group, expressed in time expenditure.

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

Workers directly create wealth or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes aimed at creating the final product for a given organization. The latter are associated with the maintenance of equipment and workplaces in auxiliary departments - repair, instrumental, transport, warehouse.

There are mechanized and manual workers. In this case, the following categories are distinguished: working with the help of automatic machines; performing work using machines, mechanisms, instruments, installations; servicing machines, machines, installations, devices; performing work manually; performing work without the use of machines and mechanisms; performing work on the repair and adjustment of machines and mechanisms.

Workers are also classified by profession, age, forms and systems of remuneration, and length of service.

Workers also include junior service personnel, primarily 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 organization of people's activities, production management, administrative and economic, financial and accounting, procurement, legal, research and other types of work.

Employees belong to a professional group of people engaged primarily in mental and intellectual work. They are combined into several subgroups.

First of all, these are managers who perform general management functions. Conventionally, they are divided into three levels: highest (organization as a whole); medium (main structural divisions); grassroots (working with performers). Managers also include their deputies, chief specialists, and state inspectors.

Collectively, they form the administration, which also includes individuals who are not related to management, but perform auxiliary management functions, for example, personnel service employees.

Another, most numerous subgroup of employees are specialists of various profiles. They are busy creating and introducing into production new knowledge and knowledge in general in the form of theoretical and applied developments, as well as developing options for solving certain production and management problems, the selection and adoption of which is within the competence of managers. These are economists, lawyers, engineers and technical workers and their assistants.

Depending on the level of training, specialists of higher and intermediate qualifications are distinguished. The former manage production, technical and creative processes; the latter are the performers of the work.

Specialists by position may be “chief”, “leading senior”, or have a category characterized by a number. A senior specialist, along with performing 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 is primarily of coordination and consultation. He may also be the sole responsible executor of some responsible work, without subordinates. The leading specialist performs the same duties as the senior specialist, but also provides methodological guidance, and the chief coordinates the work of leading and senior specialists.

In Western companies, especially talented specialists, even if there is no work for them at the moment, are often kept “in reserve” without clearly defined responsibilities, and there is even a special term “wild geese” to designate them.

The third subgroup in this group is formed by other employees classified as employees. They carry out the preparation and execution of documents, accounting, control, and economic services, for example, cashiers, clerks, archivists, and commandants.

The basis for assigning people to a particular group (category) is the position they occupy, that is, the staffing unit of the organization, the primary element in its management structure, characterized by the totality of the rights, duties and responsibilities of the employee, the labor functions performed by him, the boundaries of competence, and legal status.

Professional and qualification structure of personnel

Occupying a particular position requires people to have the appropriate profession and qualifications.

A profession can be understood as a complex of special theoretical knowledge and practical skills acquired by a person as a result of special training and experience in a given field and allowing him to carry out the corresponding type of activity. For example, we can talk about the profession of a manager, lawyer, economist, doctor.

Within each profession, as a result of the division of labor, specialties are identified that are associated with the performance of a narrower range of functions. Thus, the specialty within the legal profession will be civil law, criminal law, state law, etc.

Experience and practice link skills, knowledge and abilities together, forming qualifications, that is, the degree of professional training necessary to perform these job functions. There is a difference between the qualifications of the job and the qualifications of the employee. The first is represented by a set of requirements for the one who must fulfill it; the second is the totality of professional qualities acquired by a person.

The qualifications of an employee are determined by such factors as the level of general and specialized knowledge, work experience in this or a similar position necessary to master the profession. For managers, it is also about the level of organizational skills. Qualification is awarded special commission based on a comprehensive verification of the knowledge and experience of a given person and is legally enshrined in documents - diplomas, certificates, etc. organizationsAbstract >> State and law

STRATEGIC MANAGEMENT PERSONNEL" Topic 1. Staff as a control object in modern organizations Currently... organizations Structure personnel Fluidity personnel and absenteeism Rotation level personnel Structure skills and knowledge personnel Workload...

The personnel structure is an important part of any enterprise, since the quality and timely completion of the work process depends on the employees. The workforce in an organization are people who have certain knowledge and skills. Future employees are selected for the company in accordance with education, qualifications, and necessary personal qualities. It is the correctly selected composition of the company’s employees that ensures future productive work for many years.

Main features

The organization's personnel structure is an important and integral part of any team. To give a more precise definition, a structure is a collection of certain parts of a team that are united according to certain characteristics. The composition and structure of an enterprise's personnel can be as multifaceted as the institution requires.

When a new production is formed, it usually immediately becomes clear to managers what goals and functions this enterprise will develop, and what number of employees is required to perform these services. In order to correctly determine the composition of an enterprise’s employees, the very first thing is to correctly determine the need for specialists of certain categories for productive work. Accordingly, specialists or managers must meet the categories of the position held.

All available vacancies at this company are approved by regulatory document"staffing schedule". Such a document is available at every enterprise and it reflects the position, number of rates, official salary, the schedule must be made and approved at the beginning of the year or when changes are made.

According to the staffing table and personal orientation of the organization, structures can be drawn up various types full-time employees.

Based on the types of employees, quantitative and qualitative structures of employees are distinguished. The quantitative composition is determined by the staffing table at a certain point in time, and the composition of the number is calculated both by occupied and free vacancies. The qualitative composition of personnel is usually determined by the degree of education, work experience, age and other social parameters that positively contribute to achieving the company’s goals.

Components of the personnel

The totality of employees of any organization can be classified into statistical and analytical employees. The statistical structure involves grouping people and distributing them into groups depending on their positions.

1. The very first and leading line is occupied by the company's managers. The manager is the main link; he is obliged to manage the entire structure of his production. Managers can also be divided into levels, if any. The highest level is the director or the most important leader, average level- his deputies; in addition, there may be heads of departments, production workshops or sections. The grassroots level is the management staff of the sites, for example, foremen.
2. The second, no less important link is considered to be specialists. Specialists include accountants, economists, lawyers, human resources departments, various types of engineers, and mechanics.
3. At the third level are executive employees, these include: secretary, cashier, typist.
4. The fourth stage is working employees. Very often, it is the workers who take the place of performing the services and basic functions of the organization. Workers may have primary or secondary qualifications.

The analytical structure of the company involves additional research and calculations, which will group employees according to certain characteristics. Let's consider analytical structuring and its types.

Organizational and functional structure of employees

This is a set of departments in one organization and the relationship of employees in the workplace. This grouping of people as an organizational structure distributes them according to their powers and types of activities, while uniting them into one whole. By studying the organizational components of one enterprise, you can see several types of organizational groups. In practice, structures are distributed depending on approaches to employees.

There are functional, linear and matrix organizations.

The functional structure is formed depending on functional responsibilities every employee. For example, consider functional analysis one company. Our enterprise can be divided into separate sections, for example: an accounting department, in which people can work a large number of people, it is directly supervised by the chief accountant, each of the employees performs certain functions of the process. However, such a division works for the benefit of the entire organization, although all other subdivisions are not associated with the same type of work with accountants. The functional structure involves the work of each separately from each other, but they act for the benefit of the common cause. If we consider accounting, then it produces payroll for the entire company and records and reporting are also produced for the entire organization.

Linear organizational groups exist in small firms where the types of responsibilities performed are of the same type and busy employees everyone is on the same line of employment. Such enterprises do not need to create complex structuring. When introducing employees with more complex functions to such a company or increasing the salaries of some employees, such actions will necessitate the introduction of positions and tasks of a complex organizational component of the personnel.

The matrix composition is created under the condition of increased satisfaction from the duties performed. However, such matrix schemes have a number of disadvantages, for example, frequent changes of managers and specialists lead to loosening of the team and weakening of the quality of work.

Role structure of personnel

It determines the roles of employees, according to creative directions, however, this is not the main indicator of the role composition.

The roles in the workplace for each employee can be characterized by certain characteristics: behavioral role, communication role, creative behavior model.

The role structure of personnel includes several components. The behavioral role is determined by personal psychological behavior in the workplace or when performing a complex task; in addition, conflict situations are taken into account.

The communication role determines the personality in the dissemination or transmission of information and the reliability of certain factors. Creative indicators can manifest themselves in very active employees who can take part not only in labor processes, but also engage in various types of organizational activities.

The composition of employees, structured by gender and age, is a set of employees of the company who will be distributed according to gender (women and men), as well as by age.

Other structures

Age grouping is usually done in the form of a table, for example, people will be distributed according to age up to 20, 30, 40, 50 years, and from 51 to 60 years. In addition, by distributing the total composition of the population by age, in the same table you can make a distribution into men and women. Such structuring will help the manager to bring out average age personnel and make plans according to future reserves or passing qualification courses.

The age structure of personnel is very convenient to use for a manager, since many companies determine methods of influencing and stimulating work based on the age of their employees. In turn, the age indicator should not exceed 37 years on average.

Qualification structure of personnel. This component determines the professional skills of employees. Not only the diploma and the profession indicated in it play a role here; again, by analyzing employees, it is possible to reflect advanced training courses, additional categories confirming the level of a professional, for example, categories for drivers, different categories for specialists. It is also possible that the company you work for will be able to offer you to learn various types of professional skills for promotion. career ladder or improvements to job functions.

The personnel structure based on length of service can be calculated in two ways. The first option is if the composition of employees is grouped by total work experience, for example, the table: experience up to 3 years, up to 5, 8 years, from 8 to 10 years, from 10 to 15 years, from 15 to 20 years. Such a table will be convenient for the manager and for reporting by the HR department. Based on the analysis, it will be possible to see the approximate age category of the employees, since the total length of service will be quite low if the employees are young. The second option is work experience specifically in a given organization. Such a composition will show the stability of the staff. The table can be made like this: less than 1 year, from 1-3 years, from 3-5 years, up to 10 years, from 10 to 20 years and more. An analysis of this composition will show the dedication of employees to this company, however, if the staff is young, then there will not be great indicators.

The structure of personnel by level of education can show the level of education of personnel, according to the general or special level of training. This composition can be made in the form of a table in which the following sub-items are highlighted, for example, primary education (school certificate for 9 classes), incomplete secondary (school certificate for 11 classes), secondary (vocational school or college diploma), incomplete higher education (university bachelor’s diploma) , higher (specialist, master), various other academic degrees, doctors and candidates of science. Such an analysis by level of education will help the manager see the level of education of the team, and in the future improve the level of his employees.

Essay

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

PERSONNEL, PERSONNEL, ORGANIZATION, LABOR, COMPOSITION, PERSONNEL POLICY, HIRING, MANAGEMENT, LABOR PRODUCTIVITY, PERSONNEL 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, study the number, composition and structure of personnel at Construction Products Plant LLC and develop proposals for optimizing the composition and structure of the enterprise’s personnel.

During the work we used comparative analysis, factor analysis, monographic.

The degree of implementation is partial.

Scope of application - in the practice of the personnel service of Construction Products Plant LLC.

Introduction

Increased interest in human factor in the 60s - 80s it led to the development of the theory and practice of social planning at the enterprise and workforce management. An enterprise (organization, firm), being an integral production and economic system, nevertheless, 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 decomposition.

In the system of measures for implementing economic reform, special importance is attached to increasing the level of work with personnel, placing this work on a solid scientific foundation, using the domestic and foreign experience.

One of the most important problems on modern stage Economic development in most countries of the world is a problem in the field of personnel work. With all the diversity of existing approaches to this problem in various industrialized countries, the main most common trends are the following:

Formalization of methods and procedures for personnel selection;

Development of scientific criteria for their assessment;

Scientific approach to analyzing the needs for management personnel;

Promotion of young and promising employees;

Increasing the validity of personnel decisions and expanding their publicity;

Systematic linkage of economic and government decisions with the main elements of personnel policy.

The main potential of the enterprise lies in its personnel. What wonderful ideas Newest technologies, the most favorable external conditions did not exist, without well-trained personnel it was impossible to achieve high activity. It's the people who do the work, come up with the ideas, and keep the business going. Without people there can be no organization; without qualified personnel, no organization can achieve its goals. Personnel management is concerned with people and their relationships within an enterprise (organization). It applies not only to areas of material production, but also to all types of employment.

Today, the main factors of competitiveness are security 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 largely depends on its employees. This is reflected in the field of science and education by the rapid development and widespread dissemination of knowledge in the field of personnel management.

The relevance of the topic of course work increases with the increasing role of personnel in modern production, fundamental changes in the content of labor caused by the use new technology, technologies and production methods. The functions of ensuring the continuity of operation 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 technology of labor organization in the enterprise. Such changes include, first of all, the wider use of collective forms of labor organization both throughout the organization - at the macro level, and in all individual departments - at the micro level.

Research in the field of personnel management has been carried out fragmented for a long time, 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. The works of these researchers attempt 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 management staff.

The purpose of this work is to study the personnel at Construction Products Plant LLC 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 an enterprise;

Analysis of the state, movement and development of personnel at LLC “Construction Products Plant”;

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 Enterprise personnel: composition, structure and main categories

Personnel means the full complement of personnel employees. That part of it that is part of the organization’s staff is called personnel. From a statistical point of view, personnel (cadres) are characterized by structure, number both in general and in individual groups.

From a social-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 collection of workers of various professional qualification groups, employed at the enterprise and included in its payroll.

Personnel ( labor resources) people can be called “cogs”, people are resigned performers who, in fact, are not much different from machines. They just need to be kept “in good condition” (for this it is enough to pay the minimum wages, provide tolerable working conditions and do not necessarily treat them as individuals).

When we talk about personnel, we assume that employees are treated as people, but people in general, deprived individual differences, i.e., a homogeneous, faceless mass.

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

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

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

Transition from personnel management to management by human resourses means movement:

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

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

From personnel control to creating opportunities for their 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).

Viewing personnel as human resources means:

Firstly, an individual approach to all employees within the community of interests of them and the company.

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

Thirdly, the rejection of the idea of ​​personnel as a free benefit that does not require costs on the part of the employer.

Fourthly, analysis and regulation of group and personal relationships, human resources, conflict management, ensuring the requirements of psychophysiology, ergonomics, etc.

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

Making workers the main source of a firm's wealth has changed their position. They have become elements of human capital - its main asset and the conditions for victory in competition.

The list of employees for each calendar day includes both those actually working and those absent for any reason. Part-time workers, workers for one-time and special jobs, hired on the basis of special contracts, those sent for off-duty studies and receiving a scholarship at the expense of the enterprise, and some others are not included.

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

Permanent - accepted into the organization for an indefinite period or for a period of more than 1 year under a contract;

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

Seasonal - hired for work of a regularly recurring nature (for a period of up to 6 months).

The personnel structure (social structure of the organization) is understood as the quantitative relationship between groups of workers, determined by the technological and organizational structures of the enterprise. It finds its expression in the staffing table, which reflects its normative state.

The personnel structure can be statistical and analytical.

The statistical structure reflects its distribution and movement by categories and groups of positions.

Highlight:

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

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

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

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

In terms of the overall structure, personnel are considered based on characteristics such as length of service, education, and profession. The private structure reflects the ratio of individual 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 handmade servicing machines and mechanisms”, “employed at processing centers” and so on.

The criterion for the optimality of the personnel structure is the correspondence of the number of employees of various job and professional groups to the volume of work they perform, expressed in terms of working time. This allows minimizing labor costs for performing relevant functions and increasing the reliability of the device.

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

Workers directly create wealth 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, and spatial position of the object of labor. The latter are associated with the maintenance of equipment and workplaces in auxiliary departments - repair, instrumental, transport, warehouse.

Workers also include junior service personnel primarily 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 organization of people's activities, production management, administrative and economic, financial and accounting, procurement, legal, research and other functions. Thus, we can talk about managerial and non-managerial employees who do not supervise others.

Employees belong to a professional group of people engaged primarily 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), government inspectors. Together they form an administration that also includes individuals, not related to management and performing auxiliary management functions, for example, HR employees.

2. Specialists - workers performing qualified types of professional activities (development of solutions to individual production, technical and management problems, the selection and adoption of which is within the competence of managers). These are economists, lawyers, engineers.

Depending on the level of training, specialists of higher and intermediate qualifications are distinguished. The former manage the production, technical and creative processes, the latter 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 performing 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 is primarily of coordination and consultation. He may also be the sole responsible performer of some work, without subordinates.

The leading specialist performs the same duties as the senior specialist, but additionally provides 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, and business services (for example, cashiers, clerks, archivists, commandants).

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

Top management;

Middle management;

Loves management;

Engineering and technical personnel and corporate officers;

Workers engaged in manual labor;

Social infrastructure workers.

Occupying a position requires possession of the 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 a given field, allowing him to carry out the corresponding type of activity, as well as occupation.

In Russia, blue-collar professions are included in the General Classification of Worker Professions, Employee Positions and Tariff Grades (OKPDTR) in accordance with the Unified Tariff and Qualification Directory of Work and Worker Professions, and management personnel positions - in accordance with the Unified Nomenclature of Employee and Employee Positions Qualification guide positions of managers, specialists and employees. Tariff and qualification reference books for each section contain job characteristics, 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 abilities together, forming a qualification, i.e. a degree vocational training necessary to perform these job functions.

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

Level of general and specialized knowledge and organizational skills (for managers);

Work experience in this or a similar position necessary to master the profession.

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

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

Highly qualified - graduates of vocational 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 - those who have undergone industrial training for 2-5 months;

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

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

The higher the qualifications of the employee, the less his work is amenable to regulation, control and stimulation.

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

The set of knowledge and skills, specific abilities of workers necessary in a specific labor process is called professional competence. The following types are distinguished:

Functional (availability of special knowledge and the ability to implement it);

Intellectual (ability for analytical thinking);

Situational (the ability to act in accordance with current 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 an 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 qualifications 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.

Typically, personnel are formed purposefully, which allows optimizing its number, professional and qualification structure, ensuring a rational distribution of labor functions and workload of workers, their composition with different functional contents of work. Final goal formation of personnel - creation of an efficient workforce.

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

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

Standards of time required to complete the work;

Number standards;

Coefficient of conversion of turnout to payroll;

The amount of useful time;

Service standards, etc.

These factors set its standard (planned) value, which in practice almost never manages to be achieved. Therefore, personnel are more objectively characterized by the list (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 personnel, which puts on the agenda the task of attracting and selecting individuals with the necessary qualities. At the same time, you cannot recruit new employees unless necessary, i.e. according to the principle “if only there was a person, there would be a job.”

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

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

Complexity and uniqueness of the work;

Availability personnel reserve and personnel development programs;

Financial capabilities of the company;

Features of personnel policy.

The recruitment process requires huge costs, and mistakes in appointments make them even more expensive. At the same time, choosing successful employees increases the profitability of work and the prestige of the company, and reduces turnover.

The quality of 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 our own personnel, internal promotion interested workers oriented to the organization's values ​​and committed to it. Replenishment of personnel is carried out only through intelligent young specialists. This ensures high stability of the team and low satisfaction of people with their position.

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

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

4. Constantly attracting young specialists to all positions, payment for long-term results and qualifications. This model is typical for companies operating in the field high technology 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 the position that interests him. The manager then decides whether the move is possible and what it requires. In this case, a “domino” situation may arise, and the number of moves during internal hiring will be several times greater than the number of vacancies.

Methods of attracting personnel can be active or passive. Active labor is usually resorted to in the case when in the labor market the demand for labor, especially qualified labor, exceeds its supply and it is necessary, as they say, to intercept the worker. In the West, they strive to attract the maximum number of applicants to the organization, but at the same time tighten the requirements for the selection and “screening” of candidates.

The following types of methods are distinguished:

Firstly, direct targeted recruitment based on the organization establishing contacts with those who are of interest to it as social workers, in order to stimulate interest in new work.

Recruitment is carried out:

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

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

2. From competitors: recruitment consultants - “headhunters” - find candidates based on personal contacts, databases, etc., and establish contact with them.

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

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

Personnel (looking for work for individuals);

Recruiting (looking for workers for organizations).

5. With personal connections working employees (it is relatively cheap, gives additional guarantees quality and compatibility, but does not allow reaching a large number of candidates).

6. By notes, calls “from above” or from those to whom they are obliged, with whom they do not want to spoil relations (“behind the scenes” involvement).

7. On special Internet sites or on companies’ own websites, personal Internet- pages. Employers can also send job listings via email.

Secondly, organizing presentations. As a rule, they are attended by random 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 in mass professions who want to find or change jobs.

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

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

1.3 Indicators of number and movement of personnel

To influence the labor potential of an enterprise on financial results a whole system of indicators is used. The quantitative characteristics of personnel are measured, first of all, by such indicators as payroll, attendance and average number workers.

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

The attendance number includes only workers who report to work.

To determine the number of employees for a certain period, the average number on the payroll 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 a quarter (year) is determined by summing the average monthly number of employees for all months of operation of the enterprise in the quarter (year) and dividing the resulting amount by 3 (12).

The movement of workers in 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 attrition turnover ratio is the ratio of all retired employees to the average number of employees;

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

Calculating 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.

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

The estimated number of industrial production personnel for the planning period is determined based on the base number (BH), the planned index of changes in production volume (Jq) and relative savings number obtained as a result of factor-by-factor calculations of labor productivity growth (EL):

Chpp = Bb Jq EC, (1.1)

The number of main workers employed in irregular work, as well as auxiliary workers, is calculated according to service standards, taking into account work shifts.

When drawing up a working time balance, the number of days or hours that should be worked by each worker during the planned period, the number of days of absence from work, and the average working day of one average worker are determined.

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

The number of managers, specialists and employees is calculated for each function using the direct standardization method or the correlation method. When establishing the number of management personnel, enterprise managers can be guided by standard staffing schedules 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, auxiliary Agriculture and so on.).

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

2.1 General characteristics of the enterprise

Limited Liability Company "Construction Products Plant", created 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 Taxes of Russia No. 1 for the Republic of Moldova on December 30, 2002 under the main state registration number 1021301069107 (certificate series 13 No. 000110773).

The founder of the company is OJSC Design and Construction Holding Company "Saranskstroyzakazchik", registered by Decree of the Administration of Saransk No. 861 dated June 27, 1994 and the Inspectorate of the Ministry of Taxes and Taxes 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, mailing address: 430000, RM, Saransk, Sovetskaya St., 52. The founder has a share in the authorized capital of the Company in the amount of 100%.

The company was created to meet the market needs for construction 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.

Society in established by law carries out the following main activities:

Production of building materials, structures and products;

Carrying out construction and installation works;

Carrying out major repairs of buildings and structures;

Carrying out work on the reconstruction of buildings and structures;

Carrying out repair and construction work;

Performance finishing works;

Trading activities.

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

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

The main goal of the plant is to create a profitable enterprise for the production of competitive products (products) of a high level of quality and the provision of various types of services to consumers on the basis of a constant increase in personal interest, including material, of direct participants in production and 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 dealing fairly, conscientiously, and reasonably with everyone with whom a manufacturer deals, the interests of members, employees, and the long-term profitability of the business can best be protected.

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

Provide consumers with a variety of construction products and services High Quality;

Ensure sales and profit growth, achieve sustainable financial situation enterprises and a steady increase in capital income;

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

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

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 that can be set by the enterprise itself and influenced from the outside. Therefore, the next step is analysis external environment enterprises. The main purpose of the analysis is to study demand for products and form a portfolio of orders. Depends on the order portfolio productive capacity enterprise and the extent of its use in the process of further activities. If the demand for products falls for some reason, then the order portfolio decreases accordingly, production declines, production costs and losses increase, and the company may become bankrupt. Therefore, analyzing the demand for the enterprise’s core products 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 as a result of consumers’ refusal to buy them. 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 turns out to be unsold. 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 avoid or minimize losses.

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

Figure 2.1 – Organizational structure of the enterprise

Based on the organizational structure of the enterprise, the plant's staffing table was developed. The type of management structure is linear.

The director of the plant provides general management of the enterprise's personnel.

The duties of the director include:

Timely provision of the organization required quantity workers, managers, specialists and employees of the required specialties and qualifications;

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

Accounting and analysis of personnel movement;

Organization of work with the reserve of management personnel;

Preparation and certification of managers, specialists and employees;

Strengthening labor discipline and reducing staff turnover;

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

The main structural unit of Construction Products Plant LLC is the workshop.

2.2 Assessment of the number and movement of personnel

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

Table 2.1 - Average number of employees

The dynamics of the number of personnel by year is clearly demonstrated in Figure 2.2.

Figure 2.2 – Dynamics of the number of personnel of Construction Products Plant LLC

An analysis of the payroll number of personnel in terms of hiring and dismissal, turnover, showed that dismissal does not exceed the number of employees hired. As a result of the constant hiring and dismissal of workers, the composition of the enterprise’s workforce and turnover are constantly changing (Table 2.2).

Table 2.2 – Personnel movement

The turnover rate for admissions in 2009 is 18%, and the turnover rate for departures is 9%, from which we can conclude that the number of both those hired and those leaving has decreased compared to 2008. However, the increase in the admissions ratio is much greater than the increase in the retirement turnover ratio. This means that the average number of employees has increased by 28 people. It is also clearly visible that the turnover ratio for admission and the turnover ratio for retirement are gradually decreasing, which indicates the constancy of personnel.

Personnel turnover is a necessary channel for labor movement. 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 plant’s workforce. 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 own wish-72.25%, the next reason is dismissal for absenteeism (Table 2.3)

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

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

2.3 Analysis of the composition and structure of the enterprise personnel

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

Table 2.4 – Personnel structure of Construction Products Plant LLC

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

Table 2.5 - Main occupations of workers

An analysis of the number of employees by length of service and age was carried out.

By experience:

Of all employees of Construction Products Plant LLC, 11.4% have been working for less than 1 year.

The share of employees who worked in the analyzed divisions 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 share of workers under 20 years of age is 1.5%, over 60 years of age - 2.3%.

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

Table 2.6 – Share of youth in the total number of personnel

The engineering staff includes 64.3% - managers; 33.6% - specialists; 2.1% - employees. The share of engineers working at Construction Products Plant LLC for up to 1 year is not large, amounting to 2.6% of the total number of analyzed workers. Workers, aged from 40 to 50 years, make up the main backbone of the engineering and technical staff at Construction Products Plant LLC. The share of young people under the age of 30 is 15.1% of the total number of analyzed workers. The share of specialists over 60 years of age is not large (3.3%).

Table 2.7 – Personnel qualification level

Table 2.8 – Level of education of personnel

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

One of the directions for improving the formation staffing enterprises is to improve the selection of candidates. Selection of candidates for vacant position must be made from among the applicants through assessment business qualities candidates. In this case, it is advisable to use a special methodology that takes into account a system of business and personal characteristics covering the following groups of qualities: 1) social and civic maturity; 2) attitude towards 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 public ones; the ability to listen to criticism and be self-critical; actively participate in social activities; have high level political literacy.

The second group covers the following qualities: a sense of personal responsibility for the assigned task; sensitive and attentive attitude towards people; hard work; personal discipline and insistence on the observance of discipline by others; the level of aesthetics of the work.

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

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

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

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

The seventh group is represented by the following qualities: the ability to make timely decisions; ability to ensure control over the execution of decisions; ability to quickly navigate in complex environments; ability to resolve conflict situations; ability to maintain mental hygiene, self-control; self confidence.

The eighth group unites such qualities as the ability to see new things; 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, integrity, decency, integrity; poise, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness 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 that an applicant for this particular position must have are added to them. 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 entering a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

After this, experts work to determine the presence of qualities in candidates for a vacant position and the degree to which each candidate possesses them for each quality. The candidate who most possesses all the qualities necessary for the vacant position takes this position.

In order to correctly determine the selection criteria, it is necessary to clearly formulate the employee qualities necessary for the relevant type of activity. The criteria should be formed so 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 performing their duties 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 must be carried out at the enterprise. The annual HR plan is developed taking into account production tasks organization, 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 and organizations, who, on its basis, draw up a plan for working with the department’s personnel.

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

Recruitment, staffing, training and advanced training of workers;

Work with management, engineering, technical and scientific personnel;

Reinforcement of personnel and strengthening labor discipline;

Organizational events.

Structure of the annual HR plan of Construction Products Plant LLC (2010):

1) Recruitment, staffing, advanced training of workers:

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

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

Conduct certification of employees who received an assessment with re-certification after a year.

2) Work with management, engineering, technical and scientific personnel:

Summarize the results of certification of management personnel and specialists;

Continue staffing work qualified personnel according to the nomenclature list of positions;

Conduct an analysis of the qualitative composition of management personnel and specialists by education, work experience and age (improving the qualitative composition);

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

Continue work to improve the qualifications of management personnel and specialists;

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

3) Reinforcement of personnel and strengthening labor discipline:

Conduct an analysis of the state of labor discipline and staff turnover at Construction Products Plant LLC;

Continue work on submitting materials on the assignment of pensions to employees of Construction Products Plant LLC for old age, in connection with disability, loss of a breadwinner, etc.;

Maintain constant control over the provision and compliance with the vacation schedule for 2010.

4. Organizational arrangements:

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

Hear from department heads on HR issues.

In order to improve the efficiency of personnel management, LLC “Construction Products Plant” requires measures to improve the system of selection, placement, training, retraining and advanced training of personnel.

Planning the need for personnel and staffing with qualified personnel is carried out on the basis of the nomenclature list of positions of Construction Products Plant LLC, as well as based on: the objectives of the organization related to its reconstruction; replacing retiring workers, replacing practitioners with certified specialists.

Attitudes towards labor responsibilities are the most important indicator of the efficiency of the entire enterprise as a whole. Conscientious work is, first of all, productive work. Ineffectiveness and poor productivity during working hours are a problem for any workforce. In market conditions, much depends only on the labor effort of a particular person.

The main objectives of instilling in employees a respectful attitude towards work are:

1) Conducting explanatory work and communicating to each employee the essence of the ongoing socio-economic policy of the management of Construction Products Plant LLC, all changes and events. One of the methods of this work is a system of information and economic studies on various current topics.

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

As a result, the following goals are achieved:

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

b) priority goals of the native enterprise;

c) its role in a market economy;

d) performance discipline is the key to success, weak labor returns are the path to the labor exchange.

In instilling in employees a respectful attitude towards work, one of the important elements is adherence to labor discipline.

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

Labor discipline is the key to highly productive work and successful implementation of the plan. All departments are carrying out targeted work to strengthen labor discipline. One of the areas of this work is the constant analysis of the state of growth and decline in violations of labor discipline in work collectives. The Human Resources Department maintains close contact with HR deputies on this issue.

The discipline management system and instilling a respectful attitude towards work among employees is based not only on taking into account violations and punishments, but also on developing 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 internal labor regulations; work of commissions on work with violators of labor discipline, carried out in structural divisions;

Conducting scheduled production meetings, where discipline issues are a priority;

Hearing of 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 for 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, starting from the plant director and ending with mid-level managers: foreman, foreman. Only then will there be a return. And for this it is necessary to bring to personal responsibility the immediate managers of violators of labor and production discipline. This will help strengthen discipline in work teams.

Conclusion

The personnel of an enterprise (firm) is a collection individuals, associated with the company as legal entity in relations regulated by a rental agreement. It is a team of workers with a certain structure corresponding to the scientific and technical level of production, the conditions for supplying production with labor and established regulatory and legal requirements.

Construction Products Plant LLC was created to meet market needs for building materials, as well as to make a profit in the interests of the Founder. The founder of the Company is OJSC Design and Construction Holding Company “Saranskstroyzakazchik”.

The amount of work with personnel depends on the number of personnel. The number of personnel as of January 1, 2010 was 293 people; it should be noted that the number of personnel increased by 74.4% compared to 2005. The growth occurred in all categories of personnel.

In the structure of the number of personnel, the predominant share of workers is as of 01.01. 2010 - 78.81%. In recent years, there has been a tendency for the share of workers to decrease from 83.93% in 2005 to 78.81% in 2009. Personnel turnover is a necessary channel for labor movement. 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 plant’s workforce. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

One of the areas for improving the formation of personnel at an enterprise is to improve the selection of candidates. The selection of candidates for a vacant position must be made from among applicants by assessing the candidates’ business qualities. At the same time, it is advisable to use a special methodology that takes into account a system of business and personal characteristics covering the following groups of qualities: 1) social and civic maturity; 2) attitude towards 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 course work developed a methodology for assessing business and personal qualities managers.

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