More than 15 years have passed since I have been involved in document support of management processes. During this period, I was lucky enough to work in the largest organizations in our country and improve my level of qualifications both in the field of theoretical knowledge and in practice. But here’s what never ceases to amaze: why is work with documents given such an insignificant place in organizations focused on innovative and dynamic development, why is there an opinion that “everything” can be entrusted to the secretary?

And it’s good if this is a Secretary with a capital “S”, who is highly qualified and capable of building the entire office work process in the organization, taking into account the full cycle of documentation support for activities, as well as resolving other issues of organizational support for the manager. But this is rather an exception to the rule.

Currently, the basis for business prosperity is its development, which implies an inevitable increase in document flow in quantitative and qualitative terms and requires new approaches in the field of documentation support of the organization’s activities and additional resources. We have to admit that previously established titles, including job titles and functions, are periodically updated, but largely do not correspond to modern needs. At the same time, there are no standards for organizational support of management activities at all.

But positive dynamics have already been laid. Today, many organizations focused on achieving leadership positions in their industry are implementing document management systems, thereby providing a competitive advantage. At the same time, the assessment of the importance of the document management function changes radically: instead of an auxiliary role, a stable attitude towards it as a business process is formed. It is important to convey this idea to the top management of your organization, even if not the first time.

The professions of a clerk, secretary, archivist, reception specialist (secretariat), personal assistant, head of the preschool educational institution service, etc. should be clearly separated functionally, and it should also be understood that for successful work in each of the listed cases, different qualifications are needed. Often, the management of organizations perceives these professions as identical and with approximately the same functionality: “tea-coffee, telephone, papers.” But each profession is significantly different and requires special knowledge and skills. Just like the process of “document management” is now much broader than how people who are far from it perceive it: in their eyes, it often comes down to registering “incoming and outgoing”. Such stereotypes also need to be systematically transformed.

This can be done by a highly qualified specialist who is familiar with the existing state requirements for documentation support and has the competence to build the logic of document support processes, taking into account the specifics of a particular organization. In large successful companies, such a specialist usually heads the corresponding department, no matter what it is called: head of the secretariat, business manager, head of the preschool education service, etc.

Use standards - international and domestic!

It is no coincidence that significant criteria when assessing an organization’s management system are requirements and standards in the field of document management; these requirements are included in all international management quality systems. “Modern concepts, firstly, consider quality as the main factor of competitiveness and the formation of a sustainable business, and secondly, they emphasize the direct connection between the quality of products / services of an enterprise and the quality of the organization of its activities.” This message, based on the international standards ISO 9001 series, should be clear to the leadership of your organization, as well as business owners. Then you can continue by saying that significant criteria when assessing an organization’s management system is its compliance with the requirements of standards, incl. in the field of document management.

And here I fully agree with the opinion of Vera Iritikova, expressed several months ago on the pages of this magazine: “If you need to get information about how they work with documents in foreign countries, how problems related to documents are solved, what is the level of “foreign” paperwork, then first of all you should study ISO standards, because It is they that contain, in a generalized form, information about the modern (already achieved in some countries and desired in others) level of understanding of the importance of working with documents and the optimal requirements for its organization.”

One of the international ISO standards has been translated and adopted as a domestic standard - this is GOST R ISO 15489-1-2007 “System of standards for information, library and publishing. Document management. General requirements".

By voluntarily accepting the principles of the QMS and the recommendations of the standards, the organization must ensure appropriate quality not only in the areas recorded in the Organization's Policy, but also in document management. This goal can be achieved by developing and providing the organization’s management with a wide range of tools - from creating documents and monitoring their execution to managing the organization’s activities, from forming a long-term development strategy to processing simple applications.

How can you optimize your work?

As a rule, the functions of documentation support of the organization’s activities are concentrated in a separate structural unit. In our company, they are assigned to the documentation support department of the Business Administration (hereinafter referred to as the Department). The value of our company is modern, mobile top management, therefore one of the tasks of the Department, taking into account the geographically distributed structure of our organization, was the creation of a competence center and training of employees (including secretaries and specialists who provide the first line of organizational and documentation support to management and at the company reception). It is these employees who are responsible for office work, accompanying the management activities of management at the head office and branches in accordance with modern international standards.

The enlarged functions of the Department’s specialists include:

1. within the framework of organizational support:
   • ensuring prompt communication and working with mini-PBX (call center);
   • processing applications for passes for visitors, sending them for approval, entering them into the access system;
   • management of meetings / provision of business negotiations (6 meeting rooms equipped with a special booking system);
   • distribution of applications for vehicles;
   • registration of postal items and express delivery;
   • organizational support for events (board of directors, meetings with the chairman) in accordance with the requirements stated for the event;
   • ensuring timely updating of telephone directories, addresses and contacts of branches and managed companies;
   • carrying out official assignments from management;
   • booking hotels, ordering vehicles, railway and air tickets for the general director and his deputies;
   • receiving, checking the delivery of periodicals and subscription publications (delivery to the desk of managers);
   • coffee lady services;
2. within the framework of documentation support:
   • registration and distribution of correspondence in the EDMS;
   • email processing;
   • initial verification of draft administrative documents and generation of comments;
   • preparation and recording of management meetings;
   • coordination, distribution and monitoring of the implementation of minutes of management meetings in the EDMS;
   • registration and distribution of administrative documentation to the EDMS;
   • registration of travel certificates, travel orders in the 1C software package for all employees of the organization;
   • monitoring the implementation of the General Director’s instructions according to administrative documents;
   • preparation of unit documentation for filing in the archives of the EDMS;
   • methodological assistance on documentation issues and regulatory support, etc.

Certain functions in the EDMS for searching documents, preparing draft documents, processing their originals and further processing are performed directly in departments, which, in particular, allows for the prompt preparation of draft documents, enables company employees, and most importantly, managers to independently conduct business correspondence in accordance with the distribution powers, etc. The independence of performers and managers at one time made it possible to significantly reduce the number of employees in our Department. But to prevent the situation from getting out of control, the process needs to be managed and convenient mechanisms offered to users with a built-in algorithm of actions aimed at eliminating unintentional errors. This required development and implementation of high-quality teaching materials (regulations), as well as EDMS.

Example 1

Distribution of functions between employees of the Department and other divisions within the framework of the process “Issuance of the administrative document of the General Director”

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I will give the simplest example - the publication of a standard administrative document (hereinafter - RD) of the general director using the EDMS. The procedure is as follows:

• Executor: creation of the RD project using a template in the EDMS.
• Department employee: initial check for compliance with the rules established for the RD, registration of the project or return for revision.
• Approving persons: approval of the project or sending comments.
• Performer: processing of comments; direction for approval.
• Department employee: checking the correctness of the approval procedure, addressing comments.
• Signatory: signing or returning for revision.
• Department employee: document registration, distribution of tasks for execution, submission for control, publication on the portal.
• Executor on behalf of the RD: receipt of an approved document for execution, execution itself, sending a report to the Department.
• Department employee: creation of control tasks for each order, receiving and processing reports, removal from control, moving to the operational archive.

To ensure the possibility of performing the designated set of works:

1. Our division has staff members with professional knowledge and experience in organizing these processes, as well as
2. a concept for process management of documentation support has been developed, including internal regulations for office work and the use of an electronic document management system (EDMS).
   The documentation support and corporate governance system includes regulations that determine the procedure and those responsible for the following processes:
   • process "correspondence";
   • process “administrative documentation”;
   • the process of “monitoring the execution of management decisions”;
   • process “documentation support of management”;
   • adaptation procedure (instructions for working in the EDMS for new employees);
   • management documentation templates and routes for their movement;
   • concept of work for a receptionist (requirements for appearance, communication, schedule);
   • job descriptions of each employee of the Department of Affairs.

In conditions of high employment of existing personnel and their constant shortage, the most important factor in the company’s quality documentation support are:

1. unification and establishment of uniform rules for working with documents, setting up working tools that ensure automation of documentation processes;
2. separation of areas for performing operations with documents;
3. setting deadlines for each operation.

One of these tools was the automated corporate electronic document management system (EDMS). The introduction of EDMS within the framework of the above tools took place in the company in 2009, this made it possible to reduce document flow by controlling and reducing the number of types of documents, as well as to maintain the number of our Department until 2012 at the 2009 level.

But the company is developing, and in 2012, the “overload” of our division became obvious to ordinary employees and the head of the Department. The question arose: how to convey this message to management in anticipation of resource planning for 2013?

How to prove that it's time to increase your staff?

If your department does not have enough staff, it is not at all necessary that the personnel department itself will “see” this and solve the problem. As you know, saving drowning people is the work of the drowning people themselves. Therefore, I propose a simple approach that the head of a department can apply in order, firstly, to understand the situation himself and, secondly, to have facts for making decisions and arguing at higher authorities.

Each function of the department’s employees can be identified, formulated, measured over time and described in a table. Average quantitative indicators for the documents generated can be taken from the registers of registration of certain types of documents. It is better to transfer the collected data to Excel for subsequent calculations (see Example 2).

According to the calculation given in Example 2, it turns out that the available 3 people are not enough to perform the designated functions, because The calculation already reflects the excess of the percentage load for each employee, which is more than 100%. Accordingly, in order to avoid negative consequences, an increase in numbers is required. You also need to consider:

• What a new employee must undergo adaptation and master the necessary functions for at least 3 months before starting to work at full capacity;
• projected annual increase in document flow (in our company it is about 30%);
• There must be a resource for developing competencies; successful companies are constantly introducing new technologies and rules.

Thus, when hiring a new employee to our department at the beginning of next year, we can hope for the successful completion of his adaptation period by March 30, 2013. Those. After approximately this date, we can talk about the possibility of fully introducing a new employee and allowing him to work independently, about an adequate distribution of functions among personnel, excluding the load factor beyond the norm.

I would like to note that state regulations contain formulas that should be used by HR department specialists when forming the total number of personnel in an organization. Moreover, the formulas also include special coefficients that take into account time spent on personal needs, workplace maintenance, rest, etc., incl. absenteeism rate, which is rarely taken into account by the employer. Those. When planning the workload for staff, the employer may not take into account that during the period of performance of official duties, each employee must have a planned rest period, that he will definitely go on vacation and can take sick leave. In such cases, the additional workload, as a rule, should be distributed to other employees, who in turn:

• or there must be a reserve of “free” working time,
• or the additional burden must be documented accordingly and paid by agreement of the parties (in accordance with Article 151 of the Labor Code of the Russian Federation).

We did not include such additional coefficients in our calculation, but measured the “pure” load, so you need to understand that its real size is higher than the indicators given in Table Example 2.

In addition, in the indicated calculation there is a discrepancy with the principles of employee motivation, because Given the current workload, it is difficult to involve employees in the processes of improving the quality of services, training and mentoring, interchangeability, and commitment to the values ​​of corporate culture. Each employee should have an idea of ​​the possibility of developing and improving their skills, a focus on achieving high production indicators, thanks to which the development and improvement of the quality of the company’s services occurs constantly, moving from year to year to new quality levels. But with the workload described in Example 2, it can be stated that there is no resource for developing employee competencies.

Conclusions:

1. The language of numbers becomes the most understandable argument for modern managers; on the contrary, a vague complaint about overworked personnel may seem abstract. Therefore, we formulated the functions and calculated the load on existing personnel. You can follow this same path.
2. A necessary condition for the successful development of the results obtained will be the correct planning of work for future periods, therefore the above calculation was carried out in order to clearly demonstrate the direct dependence of an increase in the number of functions or the volume of document flow on the number of specialized personnel involved, who take on the main load of the competence center for documentation support of the company .
3. If a positive decision to increase staffing levels cannot be made in a timely manner, the list of employee functions should be reviewed and functions that exceed the norm should be excluded from it in order to avoid legal risks and negative consequences due to incorrect registration of labor relations with employees, as well as a decrease in quality documentation support for the organization's management.

Footnotes

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Labor legislation quite clearly regulates the procedure according to which an employment contract should be concluded and new employees hired. These guarantees are aimed at protecting the rights of both the employee and the employer and cannot be changed by agreement of the parties. The only exceptions are federal laws, which, in accordance with the Labor Code of the Russian Federation, can determine the legal status of participants in these legal relations.

Preliminary actions taken by the employer

In order to select the necessary personnel, the employer carries out a number of activities aimed at finding and selecting the workers he needs. Such actions can be carried out by placing advertisements in the media, using the intermediary services of various recruitment companies, or contacting the state employment service.

The employer has the right to independently select the employees he needs, depending on whether the latter has the necessary business qualities. At the same time, business qualities should be understood as professional experience, abilities, health and ability to perform certain work. The freedom to choose an employer is also confirmed by existing judicial practice.

From a legal point of view, any pressure on the employer when making decisions about filling existing vacant positions and concluding an employment agreement is excluded. Thus, the hiring of an employee is carried out to a greater extent in the interests of the employer.

Guarantees for applicants

In order to ensure the protection of the rights of hired workers, the law provides for a number of obligations and restrictions for employers during the hiring procedure for new employees. For example, it is prohibited to unreasonably refuse employment to applicants, that is, a refusal without taking into account the candidate’s business qualities and contrary to the requirements of current legislation will be unlawful.

Any discrimination against candidates during the recruitment process will be unlawful.

Since, at the request of the applicant, the employer is obliged to provide the reason for the refusal in writing, any refusal in the presence of any violations can be appealed in court.

As for the responsibilities of the employer, there are certain cases in which the hiring of individual employees is mandatory. For example, in some cases a quota is established for the admission of disabled people, i.e. the minimum number of jobs is determined; to fill them, an employment contract must be concluded with people with disabilities.

Preparatory stage of the hiring procedure

Registration of employment

1. Application for a job. According to established practice, before concluding an employment agreement, the future employee applies in writing to the employer with an application for acceptance. However, the answer to the question of whether a job application is mandatory in the hiring procedure is quite clear. This rule is in most cases an echo of the Soviet past. Today, labor legislation does not contain such an obligation for most employers. Mandatory submission of an application for employment is provided only when applying for state and municipal service. However, such a document may be useful when accepting a job with a probationary period, since in the application the employee records his consent to such a condition of acceptance.
2. Familiarization with the collective agreement and local regulations of the employer. Article 68 of the Labor Code of the Russian Federation provides for the employer’s obligation to familiarize the employee with all the documents that regulate his activities against signature. Such familiarization should be carried out before employment under a contract is formalized and an employment agreement is signed. The list of documents should include: job description; internal labor regulations; local regulations related to labor duties; collective agreement.
3. Conclusion of an employment contract. The legislator has provided for compliance with mandatory written form when concluding employment contracts (Article 67 of the Labor Code of the Russian Federation). Such a document is drawn up in two copies, one of which, after signing, is given to the employee, the other to the employer. It is recommended that the copy that remains with the employer be marked with a note indicating that the employee has received a second copy. Thus, the fulfillment of the conditions provided for in Art. 67 Labor Code of the Russian Federation. In fact, from the moment the employment agreement is concluded, legal relations arise between the employee and the employer. However, this rule can be changed if the employee was actually allowed to perform his official duties with the consent of the employer, but their legal relationship was not properly formalized.
4. Contents of the employment contract. This agreement must contain the mandatory information and conditions that are provided for in Part 1 and Part 2 of Art. 57 Labor Code of the Russian Federation. If for some reason the requirements of this article were not met, this circumstance is not a basis for recognizing the contract as not concluded. The agreement must be supplemented with relevant missing information and conditions. It is important to remember that information is included in the text of the contract, and the conditions are drawn up in the form of a separate document. Also, in accordance with Part 4 of Art. 57 of the Labor Code of the Russian Federation, additional conditions may be included in the employment contract. Here we can talk about clarifying the place of work, establishing a probationary period, etc.
5. Registration. After signing the full liability and labor agreements, they must be properly recorded in the audit trails.
6. The order of acceptance to work. After signing the employment contract by both parties, the employer issues a corresponding order. The order cannot differ from the conditions stipulated in the contract and must contain the basis for hiring.
7. Familiarization with the order. In accordance with the requirements of Article 68 of the Labor Code of the Russian Federation, the employee must be familiar with the issued order within three days from the date of actual return to work.
8. Registration of a work book. After all the above steps have been completed, the personnel service can begin processing the employee’s work record book. In accordance with Art. 66 of the Labor Code of the Russian Federation, all relevant employers are required to keep work books for each employee who has worked for them, as at their main workplace, for more than five days. If the employee does not have a work book, the employer is obliged to issue one at his own expense. Data on all work books of persons working at the enterprise must be entered into the book for recording the movement of work books and inserts to them.
9. Employee's personal card. The personnel service at the enterprise issues personal cards for all employees, in which all information about the employee must be entered. Also in this document, the employee signs that he is familiar with the entry made in the work book. Personal cards are subject to registration in the manner established by the employer.
10. Private bussiness. The Labor Code of the Russian Federation does not provide for the obligation to maintain personal affairs for most employers. However, in some cases provided for by law, the registration and maintenance of personal files must still be carried out. This applies, for example, to registration of state and municipal employees, prosecutors, and courts.

After completing the registration procedure for a new employee, you should pay attention to his previous place of work. Because, if a new employee was previously a state or municipal employee, Article 64.1 of the Labor Code of the Russian Federation requires that the former employer be informed of the fact of his employment within 10 days.

Justification of the need to hire new employees

At the end of 2010, the management of Avangard Electro LLC decided to introduce additional positions in the lighting equipment division. The motivation for the decision was to draw up a functional matrix of the department (see Appendix 3) and identify the insufficient efficiency of the department due to overload of existing employees or the performance of additional functions that are not typical for them instead of the high-quality implementation of direct ones (Table 2).

Table 2. Analysis of functional personnel shortcomings of Avangard Electro LLC

	Negative factor		Result	Change needed
	Mistakes made by managers in exercising full control of purchase and sale transactions	Managers are given a daily plan for making “cold” and “warm” contacts. If the plan is not fulfilled, penalties will be imposed.	Making errors related to the quantity of goods, delivery times, numerical errors in invoices due to	Introduction of a new employee (operator) into the staff who would provide the required number of “cold” contacts per day and only if there is a need for products
	Negative factor		Result	Change needed
sanctions. There are days when a manager is overloaded with customer requests and has no time to complete the contact plan, but he is forced to do this, while reducing the time it takes to complete transactions	previously justified haste	potential client contacted - connection with the appropriate manager
	The regional manager does not cope with his responsibilities in full	This is facilitated by both the first reason and the fact that the regional manager simultaneously serves 5 regions: Krasnoyarsk (Krasnoyarsk Territory), Tomsk (Tomsk Region), Barnaul (Altai Territory), Kemerovo and Novokuznetsk ( Kemerovo region), Irkutsk (Irkutsk region)	Making errors related to the quantity of goods, delivery times, numerical errors in invoices due to previously justified haste	Introduction of an additional unit to the staff for the position of regional manager with the transfer of supervision of two regions to him: Irkutsk (Irkutsk region), Kemerovo and Novokuznetsk (Kemerovo region)

Thus, the company is faced with the task of selecting and hiring employees for the positions: call operator and regional manager.

Search, selection and hiring of employees of Avangard Electro LLC

Search, selection and hiring of personnel at Avangard Electro LLC is carried out as follows:

When searching for candidates for a position, only external sources are primarily used. Over the three years of its existence, promotions (that is, the use of an internal source of personnel) were made twice, but the original functions of the employees were still retained, which does not indicate a replacement of a position, but the assignment of additional responsibilities associated with increased responsibility to the person.

Personnel search through external sources is carried out in three ways:

2. Calls with an offer of a position using the most suitable resumes already posted on websites.

personnel selection has two stages. The first stage, in which a group limited to 3-5 people is selected from the entire mass of applicants, is carried out by the immediate head of the department for which the employee is required. The second stage, in which the final selection of the employee is made, is made by the director of the company. Both stages involve questionnaires and interviews.

Personnel are hired through the conclusion of an employment contract, with a probationary period of 2 months, during which they will be trained and supervised by a certain employee of the company.

In connection with the identification of functional personnel shortcomings (see Table 2), the enterprise faces the need to hire two new personnel units: a call operator and a regional manager.

The company's management has compiled a written list of responsibilities (functions) for each position.

The call operator must:

1. Make 100 calls daily to potential clients, of which 50 calls relate to the territory of Novosibirsk and the Novosibirsk region, and 50 calls refer to the territories of other regions with which the company cooperates.

2. Keep records for each potential client.

3. If a potential client has an application, switch it to the appropriate manager.

4. Provide managers with information on clients.

The regional manager must:

1. Establish good relationships with clients in the regions: Irkutsk (Irkutsk region), Kemerovo and Novokuznetsk (Kemerovo region).

2. Carry out quality purchase and sale transactions.

3. Encourage customers to make further and larger purchases.

4. Submit monthly reports according to the established plan.

After defining job responsibilities, the professional and personal qualities that employees should have were identified (Table 3 and Table 4).

Table 3. Requirements for call operator qualities

Table 4. Requirements for the qualities of a regional manager

	Quality	Characteristic
Professional quality
		Well-designed, consistent
	Computer skills	Knowledge of the Microsoft Office suite of office programs, keyboard typing speed of 200 characters per minute in Cyrillic and Latin letters
	Other qualities	Enthusiasm, ability to make the right decisions, focus on results
Personal qualities
	Education	From secondary special
	Family status	Doesn't matter
	Other qualities	Responsibility, diligence

The direct personnel selection process was carried out in three stages.

The first stage was carried out by the director of the company. The primary selection method was used - questionnaires. The manager reviewed several resumes posted on the website www.e-rabota.ru as a result, they identified preliminary candidates for the positions of call operator and regional manager. From the entire list, 8 candidates for the position of operator and 10 candidates for the position of regional manager agreed to undergo the initial interview (which is the essence of the primary selection at Avangard Electro LLC). Each candidate was assigned a specific visiting time.

The second stage of selection was carried out by the head of the lighting equipment department. It consisted of a preliminary interview in which applicants were told the essence of the work offered to them, and also asked questions for both positions:

a story about previous places of work;

justification for the decision to change workplace;

what goals in life a person would like to achieve;

As a result of a casual conversation, the head of the lighting department intuitively determined the degree to which the person was suitable or not for the given position.

The ability to work on a computer, proficiency in the Microsoft Office software package, and typing speed were not tested, but were determined orally. That is, there was no testing. Level of education, age, marital status were determined based on the survey method (CV).

As a result of the initial selection, the head of the lighting department selected 3 people for the position of call operator and 2 people for the position of regional manager. These people were called back for a second interview with the head of the company the next day. The rest received calls informing them that they had been denied the position.

The third stage of selection was carried out by the director of the company. The interview was situational in nature. That is, the director did not ask general questions to the candidates, but created working situations and asked the applicants to give their own solution. As a result of the reactions of applicants to practical problems and the solutions they proposed, the head of Avangard Electro LLC selected one candidate for each position. Each was given a probationary period of 2 months.

In the company's staffing table there is a vacancy for a category 1 design engineer with a salary of 15,000.00 rubles, but they want to hire a category 3 design engineer with a salary of 12,000.00 rubles. How to hire an employee in this case?

In this case, it is necessary to make changes to the staffing table, and then formalize the hiring of the employee in the general manner.

If an employer wants to hire a new employee for a position for which a change is planned, and no one else in the organization holds such a position, then it is necessary to make changes to the staffing table in the general manner. This can be done in one day, and on the same day or later you can immediately accept the newcomer on new conditions.
There are two ways to make changes to the current staffing table:

Issue an order to amend the staffing table;

Prepare the staffing table in the new edition and approve it with the appropriate order.

Rationale

From the situation

Nina Kovyazina

What are the conditions for hiring a new employee during the period of changes in the staffing table?

There are several possible solutions to the situation depending on the specific conditions and interests of the employer.

The staffing table is a local act of the organization, which records a list of structural divisions, positions, information on the number of staff units, official salaries, allowances and monthly payroll. This document reflects the current state of the organization and changes should be made as necessary (). The cause of change is most often organizational or technological changes in the organization. As a rule, such changes should be introduced with at least two months' notice to affected employees ().

If an employer wants to hire a new employee for a position for which a change is planned, and no one else in the organization holds such a position, then it is necessary to make changes to the staffing table in the general manner. This can be done in one day, and on the same day or later you can immediately accept the newcomer on new conditions.*

An example of hiring a new employee during a period of staffing changes

In the staffing table of the Alpha LLC organization, there are two staff positions for the position of “Accountant” with a salary of 60,000 rubles. One of the units is vacant. An accountant's job responsibilities include, among other things, cash management. To increase the efficiency of work in the organization, organizational changes and the introduction of a separate position “Cashier” into the staffing table are planned. Accordingly, the accountant’s responsibilities for conducting cash work will be removed, and the reduction in workload will entail a reduction in salary to 50,000 rubles.

To ensure that the introduction of changes does not impede the filling of an existing vacancy and a newcomer can be immediately accepted under new conditions, the employer decided to exclude the position of an accountant from the staffing table altogether and introduce along with it the position of “Accounting Specialist” with responsibilities without cash work and a salary of 50,000 rubles. An already working accountant was warned about the reduction of his position, and he was offered a transfer in two months to a new position “Accounting Specialist”. At the same time, the second vacant position of an accountant, without waiting for the end of the two-month warning period, was immediately removed from the staffing table, and in its place one new staffing position was introduced for the position of “Accounting Specialist”.

Such changes allowed the employer to hire a new employee immediately under new conditions with a salary of 50,000 rubles. Despite the fact that the previous conditions and salary of 60,000 rubles will continue to apply to the previously hired accountant for another two months. Upon expiration of the term, his position will also be removed from the staffing table, and in its place a second unit for the position “Accounting Specialist” will be introduced, to which the “reduced” accountant will be transferred.

From the situation

Nina Kovyazina, Deputy Director of the Department of Medical Education and Personnel Policy in Healthcare of the Russian Ministry of Health

When to deposit changes V regular schedule

Changes to the staffing table can be made at any time when there is a need, since the employer determines the frequency and frequency of changes in the staffing table independently (clause 1 of the letter of Rostrud dated March 22, 2012 No. 428-6-1).* In addition to renaming positions , establishing a different salary, etc., labor legislation has separate procedures that can also lead to a transformation of the staffing table. For example, reduction in number or staff (), organizational or technological changes (), etc.

Renaming an employee’s position and changing the size of his salary in the staffing table entails a change in the essential terms of the employment contract. This means that before making changes to the staffing table, you need to arrange a transfer to another job (). That is, you need to issue a transfer order in Form No. T-5 or in a independently developed form.

Next, enter into an additional agreement with the employee to the employment contract and make an entry about the transfer in his work book (Rules approved by Decree of the Government of the Russian Federation of April 16, 2003 No. 225).

If the job title or salary is changed at the initiative of the administration for organizational or technological reasons, the procedure will be slightly different. It is necessary to notify the employee of upcoming changes two months in advance. If the employee does not agree to work under the changed conditions, send him a written offer of another job that matches his qualifications and health status. If there is no such job, offer a vacant lower-level position or lower-paid job. If the employee refuses all offers or you do not have a suitable job, formalize your dismissal under clause 7 of part 1 of Article 77 of the Labor Code of the Russian Federation (refusal to continue working due to a change in the terms of the employment contract determined by the parties).

This procedure is provided for in the Labor Code of the Russian Federation.

At the end of the procedure, issue an order to make changes to the staffing table. Attach the staffing table with the changes made to this order.* Familiarize the order with the signature of the employees affected by the changes.

An example of making changes to the staffing table

The director of the organization decided to rename the position of assistant accountant in the staffing table to junior accountant and add a number of new positions to the production department. To do this, he needed to make changes to the staffing table. He issued an order to make changes to the staffing table.

When a new position is introduced, appropriate adjustments are made to the staffing table. Most often this is due to production needs (reorganization, expansion of the scope of activity).

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New positions are also being introduced to relieve workers: one employee often performs several functions that are the responsibility of various specialists. For example, an accountant additionally performs the work of a personnel inspector or secretary.

Normative base

The staffing table is a regulatory document of the organization that describes the structure, staff and number of employees indicating the salary for each position (letter of Rostrud dated March 22, 2012 No. 428-6-1).

The Labor Code does not have a precise definition of the document; moreover, it does not require its maintenance at all.

The main regulatory legal act that you need to focus on when filling out the staffing table is Resolution of the State Statistics Committee of January 5, 2004 No. 1 on the approval of forms of primary documents in personnel records management.

Reasons

Adjustments to the staffing table are made based on the order of the manager. HR specialists also take part in the preparation of the project.

The director gives an oral order to individual employees, in accordance with which an order for the introduction of positions is drawn up, after which the document is confirmed by his personal signature.

The need to change the job composition may be caused by an increase in the volume of work at the enterprise, the introduction of a new line of activity, measures to improve the efficiency of a structural unit or the entire organization, etc.

How to introduce a new position into the staffing table in 2019?

The procedure for introducing a new position consists of several stages that combine organizational activities and documentation.

Procedure, steps and rules

Determining the need to add a staff unit

This is the most crucial and difficult moment in the entire procedure.

There must be strong arguments for increasing the staff, so you need to analyze the standard of performance of individual duties with the scope of work of the future position.

First you need to collect statistical information regarding the position being entered (types of work, employee functions, time costs, etc.). The calculation is carried out on the basis of production standards provided for a specific job.

If the organization does not have its own labor standards system, you can use the standards of the Ministry of Labor.

Example:

Due to the expansion of production activities, the company needed a secretary-clerk. There is no such vacancy on staff, and the functions of the secretary are performed by several employees.

According to estimates, in a month the organization processes approximately:

• 150 units of incoming documents;
• 160 units of official correspondence;
• 50 management orders;
• 60 requests from counterparties;
• additionally: 100 phone calls.

To determine the labor costs for maintaining documents and processing calls, you can refer to Resolution of the Ministry of Labor No. 23.

In accordance with this document, the time standards for working with documents are:

Function performed	Number of units processed per month	Hours standards	Total spent
Incoming documents	150	0,065	9,8
Official documents	160	0,065	10,4
Management orders	50	0,08	4
Contacts from counterparties	60	0,083	5
Calls	100	0,2	20
Total	520		49,2

Thus, when performing only the functions listed above, an employee will spend about 50 hours per month.

HR staff are wondering if it is possible to introduce a 0.25 rate for such employees?

This is not prohibited by law: depending on the amount of work expected, a rate of 0.5, 0.75 or 0.25 can be set. Similarly, you need to calculate labor costs by category of work for the entered vacancy.

If the employee’s current workload exceeds the number of working hours per month, the introduction of the position is quite justified.

Drawing up a new job description

Based on the calculation of labor costs, standards for the functions that the new employee will perform are determined and adjusted.

After this, a draft job description is prepared.

Drawing up a memo addressed to the manager

A new position is introduced into a specific structural unit, therefore, a note addressed to the director is written by the head of this department.

The document must describe in detail the rationale for introducing a new vacancy. Attached to the note is a draft job description.

Issuance of an order

The document indicates the department for which the position is being entered, as well as information about the salary amount.

The date the vacancy was introduced may not coincide with the date of the order, so changes may be introduced later.

Adjustment of staffing

Employees are not required to familiarize themselves with the innovations upon signature.

For one position

The procedure for adjusting the staffing table is not regulated by the Labor Code. If you are entering only one vacancy, you can use the instructions presented above.

Thus, the employer’s actions come down to issuing an order, drawing up a new job description, changing the staffing table and hiring an employee.

For department

If the changes are widespread, it is easier to draw up a new staffing table. The document is developed by the personnel department and approved by management.

How to choose titles?

In accordance with the Labor Code, the name of the new vacancy must correspond to the current qualification directory approved in the manner prescribed by law (RF Government Decree No. 787).

If the position being introduced is not associated with special restrictions and guarantees, the manager can independently determine the name of the specialty, regardless of whether such a name is in the directory or not.

The obligation of exact compliance of the job title with the reference book and professional standards is stated in two articles of the Labor Code of the Russian Federation:

• Art. 57 (providing subsidies and benefits to specific positions, the presence of restrictions);
• Art. 195.3 (application of professional standards).

Documenting

The procedure for introducing a position must be formalized in accordance with the procedure established by law.

To do this, an order is issued to change the staffing table, a job description is developed, and then the additions themselves are made.

The staffing table is drawn up according to the T-3 form (approved by Resolution of the State Statistics Committee No. 1). If necessary, the employer can develop its own form (Rostrud Letter No. 1487-6-1-PG dated February 14, 2013).

Orders

The order to introduce a position does not have a regulated form, however, when drawing it up, you must be guided by the requirements of Gosstandart R 6.30-2003.

• the title of the document must indicate that adjustments to the schedule are being made due to the introduction of a new position;
• The full name of the organization, number and date of the order are written at the top;
• the last paragraph of the main text must contain the full name of the person controlling the execution of the order;
• The director or an authorized official signs at the bottom; the chief accountant or the head of the personnel service can sign the approval.

All orders related to staffing are general throughout the company.

The document can be given a special index (for example, “ШР”) to limit access to personal information of employees and stored in a separate folder.

1. Sales Director (salary – 100,000 rubles) – 1 full-time position;
2. Sales trainer (salary – 50,000 rubles) – 1 full-time position.”

Example document:

Change of staffing

The staffing table is a document consisting of ten columns and is an annex to the order on the basis of which it was approved. If the changes are minor (for example, the introduction of one or two positions), there is no need to redo the entire order.

In case of significant adjustments (opening a new department or division), it is better to rework the entire form at once, that is, create a new schedule. This document comes into force on a specific date, based on the order approving the schedule.

According to the form regulated by the State Statistics Committee, the document must indicate:

• names of departments;
• names of all positions;
• staff size;
• size , surcharge.

Job Descriptions

A job description is drawn up and approved for each position, i.e. for an indefinite number of employees without indicating their full name.

The procedure for writing instructions is not established by regulatory legal acts; therefore, management independently decides how to draw up and correct them.

The main task when drawing up a document is to develop instructions that fully cover the entire list of job responsibilities and powers of employees with the most clear and precise wording.

The development of job descriptions is carried out on the basis of:

• Labor Code of the Russian Federation;
• Classification directory of positions.

The document is drawn up on the company's general letterhead.

The main details include:

• company name;
• Title of the document;
• date with number;
• place where it was compiled;
• title;
• text content;
• director's painting;
• approval stamp.

Job description structure:

• general provisions;
• employee functions;
• job responsibilities;
• employee rights;
• responsibility;
• relationships within the company.

When a new position is introduced, a new job description for the specialist is also formed.

Employment contracts

A decrease or increase in salary, renaming a position and other adjustments to the staffing table lead to.

After issuing an order to change the staffing table, a contract is concluded with the employee.

When hiring an employee for a new position, an agreement with him is concluded according to the general rules of the Labor Code of the Russian Federation.

If a position is renamed, the employer makes the appropriate entries in.

Current employees are given at least two months' notice of upcoming changes.

Is it necessary to notify the employment center?

After introducing a new position, two options are possible:

• searching and hiring a new employee for this position;
• transfer of an already employed employee to it under an additional agreement (in this case, the old vacancy is excluded).

If you strictly follow one of the specified algorithms, you do not need to notify the employment service.

Deadlines

The decision to create a new structural unit or introduce positions is made by the authorized body of the legal entity.