What does the increase in the number of employees mean? Analysis of the number and structure of the labor resources of the enterprise. Why you need headcount planning for an enterprise: two main stages of the planning process

Efficiency of financial and economic activities commercial enterprise largely depends on the personnel performing all the necessary functions, its number, composition and rationality of the use of employees, therefore, the economic analysis of all processes associated with the use of such an important labor resource as the number of employees is of particular importance.

In the process of analysis, absolute and relative deviations of the number of employees of the reporting period in comparison with the base one are calculated, dynamic indicators of its change are determined, and structural parameters are also studied personnel enterprises in the context of the main categories of employees. Such an analysis allows not only to identify the dynamics and trends in the number of employees, but also to assess the nature of shifts in the composition of the staff.

The absolute change in the number of employees (Chabs) is defined as the difference between the indicators of the reporting (Chotch) and the previous (Chbaz) years:

Chabs = Chotch - Chbaz

The calculation of the relative deviation (savings or overspending) of the number of employees is based on the adjusted (taking into account the turnover growth index) base indicator of the number, which is then compared with its actual value in the reporting period:

Chkorr \u003d Chbaz x y t

Chotn = H otch – H corr

where Ch corr - adjusted number of employees, people;

Ch ba z Ch o ch - the number of employees in the base and reporting periods, people;

y t - index of growth in trade turnover in comparable prices;

H rel - relative savings (overspending) of the number of employees, people.

An analysis of the personnel structure involves determining the proportion of the main groups of employees of a trade enterprise in its total number. At the same time than more scale activities of the enterprise and the number of employees, the more differentiated and detailed should be the study of the personnel for each group up to individual positions. Comparison of structural indicators makes it possible to determine the rationality of the relationship between groups and categories of employees, to identify the degree of compliance of their number with the volume and profile of a particular activity, and to outline areas for improvement personnel policy trading enterprise.

As can be seen from Table. 6.2, the total number of employees of a trade enterprise in the reporting year increased by 3 people (55 - 52), or 5.8%, in absolute terms compared to the previous year. The change in the number of employees is associated with an increase in sales employees from 35 to 36 people, or by 2.9%, and an increase in support (other) personnel by 2 people (11 - 9), or by 22.2%.

tab. 6.2. dynamics of the number of employees and the structure of the personnel of a trade enterprise

The adjusted indicator characterizing the change in the number of employees, taking into account the growth in turnover for the reporting year in comparable prices by 7.4%, led to the conclusion that the company is experiencing a relative savings in the number of employees:

52 x 1.074 = 56 people,

55 - 56 = - 1 person

This means that an increase in the number trade workers at the enterprise is justified, since it is associated with production needs (an increase in the volume of trading activities, an increase in the level of service, etc.).

An assessment of the structure of the enterprise's personnel indicates that the greatest specific gravity it is occupied by trade and operational workers (67.31% and 65.45%). After two years of sharp changes in the ratio certain categories workers did not happen. At the same time, attention is drawn to the growth in the number of other employees and the high proportion of this group in the total number of employees - 20%, that is, every fifth employee. This trend requires the identification of specific reasons that explain the need for this growth, as well as the adoption of measures to optimize the number of support staff in case of its unreasonable overstatement.

A characteristic feature of many commercial enterprises is a high level of staff turnover, therefore a detailed analysis of the problematic aspects of the state and dynamics of personnel is the most important condition for the rationality of its use in order to increase the efficiency of the entire enterprise.

Analysis of the movement of personnel is based on the calculation and evaluation of a number of indicators combined into two groups. The first one reflects the intensity of the quantitative change in the personnel potential (turnover coefficients for the admission and departure of employees, the coefficient of the total turnover of personnel, the coefficient of the objective turnover of personnel). The second group characterizes the qualitative parameters of the dynamics of the personnel composition (staff turnover rate, staff replenishment and stability rates, staff retention rate).

Turnover ratios for admission (Kp) or retirement (Kv) are defined as the ratio of the number of employees hired (Np) or retired (Nv) for the analyzed period to the average number of staff (Nss):

Kp \u003d (Chp / Chss) x 100%; Kv \u003d (Chv / Chss) x 100%.

The coefficients show the degree of renewal and retirement of the personnel of the enterprise. Their values ​​must be compared in dynamics with similar indicators for the base period, and the ratio between them in the reporting year should be considered, identifying the predominant changes in the number of employees and their causes. For example, an excess of the level of departure of workers compared to their admission may indicate both the introduction of advanced trading technologies, objectively leading to a reduction in staff, and various personnel problems (organizational, economic, psychological, etc.), leading to the dismissal of workers.

The coefficient of the total turnover of personnel (Ktot) is calculated as the ratio of the totality of hired and retired employees to their average number:

Ktotal \u003d ((Chp + Chv) / Chss) x 100%.

The coefficient reflects the general level of intensity of personnel turnover at the enterprise and characterizes the share of those employees who are somehow connected with the movement of personnel. The growth of the coefficient indicates, as a rule, the instability of the working staff, and, consequently, the problems of the personnel policy of the trade enterprise.

The coefficient of objective turnover of personnel (Cob) shows the ratio of the number of employees who left due to objectively necessary circumstances (Cob) and the average number of staff. Such circumstances are associated with a number of reasons of a state or commercial and industrial nature: conscription into the army, retirement, admission to educational institutions, transfer to other enterprises, disability, performance of state duties:

Ko6 \u003d (Cho6 / Chss) x 100%.

This coefficient does not depend on the activity of the enterprise and characterizes the specifics of the objective change in the composition of personnel in a specific time period.

All other coefficients reflect the qualitative aspects in the movement of personnel and make it possible to identify positive and negative trends in this process.

The staff turnover rate (Ktek) is the ratio of the number of employees who left for a number of subjective personal reasons (NSU) to the average headcount:

Ktek \u003d (Hsu / Hss) X 100%.

Such reasons include dismissals of their own free will, in connection with the expiration of the contract, at the initiative of the enterprise administration (for example, for absenteeism, violations of labor discipline). The turnover rate gives an idea, mainly, of the negative processes of personnel movement, and each trade enterprise should strive to minimize it by increasing the efficiency of individual work with personnel.

The staff replacement ratio (Kvp) reflects the degree of replacement of workers who left for any reason with newly hired workers and is calculated as the ratio of the number of newly hired workers to the number of those who left:

Kvp \u003d Chp / Chv

When the replacement factor is equal to one, there is a complete quantitative (but not necessarily qualitative) replacement of departed workers by new ones. If the value of the coefficient is less than one, there may be a shortage or reduction of personnel, and an excess of one indicates an additional need for workers. At the same time, in both cases, we can talk about a particular level of staff turnover in a trading enterprise.

The personnel stability coefficient (Kst) shows the ratio of the number of employees who left for subjective reasons (Nsu) to the total value of the average headcount and newly hired employees:

Kst \u003d 1 - (Chsu / (Chss + Chp)).

The closer the value of this coefficient is to one, the more stable the personnel composition is, which positively characterizes the activity of the enterprise in relation to the use of labor potential.

The staff retention rate (Kps) characterizes the presence of workers who work for this enterprise long term, and is calculated as the share of the number of employees with five or more years of experience in the total population of employees. A high value of this coefficient usually indicates the presence of a single cohesive team that can successfully achieve its goals.

Evaluation of the coefficients given in table. 6.3, indicates a fairly stable situation in the field of movement and turnover of personnel at the enterprise. With an increase in the average headcount by 3 people, the turnover ratios for the admission and departure of employees decreased by 2.7% and 1.1%, respectively. At the same time, rather high values ​​of the overall turnover rate of personnel are noteworthy, especially last year (25%), when every fourth employee was hired or fired. In the reporting year, there is a decrease in this indicator to %, which can be considered as a positive trend.

Table 6.3. Indicators of turnover and personnel movement of a trade enterprise

Name of indicators and conventions	Base year	Reporting year	Deviations
Personnel movement indicators
1. List number of employees at the beginning of the year, pers.
2. Employees hired for the year, pers. (chp)			-1
3. Dismissed employees - total, pers. (Chv) including for the reasons:			-2
- retirement (chob)		-
- call for military service(Chob)		-
- transition to study (chob)	-	-	-
- layoffs for own will(Chsu)
- dismissals at the initiative of the administration (Chsu)		-
4. List number of employees at the end of the year, pers.
5. Average headcount workers, pers. (HR)
- including employees with more than 5 years of experience
Personnel turnover intensity indicators
1. Personnel turnover rate for admission,% (Kp)	15,4	12,7	-2,7
2. Personnel turnover rate by retirement, % (Kv)	9,6	5,5	-4,1
3. The coefficient of the total turnover of personnel,% (Ktotal)	25,0	18,2	-6,8
4. Coefficient of objective staff turnover, % (Kob)	3,8	-	-
Personnel turnover quality indicators
1. Staff turnover rate, % (Kt)	5,8	5,5	-0,3
2. Replenishment rate, % (Kvp)	1,6	2,3	0,7
3. Frame stability coefficient, % (Кс)	0,95	0,95	-
4. Personnel retention rate, % (Kps)	53,8	54,5	-0,7

The level of staff turnover at the enterprise is low, and in the reporting year, compared to the previous year, its value decreased even more (from 5.8 to 5.5%). The staffing rate exceeds one, that is, the enterprise does not experience a shortage of personnel, since the number of hired workers annually exceeds the number of departing ones.

The high level of personnel stability (0.95) is due both in the past and in the reporting year to a small number of persons (3 people) dismissed for subjective reasons, in comparison with the total number of personnel in conjunction with newly hired employees. As a positive factor one can also consider the presence of a stable contingent of employees working at this enterprise for more than 5 years; their share was 53.8% and 54.5%, respectively.

Further analysis of the indicators of the use of the enterprise's personnel can be deepened in the direction, firstly, of a more detailed study of the indicators of the movement and turnover of personnel in the context of the main groups (sales workers, support personnel, etc.) and, secondly, identifying and assessing the causes layoffs of specific employees in order to further reduce staff turnover.

In modern conditions of intensive development of new information and trade technologies, the efficiency of a trading enterprise can only be ensured if there are personnel with the appropriate knowledge and qualifications. Therefore important integral part analysis of the number of employees is the study of their educational and vocational composition.

The indicators characterizing the educational level of employees include the proportion of specialists with higher education in the total number (or the same persons, but in relation to the number of administrative and managerial employees); the proportion of sales personnel with special secondary and higher education in a group of sales workers (or the same persons, but in comparison with the total number of employees); the share of junior service personnel in the total number of employees of the enterprise, etc.

The analysis of the qualification level is carried out, first of all, in relation to the main group of employees of the enterprise, that is, sales personnel. It is based on the calculation of specific indicators that reflect the share of sellers (cashiers, controllers, etc.) of each category in the total number of sellers themselves and the entire trading group. A generalizing parameter of the skill level of salespeople is the indicator of the average wage category of sellers (cashiers, etc.), which is calculated both separately for sellers (cashiers, etc.) and for the whole trading group based on the arithmetic mean formula:

TRav = (Pj x Chj) / H,

where TRavg - average tariff category by group of sellers;

Pj - value (number) of the category (for example, 4th, 5th, etc.);

Chj - number of employees this category;

H is the total number of sellers.

The generalized results of the analysis of the dynamics, composition, movement and qualifications of employees of a trading enterprise are a mandatory basis for developing a set of organizational and technological measures to improve the efficiency of personnel use, including such areas as optimizing the number of employees for specific positions and jobs, improving working conditions, reducing the share manual labor, the growth of technical equipment, the improvement of the organization of jobs, the use of progressive trade technologies, the training and advanced training of workers. The implementation of the whole set of measures or its individual areas helps to reduce staff turnover, stabilize the staff, strengthen discipline, and, consequently, increase efficiency. labor process at the enterprise.

The grouping of personnel into categories facilitates the determination of the need for workers of the relevant profession and qualifications, the establishment of forms of remuneration and material incentives, the organization of training and retraining of personnel, and contributes to their better use.

Table 2 shows that in 2014 managers increased by 9.6% or 1 person compared to 2013. 6.6% increased by 0.3%, which explains the increase in the number of employees in 2014.

In 2014 the number of specialists amounted to 40% compared to 2013. 45.!% increased by 5.1%; in 2014 trade and operational workers - did not change. The growth is due to an increase in the number of functions in the management apparatus, due to the centralization of functions.

Table 3

Qualification composition of employees of Transsibneft LLC for 2013-2014

From table 3, we can conclude that the change in occupations has not changed much. In connection with the turnover, the number of storekeepers increased by 1 person, the growth rate was 125%, loaders increased by 1 person, the growth rate was 120%, drivers increased by 1 person, the growth rate was 103.3%.

Qualification composition of employees (Table 4).

Table 4

Qualification composition of employees

From table 4, we can conclude that in 2014, low-skilled employees increased by 1 person, the growth rate is 105.5%, this is due to the fact that the number of newly recruited personnel has increased.

Table 5

Motion Analysis work force at the enterprise for 2013-2014.

From table 5, we can conclude that the total turnover ratio increased by 2.9%; recruitment rate increased by 3.2%; the retirement rate decreased by 0.1%; the persistence ratio decreased by 5.2%; the turnover rate is 1.2%, which explains the decrease in staff turnover.

Qualitative composition of personnel (Table 6).

Table 6

The qualitative composition of the personnel of the enterprise for 2013-2014

Indicators

Leaders, pers.

Specialists, pers.

Workers (sales and operational personnel), pers.

Deviation (+,-)

Deviation (+,-)

Deviation (+,-)

Deviation (+,-)

Gender: men

Work experience at the enterprise:

Education: secondary special

Education: humanitarian economic technical natural scientific

From table 6 we can conclude that the majority of employees in the enterprise have secondary specialized education.

Training and advanced training of employees (Table 7).

Table 7

Training and advanced training of employees during 2013-2014

Table 7 shows that in 2014 trained and qualified for 1 person. less than in 2013, from the analysis we can say that

the enterprise has a low level of qualification.

The number of employees is an important indicator of the state labor resources enterprises. It characterizes the security of the enterprise with labor resources.

Therefore, a comprehensive analysis of the state, security and efficiency of the use of employees should occupy one of the central places in the system management analysis enterprises.

During the analysis it is necessary:

Determine the deviation of the actual number of employees, by category, from the data provided for in the business plan and last year, to study the reasons for this deviation;

Determine the dynamics of the number of employees;

Determine the qualification composition of personnel by education and work experience;

Determine turnover and staff turnover, their causes.

Based on the above, it is necessary to develop organizational and technical measures for the rational use of personnel, improving their cultural and technical level, reducing turnover and retaining personnel.

With the help of the analysis, the validity of business plans is determined in terms of the number and composition of employees, savings or surplus of labor compared to the plan and last year, the rationality of staff placement.

For analysis, the entire number of employees is classified (grouped) depending on the forms of division of labor operating at the enterprise.

At the same time, it should be taken into account that an important condition for increasing output is an increase in the total number of workers directly involved in the development of products. The higher the proportion of workers in the total number of personnel, the more efficiently the labor resources of the enterprise are used.

The number of engineering and technical workers (ITR), employees, junior service personnel should not be (usually) higher than that provided for in the business plan.

In the process of analysis, the ratio of main and auxiliary workers should be established. If the proportion of the main production workers grows, labor productivity also rises. Then it is necessary to establish the level of mechanization, automation and computerization of the main, auxiliary and repair work, their complexity.

A high level of auxiliary workers indicates the presence of manual labor and the unsatisfactory organization of repair work.

One of the requirements of scientific and technological progress is the constant professional development of personnel. Therefore, simultaneously with determining the impact of the number of employees on the performance production program it is necessary to establish the need of the enterprise for workers of certain professions and qualification categories, and for engineering and technical workers and employees - compliance with the positions held.

When analyzing the qualification composition of the workforce, it is necessary to compare the available and required labor force for each specialty. It is also necessary to analyze the turnover of the labor force, since this factor has a significant impact on the use of working time, the organization of labor and its productivity. It is necessary to establish the main causes of staff turnover in the enterprise, to outline measures to eliminate them.

In order to improve the skills of personnel, increase productivity and wages and further consolidate them, the organization of training of workers at various courses, technical schools and higher educational institutions plays an important role. educational institutions. In this regard, each enterprise must develop perspective plan continuous training and advanced training of employees.

As is known, the development of production can be carried out in an extensive and intensive way. Thus, an increase in production by increasing the number of employees refers to an extensive path of development of production. Such development is inefficient, increasing production costs.

An increase in production due to an increase in labor productivity, achieved by the introduction scientific and technological progress, improving the organization of production, refers to an intensive path of development and is progressive, increasing the efficiency of production.

However, not every increase in the number of employees is negative, reducing production efficiency. It can be caused by the expansion of production, the commissioning of new enterprises and capacities. In this regard, it is necessary to calculate the absolute and relative deviation of the number of employees.

To calculate absolute deviation the actual availability of workers by category should be compared with those of the plan or base period. According to this indicator, it is still impossible to draw conclusions about the qualitative side of the enterprise's work. If the increase in the number of employees was accompanied by an increase in labor productivity, the volume of production at a higher rate than the increase in the number of employees, then it should be considered that it fully justified itself. However, if the growth in production occurs mainly due to an increase in the number of employees, then this leads to a decrease in labor productivity and an increase in costs. Such an increase in numbers is not justified and leads to extensive development of production.

The relative deviation is calculated taking into account the actual change in the volume of production. To determine the relative deviation, it is necessary to recalculate the planned (basic) number of production workers taking into account the actual implementation of the output plan, and then compare the actual number with the recalculated indicator.

The calculation is made according to the formula:

D H from \u003d H 1 - (H about x DPP),

where: D H from - relative deviation of the number of production workers;

P o iCh 1 - the average number of production workers, respectively, of the base and reporting periods;

DPP - the percentage of the implementation of the production plan.

The absolute growth in the number of employees, with its simultaneous relative decrease, is the result of an increase in labor productivity. For example, output in comparable prices in 2001 by OAO Vympel amounted to 60.7% compared to the base year. The average number of production workers: in the base year - 84 people, in the reporting year - 86 people. The absolute deviation of production workers will be - 2 people. (86 - 84), i.e. compared to the base year, the number of employees increased by 2 people.

In order to determine the relative deviation, it is first necessary to recalculate the basic number of employees for the actual implementation of the production program compared to the base period (60.7%):

DC from \u003d 86 - \u003d 86 - 51 \u003d 35.

The relative deviation of production workers amounted to 35 people. This indicates that with the labor productivity of production workers, which was in the base year, only 51 people would be required to fulfill the production program of the reporting year, and in fact they employ 86 people.

This indicates that in the reporting year, the efficiency of labor use at the enterprise has significantly decreased, i.e. the labor productivity of production workers decreased compared to the base year, the cost of wages increased (see Table 3.1).

Methods of analysis and evaluation of the effectiveness of the use of labor in the enterprise.

One of important issues analysis of labor resources is their effective use. At the same time, it is necessary to distinguish between the effective use of working time and the workers themselves. The source of information for analyzing the use of working time is statistical reporting: form No. 1-t “Information on the number and wages of employees by type of activity” and form No. 4-p “Information on the number, wages and movement of workers”, Section 2. “Use working time". In addition, the analysis involves data management reporting, i.e. internal reporting developed and approved by the management of the enterprise for internal use.

Depending on the purpose of economic analysis, the enterprise determines the indicators of annual, monthly and hourly labor productivity, which are calculated per employee and per main worker. Each of them has a different economic content. Hourly productivity is the labor productivity for the time of net work during the working day, without taking into account the impact of intra-shift downtime.

Labor productivity calculated for 1 man-day depends on intra-shift losses and downtime, which affect the duration of net work during the working day. Monthly, annual labor productivity is already influenced by a number of factors, such as the degree of use of working time during the month, year, absenteeism for various reasons (illness, vacation, performance of various public duties and etc.).

When analyzing the efficiency of labor use, it is necessary to first determine the output per employee and its change per year in current and comparable prices (Table 3.1.).

Table 3.1.

Efficiency of use of labor resources of OAO Vympel in 2001 compared to 1997 and 2001.

Indicators	1997	2000	2001	deviation 2001 compared with:
1997	2000
Production output in current prices, thousand rubles
Output in comparable prices, thousand rubles				-3280	-38
The average number of industrial production staff, people				-10	-2
Incl. workers, pers.				+2	-
Average annual output per worker, in current prices, thousand rubles	79,5	136,9	181,5	102,0	44,6
Incl. workers	99,4	154,4	200,5	101,1	46,1
Total number of workers worked per year: Man-days Man-hours				+3 768 +23507	-1930 -19857
Average output of a worker, in rubles and kop.: Per 1 man-day Per 1 man-hour	480,33 70,62	575,33 82,19	814,85 121,62	334,63 51,00	239,52 39,43
Average number of hours worked per worker per year: Days Hours				+39	+8 -10
Average working day, hour.	6,8		6,7	-0,1	-0,3
Wage fund, thousand rubles	2940,0	4413,5	5728,5	2788,5	1315,0
Average wages per worker, thousand rubles	28,0	45,5	60,3	32,3	14,8

Table 3.1 data. for JSC "Vympel" show that the growth rate of output outpaces the growth rate of the number of employees. Thus, in 2001, the growth rate of production compared with 1997 was 206.5%, and since 2000 - 129.8%.

The number of employees of the entire staff decreased by 10 people or 9.5%, and compared to last year by 2 people. or 2.0%, and the number of workers in comparison with 1997 increased by 2 people. or 2.4%, but compared to 2000 - remained unchanged.

The average annual output of employees, i.е. labor productivity in the prices of the indicated years increased by 228.3% and 132.6%, respectively, and workers - by 201.4% and 130.0%.

The average annual output in comparable prices has decreased compared to 1997, and since 2000 it has increased by 1.3%.

The average output per worker tends to increase both compared to the base year and the previous year.

Labor productivity and production were influenced by changes in the number of employees, the number of days and hours worked by employees.

Labor productivity is one of the main indicators of the efficiency of the use of labor resources.

The staff of JSC "Vympel" in the conditions of market relations had to drastically change organizational structure, intensively study the market of raw materials and finished products, which made it possible in 2000 to slightly increase labor productivity.

When analyzing the efficiency of the use of labor resources, it is also necessary to compare the growth rate of labor productivity with the growth rate of the wage fund. Under normal conditions of development of the economy of the enterprise and the entire state, the growth rate of labor productivity should outstrip the growth rate of wages.

At OAO Vympel, the growth rate of labor productivity in current prices outstrips the growth in wages. This situation should be considered normal, indicating an increase in the efficiency of the use of the payroll fund and labor resources, but the payroll fund has not been adjusted taking into account the increase in prices for goods.

For a more accurate calculation and taking into account the index of growth in prices for goods, the level of wages should be recalculated into comparable values ​​and compared with changes in labor productivity.

The increase in the number of production personnel is explained by similar reasons.

The growth of labor resources is of great importance for the successful operation of production.

Firstly, this is one of the main factors of expanded reproduction, which is observed in the analyzed period on the "Royalty".

Secondly, this leads to the improvement of the qualifications of each individual member, the accumulation of work experience in the specialty.

The increase in the number of personnel of the enterprise is largely due to the high level wages. The influx of labor force indicates a favorable socio-psychological climate in the team, which contributes to the achievement of such high results.

We will analyze the qualitative composition of the personnel of LLC "Royalty" by examining the level of education and age composition.

The data of the survey of employees of the enterprise and the analysis of documentation on the above excellent features showed that all employees, including managers and specialists, have higher education. This suggests that the image of the enterprise is high, and the level of material and technical base, and, consequently, the complexity of the work performed, require a high level of education.

Employees received their higher education at the Kostroma State Technological University and the Kostroma state university them. ON THE. Nekrasov, as well as in the Kostroma branches of Moscow universities.

The distribution of production personnel by level of education is clearly shown in fig. 2.3.

Rice. 2.3. Distribution of workers by level of education

A significant proportion of workers with higher education is explained by the high level of technical base production, complex equipment that requires certain technical calculations to perform the work.

Another explanation for this situation is the relatively high wages for the city of Kostroma. The amount of wages is a trade secret, however, more than 50% of these workers noted that it corresponds to the labor return. This conclusion is confirmed by the results of the test "Material and moral incentives" conducted by the author during the preparation of this work. (See Appendix 1)

More than half of the workers with higher education noted that they are satisfied with the social and psychological climate at the enterprise. So the workers note that the management organizes corporate celebrations, which really unite the team as a whole.

The proportion of workers in the amount of 72% with a secondary professional education is an average indicator and indicates the existing reserve for the growth of professionalism. Secondary vocational (secondary special) education employees of the management apparatus received in educational institutions of Kostroma: Kostroma Power Engineering College, Kostroma Technological College, Kostroma Polytechnic College.

It should be noted here that the management pursues a policy of mandatory retraining of employees when they receive a new job (position) at the expense of the enterprise. Note that such trends are not sufficiently common in Kostroma industrial enterprises, especially small businesses. Wherein we are talking both workers and employees. The distribution of employees of the enterprise by age is shown in fig. 2.4

The average number of employees decreased by 11 people. Significant share in the total number labor collective represent employees aged 35 to 55 years. Moreover, in 2009 their share increased by 1.1%. Also in 2009, the proportion of employees with primary and (or) secondary vocational education increased significantly by 2.6%. Employees with higher professional education make up only 17.1%; as a rule, these are employees of the administrative and managerial apparatus.

Staff stability has a great impact on labor productivity. Let's analyze the movement of personnel at the enterprise OJSC "Dorremstroy". The following indicators are calculated for the analysis:

acceptance turnover ratio;

dismissal turnover ratio;

staff turnover rate.

Data for the analysis of the movement of frames are given in table 2.4.

Table 2.4 - Analysis of the movement of personnel of OJSC "Dorremstroy" for 2008-2009

Indicators	Values		Change
Average number of employees
All fired, including:
For reasons of fluidity
Due to the reduction
Personnel turnover ratio
By appointment
Upon dismissal
Staff turnover rate

Table 2.4 shows that the staff turnover rate in the reporting year decreased by 11.4% and amounted to 17.2%. The value of the staff turnover rate is high, in this regard, it is necessary to study the reasons for the dismissal of employees. This analysis serves as confirmation that the enterprise is systematically vacating both the jobs of production workers and the positions of the administrative and managerial apparatus. Therefore, according to the topic term paper it is necessary to investigate the application of competitive tests for positions in the management system of the enterprise JSC "Dorremstroy".

The personnel service of the enterprise under consideration is represented by the personnel and personnel training department of OAO Dorremstroy.

The main stages of the personnel management system of Exportles LLC are shown in Figure 2.1.

Figure 2.1 - Stages of personnel management at the enterprise OJSC "Dorremstroy"

It should be noted that this department solves the following main tasks:

planning and prospective calculation of the number and structure of personnel in accordance with the needs for the implementation of road construction works, the professional and qualification composition of employees;