Summary: The structure of the personnel of a modern organization. Personnel structure, its main types The analytical structure of personnel includes

For any organization, enterprise, people management is of paramount importance. Without carefully selected, deployed and professionally trained professional workers, no organization can achieve its goals. Until recently, the very concept of "personnel management" in the domestic management literature was either absent, or it was discussed in passing, in the context of considering other management problems. Naturally, the question is crisis management personnel as an integral part of the anti-crisis management concept are not sufficiently developed.

To improve the efficiency of management, it is necessary to find out which categories of workers belong to the management personnel. On this issue, researchers, workers personnel services there is no unity of views yet. Some believe that all employees of the organization's management apparatus belong to the management personnel. Others believe that the basis for resolving the issue of attributing an employee to management personnel should be based on a functional principle: it is the content of the basic management functions performed by the employee.

Guided by this criterion, the management personnel should include employees who are fully or partially engaged in management activities (managers, their deputies, specialists and technical personnel).

However, in the management apparatus of the organization there are groups of workers who are not directly involved in managerial work (security personnel, health institutions, drivers of official vehicles, employees of accounting and settlement services, etc.). This category of workers is service staff organizations.

Without belittling the role of other groups in the management apparatus, it is necessary to emphasize the decisive influence on the entire management system of the organization of the head of the management body.

In the content of the concept "manager" (manager), in our opinion, the following categories of management workers can be included. First, the leaders are in full control of the organization. Secondly, the concept of a manager corresponds to different categories of heads of departments, services, sections, workshops, in which the full management cycle is also carried out, but on a smaller scale. Thirdly, the category of deputy managers can also be classified as managers; to a certain extent, they are backup managers. The deputy head in most cases has the powers of the head and not only legally, but also de facto.

The leader is the central figure in the management system. He directs the activities of the entire team to achieve the goals set, bears personal responsibility for the timely adoption and implementation of strategic, operational and other decisions on all vital important issues the functioning and development of the organization. For this, the leader achieves the necessary coherence of the entire management staff.

The group of specialists is the second most important link in the management apparatus. This includes most of the management personnel: economists, technologists, lawyers, sociologists, psychologists, referents, consultants, etc. A distinctive feature of this group is that not all are applicable in its activities, but only part of the features of managerial work. In the first place in their work comes the professional and analytical side. Such an essential feature as managerial competence, in relation to the work of a specialist, has a functional specific meaning.

The specialist is not associated with all operations, stages of the management cycle. It does not unify or guide the management process as a whole. For specialists, this is not a characteristic sign of leadership, at least of a formal one. But the managerial potential of this link of the management personnel should not be underestimated. The effectiveness of the entire management system is often determined and ensured by the active, creative activity of specialists. The leader (manager), based on the professional knowledge of specialists, their experience, as a rule, achieves success in achieving the set goals with less expenditure of material financial and human resources.

The third major detachment management personnel is the technical staff of the management apparatus. Some essential features of managerial work are also applicable to this group. Technical staff on behalf of managers, specialists and under their control, performs individual tasks related to management activities... In addition, the employees of this group ensure the general rhythm of the management cycle. With the right leadership, they largely relieve line managers, specialists of the management apparatus from routine, technical operations and give them the opportunity to concentrate on solving the most complex management problems.

From technicians depends on the clear passage of information in various areas, communicating the decision to the performers, a lot of minor organizational issues. Of course, the division of management personnel into these groups cannot be absolutized, since the functions of the three listed categories of the management apparatus are inextricably linked and intertwined. For example, a line manager is called upon, in some cases, to be a specialist, in principle, to know the specific aspects of the activities of a managed organization. Here we can only talk about the predominant orientation of the activities of the employees of the administrative apparatus. But such a division is essential in the conduct of operations and procedures for the selection, placement of personnel in the management apparatus.

Conducted sociological research show that the effectiveness of management in government and business structures is declining. This was stated by 71% of respondents in Russia. The situation is roughly the same in Ukraine. Among the reasons for the decline in management efficiency were named: poor professional training of managers - 48% of respondents, imperfect system of selection and placement of management personnel - 52% of respondents. Of course, the data of opinion polls should not be absolutized and extended to all organizations, but they should not be ignored either. It is quite possible that not everything is going well in our country with the problem of selection, placement and training of management personnel, which cannot but affect the effectiveness of management in general and anti-crisis management in particular.

Personnel structure - a set of absolute and relative values of individual characteristics, leading to the creation of groups of workers, united by some attribute, and ensuring its functioning as a single resource of the organization. In this definition, attention is drawn to the fact that each element of the personnel structure has its own specific role and is associated with other elements. For example, any enterprise must have organizers, coordinators, leaders, critics, and other types of roles. The structure of personnel should correspond to the structure of labor functions and the trend of their development, and the interrelationships between the characteristics indicate: a change in the structure of one type may be due to changes in the structure of another type. For example, a change in the age structure directly affects the qualification, or a change in the functional structure - on the professional, etc. Thus, the structure of personnel reflects the composition and quality characteristics of the organization's personnel, their relationship and significance.

The criteria for structuring the organization's personnel are social, professional, demographic characteristics of employees, their place in the management of the organization and the functions performed, there is a division according to belonging to the main or auxiliary production, to the regular or non-staff composition. Most experts agree that the organization's personnel can be structured in seven areas (aspects), which are shown in Fig. 3.8.

Rice. 3.8.

Organizational and functional structure of personnel

Organizational structure personnel reflects the scope of rights, responsibility and independence of individual employees, departments, as well as the level of subordination between them (Fig. 3.9).

Rice. 3.9.

Functional structure reflects the division of basic functions between individual typical functional areas of the organization. The assignment of personnel to one or another element of the functional structure occurs in accordance with its professional characteristics, and the very selection of the elements of the functional structure of the organization is carried out on the basis of the need to carry out similar functions in the organization. Here, groups of personnel performing the following functions can be distinguished: design, technological support, production, control, personnel management, preparation of production and Maintenance, supply, marketing, transport and information support.

The functional structure reflects the division of the main management functions between management and individual departments (Figure 3.10).

Rice. 3.10.

In contrast to the organizational functional structure of personnel, in addition to quantitative, it is determined and quality indicators... These indicators are based on organizational skills, performance skills and specialist qualifications, i.e. basic functional types of personnel. This personnel structure includes such elements as organizer, performer and specialist. Organizer - the one who founds, creates, arranges something. Specialist - a person with special knowledge, skills in any area of activity; knowing something well, a master of his craft. Executor - the one who directly in practice carries out instructions, instructions of higher-ranking workers, implements them. The quantitative ratio of employees according to the functional structure of personnel is determined by the staffing table of the enterprise, and who and what place occupies in the structure of the organization mostly depends on the vocation and abilities of the employee.

By type of activity, the following are distinguished:

persons working in the main and auxiliary divisions;
personnel of research and development departments;
management staff;
workers engaged in the creation of products, services or performing the maintenance of these processes;
employees of non-core activities (housing and communal services, social sphere) etc.

In turn, they are all subdivided into categories: managers, specialists, other employees (technical executors), workers.

From point of view participation in the production or management process the structure of personnel is considered taking into account the nature of the labor functions performed by employees, i.e. the positions they hold. In this case, the staff is divided into the following categories:

1) leaders performing the functions of general management. They are conventionally divided into three levels:
- supreme (management of the organization as a whole);
- medium (management of the main structural divisions);
- grassroots (working with performers).

The leaders also include their deputies and chief specialists. Together, they form administration, which also includes non-management individuals with managerial support functions, such as human resources personnel;

2) specialists - persons performing economic, engineering, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, training engineers, human resources inspectors, and others.

Specialists refer to professional group persons engaged in the creation and implementation of new knowledge and knowledge in production in general in the form of theoretical and applied developments, as well as the development of options for solving individual production and management problems. That is, a specialist must be a very versatile person. He must be able to identify global problems enterprises, to be a "generator" of various ideas. The fundamental difference between managers and specialists lies in the legal right of decision-making and the presence of other employees in the subordination;

3) other employees related to employees (technical executors), carrying out preparation and execution of documents, accounting, control, economic services. These include cashiers, secretaries, timekeepers, archivists, commandants, clerks, bookkeepers, typists, etc., performing simple operations of a stereotyped nature associated with servicing the management process and ensuring the transfer of management information, its collection, primary processing and storage;
4) workers who create material values or provide services of a production nature. Distinguish the following types workers (Table 3.3).

Table 33

The main	Employed in technological processes that change the shape, structure, properties, spatial position of the object of labor, as a result of which material products or services are created
Subsidiary	Associated with the maintenance of equipment and workplaces in auxiliary units - repair, tool, transport, warehouse
Mechanized and manual labor	- working with automatic machines; - performing work with the help of machines, mechanisms, devices, installations; - service machines, machine tools, installations, etc .; - performing work manually; - performing work without the use of machines and mechanisms; - performing work on the repair and adjustment of machines and mechanisms
Junior attendants	Busy in the provision of services not related to the main activity - janitors, couriers, cleaners of non-production premises, drivers of personal management vehicles and buses transporting employees

IN a separate category includes workers of social infrastructure, i.e. persons engaged in non-core activities (cultural and household, housing and communal services for the organization's personnel). These include employees of the housing and communal services, persons serving kindergartens, recreation centers, etc., who are on the balance sheet of the organization.

In industry, managers, specialists, other employees (technical executors), workers form industrial production personnel and social infrastructure workers are non-industrial personnel.

The modern classification of personnel on a functional basis is as follows (Fig. 3.11).

Rice. 3.11.

Here it is especially necessary to highlight such a category of personnel as "manager" - manager. A manager of any level can be named as such. This is a professional who manages a company, department, division. Strict requirements are imposed on a modern manager, since the functioning of an economic entity largely depends on this person. The employee must be highly educated, sociable, competent in solving complex issues. A manager may not have subordinate personnel, but his status is determined by the level of authority of the manager, i.e. the impact of its activities on the results of the company as a whole. For example, a loan manager does not have subordinates, but the quality of his work seriously depends on financial condition companies. Managers can be divided into senior, middle and lower-level executives. Thus, company directors have a strategic vision of the situation, managers are responsible for tactical decisions, specialists and supervisors - for operational ones. The manager, who is also the director - hired worker... Its powers and level of responsibility are determined by the contract concluded with the owner (board). As a rule, top management ( top managers ) - these are the leaders of key areas, subordinate directly to the director. They are not directly involved in the day-to-day work of employees.

Middle management responsible for implementing strategies developed by tone managers, creating short-term plans. Middle managers are just one step away from the real operations and actions of employees. Development information technologies turned middle managers into an endangered species. Often, companies cut middle management levels because their role can be filled by line managers and empowered employees.

Linear (production) management Are those who directly work with employees who produce products or provide services. These managers are sometimes referred to as “foremen” or “foremen”. They are accountable to higher-level managers for fulfilling the organization's mission and planned goals. Sometimes they are in charge of recruiting (although sometimes it is done at the unit level), their main role is to direct and supervise. They are designed to develop job duties, develop employees, evaluate their performance, and maintain a healthy and productive work environment.

Personnel structure

Personnel structure- ϶ᴛᴏ a set of separate groups of workers, united by any criterion.

Organizational structure of personnel - it is the composition and subordination of interrelated management links.

Functional structure of staff- reflects the division of management functions between the management and individual subordinates. A management function is a part of the management process, allocated according to a certain characteristic (quality, labor, salary, accounting, etc.), usually from 10 to 25 functions are distinguished.

Staff structure - determines the quantitative and professional composition of personnel, the composition of departments and the list of positions, the amount of remuneration and the fund wages workers.

The personnel structure should be statistical and analytical (see figure 2.1).

Figure 2.1 - Personnel structure

Statistical structure reflects the distribution of personnel and their movement in the context of employment by type of activity, as well as categories and positions.

Thus, the personnel of basic types of activities (persons working in basic and auxiliary, research and development and experimental-design divisions, management apparatus, engaged in the production of products, services or providing maintenance of these processes) and non-basic types of activities (employees of housing and communal services economy, social sphere). In turn, they are all subdivided into categories: managers, specialists, other employees (technical performers), workers.

Analytical framework subdivided into general and specific. In the context of the general structure, the personnel is considered according to such characteristics as profession, qualifications, education, gender, age, work experience. The private structure reflects the ratio of certain groups of workers, for example, the employed hard work with the help of the simplest devices and without them, "employed on machining centers", etc.

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

The main features of structuring the organization's personnel:

On the basis of participation in the production or management process,ᴛ.ᴇ. by the nature of labor functions, and therefore, the position held, the staff is divided into the following categories:

‣‣‣ leaders performing general management functions. They are conventionally divided into three levels: the highest (organizations as a whole - director, general director, manager and their deputies), middle (heads of basic structural subdivisions - departments, offices, workshops, as well as chief specialists), grassroots (working with performers - heads of bureaus, sectors; foremen). Managers include persons holding managerial positions, incl. HR manager;

‣‣‣ specialists - persons performing economic, engineering, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, training engineers, HR inspectors, etc .;

‣‣‣ other employees (technical executors) carrying out the preparation and execution of documents, accounting, control, economic services: purchasing agent, cashier, secretary-stenographer, timekeeper, etc .;

‣‣‣ workers who directly create material values or provide production services. Distinguish between basic and auxiliary workers.

A separate category includes workers in social infrastructure, ᴛ.ᴇ. persons engaged in non-core activities (cultural and household, housing and communal services for the organization's personnel). These include workers of ZhKO; persons serving kindergartens, recreation centers, etc., who are on the balance sheet of the organization.

In industry, managers, specialists, other employees (technical executors), workers form industrial production personnel, and social infrastructure workers are non-industrial personnel.

The division of the organization's personnel into categories is carried out in accordance with the normative document - the Qualification Handbook of the positions of managers, specialists and other employees, developed by the Labor Institute and approved by the decree of the Ministry of Labor and social development RF dated 21.08.98 No. 37.

Qualification handbook, taking into account the requirements of a new stage in the development of our society, for the first time introduced the position of manager. In countries with highly developed market economies, managers are called professional managers with specialized education, often obtained in addition to engineering, economic, legal. Managers manage the activities of the organization (top level), its structural divisions (middle level) or ensure the implementation of certain activities in the field of business (grassroots level). Managers of the highest and middle levels in relation to the current job structure can be considered all managers - directors of organizations and other line managers: heads of shops and other structural divisions, as well as functional departments.

Low-level managers in the context of the development of commercial activities, small and medium-sized businesses are the organizers of this activity, ensuring its compliance with the conditions external environment(economic, legal, technological and other requirements).

Role structure of staff- characterizes the team in terms of participation in the creative process in production, in terms of communication and behavioral roles. Creative roles characteristic of enthusiasts, inventors and organizers, characterize an active position in solving problem situations, in the search for alternative solutions. Communication roles determine the content and degree of participation in the information process, interaction in the exchange of information. Behavioral roles characterize typical psychological models of people's behavior at work, at home, on vacation, in conflict situations.

Professional structure of the organization's personnel - this ratio of representatives different professions or specialties (economists, accountants, engineers, lawyers, etc.) with a set of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.

Personnel qualification structure is the ratio of employees of different skill levels (ᴛ.ᴇ. degree vocational training), which is extremely important for the performance of certain labor functions. In our country, the qualification level of workers is characterized by a category or class (for example, for drivers), and for specialists - by a category, category or class.

Social structure staff- characterizes the work collective of the enterprise as a set of groups by gender, age, ethnic and social composition, education level, marital status.

Age and sex structure of the organization's personnel - it is the ratio of groups of personnel by gender (men, women) and age. The age structure is characterized by the proportion of persons of the corresponding age in the total number of personnel. When studying the age structure, the following groupings are recommended: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39,40-44,45-49, 50-54, 55-59, 60- 64, 65 and older.

The age structure is more productive, presented in the form of the following grouping:

The age structure is characterized by the average age and is calculated as the sum of the ages of all employees divided by the number of people employed in the organization. Knowledge of these dynamics allows you to more effectively manage the processes of planning the organization's needs in labor force, preparation of the reserve, vocational training, compensation.

Personnel structure by seniority can be considered in two ways: by the total length of service and the length of service in a given organization. The general experience is grouped into the following periods: up to 16 years old, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more. Work experience in this organization characterizes stability labor collective... It is more convenient to determine the work experience by the grouping method:

Personnel structure by educational level(general and special) characterizes the allocation of persons who have higher education, including the level of training - bachelor, specialist, master; incomplete higher education (more than half of the term of study); specialized secondary; general average; lower secondary; initial. As an option:

Personnel structure - concept and types. Classification and features of the category "Personnel structure" 2017, 2018.

- Personnel structure.

Topic 3. Personnel potential of the enterprise. The structure of the concept of personnel management. The concept of personnel management is closely interconnected with the formation and development of the personnel potential of the organization and is differentiated into the concept: - corporate ...

- The number and categories of personnel. The social structure of the personnel of the enterprise

The structural characteristics of the personnel of the enterprise is determined by the composition and quantitative ratio of various categories and groups of workers. Workers manufacturing enterprise depending on the functions performed, they are divided into several categories and groups. ....

Labor force movement indicators. Determination of the need for personnel and planning of its number. Indicators of the number of employees of the enterprise. Composition and structure ...

- The concept, composition and structure of the personnel of the enterprise.

TOPIC 2.1. Labor resources and labor productivity. Basic concepts: enterprise personnel; industrial - production and non - industrial personnel; workers; executives; specialists; other employees; junior service personnel; pupils; security; ....

- Personnel management: Composition and structure of personnel

In the totality of the enterprise's resources, a special place is occupied by labor resources. At the level a separate enterprise instead of the term “labor resources”, the terms “personnel” and “personnel” are used more often. Under the personnel of the enterprise, it is customary to understand the main (staff) composition ...

- Personnel structure

Topic 2 Personnel and labor potential organizations Personnel (cadres) - the staff of the organization's employees performing various production and economic functions. It is characterized, first of all, by its size, structure, considered both in statics and in ....

- Composition and structure of personnel

The personnel of the enterprise is the totality of all employees of the enterprise, ensuring the implementation of its functions. By participation in production process stand out: industrial production personnel (PPP), i.e. workers directly related to the implementation ....

Topic 1. The personnel of the enterprise as an object of management

Key concepts: Personnel. Personnel structure. Organizational structure. Functional structure. Staff structure. Statistical and analytical framework. Role structure. Professional structure. Qualification structure. Social structure. Age and sex structure. Educational structure. Seniority structure. State. Staffing table. Staff unit. Salary. Surcharges. Allowances. Wage fund.

Target: Explore theoretical aspects characterizing the personnel of the enterprise as an object of management.

Tasks:

1. Get acquainted with the different types of personnel structure and the signs of personnel structuring.

2. Study the requirements for the staffing table.

Personnel (personnel)- the staff of the organization's employees performing various production and economic functions. It is characterized, first of all, by its size, structure, considered both statically and dynamically, professional suitability, and competence.

Personnel structure Is a set of separate groups of workers, united according to some criterion.

Organizational structure of personnel - it is the composition and subordination of interconnected management links.

Functional structure of staff- reflects the division of management functions between management and individual subordinates. The management function is a part of the management process, allocated according to a certain characteristic (quality, labor, salary, accounting, etc.), usually from 10 to 25 functions are distinguished.

Staff structure - determines the quantitative and professional composition of personnel, the composition of divisions and the list of positions, the amount of remuneration and the payroll of employees.

The structure of personnel can be statistical and analytical (see Figure 1).

Figure 1 - Personnel structure

The main features of structuring the organization's personnel:

On the basis of participation in the production or management process, those. by the nature of labor functions, and therefore, the position held, the staff is divided into the following categories:

Leaders performing general management functions. They are conventionally divided into three levels: the highest (organizations as a whole - the director, the general director, the manager and their deputies), the middle (the heads of the main structural divisions - departments, departments, workshops, as well as the main specialists), the grassroots (those who work with the performers - the managers bureaus, sectors; foremen). Among the leaders are persons holding managerial positions, including the personnel manager;

Specialists - persons performing economic, engineering, technical, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, training engineers, HR inspectors, etc .;

Other employees (technical executors) involved in the preparation and execution of documents, accounting, control, economic services: purchasing agent, cashier, secretary-stenographer, timekeeper, etc .;

Workers who directly create wealth or provide production services. Distinguish between main and auxiliary workers.

A separate category includes workers in the social infrastructure, i.e. persons engaged in non-core activities (cultural and household, housing and communal services for the organization's personnel). These include workers of ZhKO; persons serving kindergartens, recreation centers, etc., who are on the balance sheet of the organization.

In industry, managers, specialists, other employees (technical executors), workers form industrial production personnel, and social infrastructure workers are non-industrial personnel.

The division of the organization's personnel into categories is carried out in accordance with the normative document - the Qualification Handbook of the positions of managers, specialists and other employees, developed by the Labor Institute and approved by the Resolution of the Ministry of Labor and Social Development of the Russian Federation of 08.21.98 No. 37.

The qualification handbook, taking into account the requirements of a new stage in the development of our society, for the first time introduced the position of manager. In countries with highly developed market economies, managers are called professional managers with specialized education, often obtained in addition to engineering, economic, legal. Managers manage the activities of the organization (top level), its structural divisions (middle level) or ensure the implementation of certain activities in the field of business (bottom level).

Managers of the highest and middle levels in relation to the current job structure can be considered all managers - directors of organizations and other line managers: heads of shops and other structural divisions, as well as functional departments. Low-level managers in the context of the development of commercial activities, small and medium-sized businesses are the organizers of this activity, ensuring its compliance with the conditions of the external environment (economic, legal, technological and other requirements).

Professional structure of the organization's personnel - it is the ratio of representatives of various professions or specialties (economists, accountants, engineers, lawyers, etc.) with a set of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.

Personnel qualification structure- This is the ratio of employees of different skill levels (i.e., the degree of professional training) required to perform certain labor functions. In our country, the qualification level of workers is characterized by a category or class (for example, for drivers), and for specialists - by a category, category or class.

Social structure of staff- characterizes the work collective of the enterprise as a set of groups by gender, age, ethnic and social composition, education level, marital status.

The age structure is more productive, presented in the form of the following grouping:

The age structure is characterized by the average age and is calculated as the sum of the ages of all employees divided by the number of people employed in the organization. Knowledge of these dynamics allows you to more effectively manage the processes of planning the organization's labor needs, preparing a reserve, vocational training, and compensation.

Personnel structure by seniority can be considered in two ways: according to the total length of service and the length of service in a given organization. The general experience is grouped into the following periods: up to 16 years old, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more. Work experience in this organization characterizes the stability of the workforce. It is more convenient to determine the work experience by the grouping method:

Personnel structure by educational level(general and special) characterizes the selection of persons with higher education, including by the level of training - bachelor, specialist, master; incomplete higher education (more than half of the term of study); specialized secondary; general average; lower secondary; initial. As an option:

1.2 Staffing table

State– this is the composition of the organization's employees, determined by management for a certain period.

Staffing table- this is an organizational and administrative document, which reflects the structure of the organization, contains a list of positions indicating the number and size of official salaries, monthly official salaries and personal allowances, as well as the total number and payroll for the organization's management apparatus.

The initial data for drawing up the staffing table are:

· salary fund management personnel, calculated according to the standards for 1 ruble. products;

· The number of management personnel of the organization;

· staffing table organizations for the previous year;

· Guaranteed official salaries and personal allowances for employees under contracts.

The right to approve the staffing table is given to the head.

Before you start drawing up the staffing table, you need to decide on organizational structure enterprises. To compile the SR, a unified form T-3"Staffing table" .

Filling out the T-3 form should begin with the name of the organization - it should be accounted for in strict accordance with the name that appears in the constituent documents. Further, the document number is provided, the date of the document is entered in a specially designated column.

The name of the subdivisions is indicated by groups:

1. Management or administrative part (management, accounting, personnel department, etc.),

2. Production units,

3. Auxiliary or service divisions 9 supply department, repair services, etc.).

The structural unit code usually indicates the place of the structural unit in the hierarchical structure of the organization. It is also assigned for the convenience of document management.

The column "profession (position) is filled in in strict accordance with the tariff and qualification reference books and the all-Russian classifier positions of employees and professions of workers. The sequence of filling in this column for each structural unit is individual, taking into account the specifics of a particular organization. As a rule, first there are the positions of the head of the structural unit, his deputies, then - leading and chief specialists, then - the positions of executors, if the structural unit includes both engineering and technical personnel and workers. It is necessary to select first engineers and technicians, then - workers.

Staff unit Is an official or working unit, provided by the staffing table of the enterprise. As a rule, the number of staffing units of an organization financed from the federal or regional budget is determined by higher organizations. Number of staff units commercial enterprise is determined by its needs in certain types of work, the degree of urgency of their implementation and economic feasibility.

When establishing official salaries or tariff rates, it must be remembered that only the size of the salary or the tariff rate can be reflected in the staffing table, therefore it is completely impossible to take into account the payroll. This is due to the fact that at an enterprise with a shift work schedule, the remuneration of workers receiving an official salary increases by the amount of additional payments for work at night, and the work of workers whose wages are calculated from the size of the tariff rate is paid depending on the number of hours worked in specific month and is different. In most organizations, the size of the monthly payroll for reflection in the staffing table is calculated from the average number of working hours and is assumed to be conditionally equal to 166 hours per month.

For workers whose labor is paid according to the piece-rate system, in the SR, as a rule, a wage rate or salary is established, which, depending on the specifics of the organization, are calculated according to certain methods.

When setting the salary, one should be guided by the requirements contained in the acts labor legislation, as well as local regulations - Regulation on remuneration in the organization, Regulation on bonuses, etc.

In the T-3 form there are several columns, united by the common name "Allowance". The current legislation does not contain clear definitions of the concepts of "premium" and "additional payments"

Supplements- payments accrued to employees to salaries ( tariff rates) for special working conditions or working hours. Additional payments are made to employees engaged in heavy work, work with harmful and (or) dangerous and other special working conditions. The specific amount of the additional payment is established by the employer, taking into account the opinion of the representative body of employees, or by a collective agreement or is stipulated in an employment contract. Currently, in many budgetary organizations there are industry-specific regulatory legal documents that regulate the amount of wage increases for workers in the industry.

Wage supplements- these are incentive payments in excess of the established official salary that stimulate workers to achieve higher production indicators, increase professional excellence and productive labor.

It is necessary to take into account two main forms of payment of allowances and surcharges. The first one is percentage - is set as a percentage of the official salary, and in the event of a revision of the salary (rate), the amount of the allowance (additional payment0.

The second is a surcharge or surcharge, set in the form fixed amount ... Such payment may remain constant even if the size of the salary (rate) changes, unless otherwise provided by the collective agreement, labor contract or local regulation.

When additional payments and surcharges are established in the SR, a note is made in the corresponding column about the amount and for what this surcharge (surcharge) is established.

As a rule, allowances are established based on the results of certification of employees by a decision of the qualification or certification commission.

It is advisable to include in the projected staffing table the combination of the professions of employees with the payment of remuneration (personal allowances) in the amount of 50 to 100% of the guaranteed salary for the combined position. This always gives savings in the cost of maintaining jobs.

Monthly wage fund Are the total cash, which are provided for by the SR and the payment system in force at the enterprise, for the payment of employees.

In order to preserve the commercial secret of the size of the salary, the staffing table is drawn up in duplicate for the director and the chief accountant. In all other divisions only parts of the staffing table are communicated, and in the personnel departments - information on vacant positions.

Under the conditions of inflation and staff turnover, it is advisable to adjust the staffing table 1-2 times a year by indexing additional salaries and tariff rates.

In an inflationary environment, there are three easy ways indexation of employee salaries:

By setting wages and personal allowances in dollars

· - calculating the ruble equivalent on a monthly basis at the average rate of the Central Bank of the Russian Federation;

· By linking wages to the minimum wage (minimum wage) of public sector employees using coefficients for distinguishable positions. For example, the minimum wage = 100 rubles. The coefficient for calculating wages is 20 minimum wages. Then the additional salary is 2,000 rubles;

· By setting wages in rubles with the introduction of an index coefficient for the inflation rate. For example, if the annual inflation rate is 30%, then the size of the coefficient is 1.3 for all employees.

Staffing changes are introduced when the number or staff of employees is reduced. When downsizing, individual units are excluded, and when downsizing, individual divisions are excluded. At the same time, employees filling redundant positions or working in redundant professions are subject to dismissal in accordance with the relevant articles of the Labor Code of the Russian Federation.