The main categories of service personnel at the enterprise. How to determine which positions belong to employees. Tasks of the organization's production personnel

All processes related to economic activities are performed by the labor collective, which is the personnel of the enterprise.

The personnel of the enterprise includes all employees who have the appropriate professions and qualifications to carry out the processes economic activity, and are included in the payroll (staff) of the enterprise. Depending on the functions performed, the employees of the enterprise are divided into categories. The categories of personnel are established by the current State Classifier of Occupations DK-003-95 (Figure 8.1), according to which personnel are divided into:

Leaders;

Professionals;

Specialists;

Technical employees;

Workers.

Skilled workers with tools;

Operators and assemblers of equipment and machines;

Workers of the simplest professions;

Trade and consumer services workers;

Skilled workers in agriculture, forestry, fish farming and fishing.

The category of managers covers a wide range of professions that include a variety of functions related to the leadership and management of an enterprise and its divisions. Conventionally, within the framework of an industrial enterprise, several levels of workers in this category can be distinguished.

The first level is the CEO and his deputies, the chief accountant, Chief Engineer.

The second level - directors or heads of production, branches, deputy chief engineer, chief accountant, heads of departments (commercial, economic planning, personnel, etc.), chief specialists.

The third level - heads of workshops, departments, bureaus, laboratories, deputy chief specialists.

The qualification level of managers is higher education (specialist, master's degree), scientific degree (candidate, doctor of sciences).

The category of professionals includes employees whose professional tasks are to increase the existing volume of knowledge: the development of new scientific and applied concepts of theories, methods, the development of new projects, techniques, technologies, software products etc. These workers include leading specialists of chief engineering, financial, economic, commercial and other departments of enterprises who carry out independent projects and at the same time can manage a certain group specialists. They must also have a qualification corresponding to the level higher education(specialist, master) and preferably scientific degrees: candidate, doctor of science.

The category of specialists includes workers who perform work related to the use of well-known theories, methods, techniques, standards, software packages for computers. The classification of this category of personnel corresponds to the level of incomplete, basic or complete higher education (junior specialist, bachelor, specialist).

The category of technical employees includes workers who perform work that ensures the activities of managers, professionals, specialists and provides for simple performing technical functions. These are computer operators and other office equipment, employees registering information, etc. The professions of this category of personnel provide for complete general secondary and vocational education.

The category of workers requires not only certain knowledge, but also the skills to perform work related to the profession. The qualifications of such workers can be assessed by assigning them a qualification category (from the first to the sixth). This category of workers covers a wide variety of professions from the simplest to the most complex. Therefore, the professional level of workers can be based on the educational level of a wide range from incomplete secondary to complete higher education.

In industrial enterprises, personnel are divided into two groups: staff industrial production unit(main activity) and non-production personnel on the balance sheet of an industrial enterprise (non-core activity).

To industrial production personnel include workers, managers, professionals, specialists, technical employees who perform functions related to production activities enterprises.

Non-core personnel industrial enterprises are workers employed in servicing housing and communal services, medical institutions, preschool institutions, culture, etc.

Workers engaged in production activities are divided into main production and subsidiary.

The main consider those who are directly involved in the production of basic products, and subsidiary- those that serve the main production.

Depending on the nature labor activity personnel at the enterprise are divided by professions, specialties and skill level.

Under profession understand a special type of work activity that requires certain theoretical knowledge and practical skills.

Under specialty understand the type of activity within the profession, which has specific characteristics and requires additional special knowledge and skills.

Workers of each profession and specialty differ in the level of qualifications. Qualification characterizes the degree of mastery of a worker in a particular profession or specialty and is reflected in qualification (tariff) categories and categories.

Qualification (tariff) ranks and categories are at the same time indicators that characterize the degree of complexity of the work. The level of qualification is determined by the ranks that are assigned depending on the theoretical and practical training.

"Personnel" brings together the constituent parts labor collective organizations. We refer to personnel as all employees (labor collective) performing production or management operations and engaged in the processing of objects of labor using the means of labor. The concepts of "personnel", "workers", "personnel" are synonymous, if we take our definition as a basis. In the future, we will use the term "personnel" (personnel), used in the state educational standard (SES) and the most accepted in domestic and foreign practice.

Workers, or production personnel, carry out labor activities in material production with a predominant share of physical labor. They provide product release, exchange, sales and service. The production personnel can be divided into two components: the main personnel - workers, mainly employed in the assembly shops of the enterprise; auxiliary personnel - workers, mainly employed in the procurement and service shops of the enterprise.

The result of labor production personnel is a product in material form (buildings, cars, televisions, furniture, food, clothing, etc.).

Employees, or management personnel, carry out labor activities in the process of production management with a predominant share of mental labor. They are busy processing information using technical controls. The main result of their labor activity is the study of management problems, the creation of new information, changing its content or form, preparing managerial decisions, and after the manager chooses the most effective option, the implementation and control of the implementation of decisions. Management personnel are divided into two main groups: managers and specialists.

The fundamental difference between managers and specialists is the legal right to make a decision and the presence of other employees in the subordination. Depending on the scale of management, there are line managers who are responsible for making decisions on all management functions, and functional managers who implement individual management functions.

Enterprise specialists can be divided into three main groups depending on the results of their work:

functional management specialists, the result of which is management information (referents, economists, accountants, financiers, marketers, etc.);

specialists - engineers, the result of whose activity is design and technological or project information in the field of technology and production technology (technologists, engineers, designers, builders, designers, etc.);

employees - technical specialists (typists, operators, couriers, lifters, storekeepers, waiters, etc.) performing auxiliary work in the management process.

Interrelation of subsystems of work with personnel

HR system - it is a set of principles and methods of personnel management for workers and employees in organizations.

The organization's personnel management system consists of six interconnected subsystems:

Personnel policy determines the general line and fundamental principles in working with personnel for the long term.

Staff recruitment consists in the formation of a personnel reserve for mixing vacant jobs.

Personel assessment carried out to determine the suitability of an employee to a vacant or occupied position.

Personnel placement must ensure a constant movement of personnel based on the results of assessing their potential, individual contribution, planned career and the availability of vacancies

Personnel adaptation - it is the process of adaptation of the team to “the changing conditions of the external and internal environment of the organization, and piecework individuals - to the workplace and work collective).

Training is designed to ensure that the professional knowledge and skills of employees are in line with the modern level of production and management.

The personnel management system is reflected in such important documents as: the organization's charter; philosophy of the organization; internal labor regulations; collective agreement; the staffing table of the enterprise; regulations on remuneration and bonuses for labor; regulations on subdivisions; employee employment contract; job descriptions; workplace models; management regulations, etc.

Work with personnel should be considered as a system that includes personnel policy, selection, assessment, placement, adaptation and training of personnel, and be reflected in the main regulatory documents of the enterprise.

1. Personnel unites all the constituent parts of the workforce of an organization that perform production or management functions and are engaged in the processing of objects of labor with the help of labor instruments.

2. There are 4 concepts of personnel management: human resource management, human resource management, personnel management, social management.

3. The system of work with personnel is a set of principles and methods of personnel management of workers and employees in an organization and includes 7 subsystems: concepts of personnel management, personnel policy, personnel selection, personnel assessment, personnel placement, adaptation and training of personnel.

Personnel structure

Organizational structure

Personnel (personnel) is the most important part of the organization and has a complex structure. System analysis allows us to consider personnel as an interconnection of structures identified according to various characteristics (Fig. 1).

Rice. one. Personnel structure

Organizational structure - it is the composition and subordination of interconnected management links. It is presented in the form of a diagram reflecting the totality of structural divisions (links) and administrative ties between them.

Functional structure reflects the division of management functions between management and individual departments.

Role structure characterizes the division of team members according to creative, communication and behavioral roles.

Social structure characterizes the workforce in terms of social indicators (gender, age, profession and qualifications, nationality, education, etc.).

Establishedstructure determines the composition of divisions and the list of positions, sizes official salaries and payroll.

Control link- an independent part of the organizational structure at a certain stage (level), consisting of the management apparatus and production units.

Stage (level) of management - unity of management links, equally distant from the top link (top) of the organizational structure.

Management apparatus (body)- a team of employees of the management system, endowed with the rights to coordinate the activities of departments, having a room, technical means, staffing table, regulations on structural divisions and job descriptions.

Structural subdivision - an independent part of the management link (department, service, section), performing certain management tasks on the basis of the regulation on the structural unit. Distinguish between functional and production units.

Summary

1. Organizational structure is the composition and subordinate and interconnected links of management. It is presented in the form of a diagram reflecting the totality of structural divisions (links) and administrative ties between them.

2. Functional structure - the classification of management activities according to the generality of the subject of management and production resources.

3. The role structure determines the composition and distribution of creative, communication and behavioral roles between individual employees of the enterprise and is an important tool in work with personnel.

4. The social structure characterizes the collective of an enterprise as a set of social groups classified according to social characteristics (gender, age, education, marital status and etc.).

5. The staff structure (schedule) determines the composition of the divisions and the list of positions, the size of official salaries and personal allowances, the monthly and annual payroll of the organization.

Personnel or personnel of the enterprise Is a set of employees of various professional and qualification groups employed at the enterprise and included in its payroll.

Structural characteristic the personnel of the enterprise is determined by the composition and quantitative ratio selected categories and groups of employees of the enterprise.

Depending on the participation in the production process, the entire staff of the enterprise is divided into two categories:

Industrial production personnel (PPP);

Non-industrial personnel.

To non-industrial personnel include workers who are not directly related to production and its service. Basically, these are workers employed in housing, utilities and subsidiary plots, health centers, dispensaries, educational institutions and so on, i.e. employees of all institutions owned by the enterprise and included in its balance sheet.

The personnel of the enterprise, directly related to the production process of products and its service, represent industrial - production personnel.

Industrial - production personnel, depending on the nature of their functions, are classified into the following categories:

Leaders;

Specialists;

Employees;

Workers (including junior maintenance personnel);

To the leaders include employees holding positions of managers of the enterprise and their structural divisions, as well as their deputies in the following positions: directors, chiefs, managers, managers in structural units and divisions; chief specialists (chief accountant, chief engineer, chief mechanical engineer, chief technologist, chief economist, etc.).

Production managers, depending on the teams headed by them, are usually subdivided into linear and functional. TO linear include managers who head the teams of production departments, enterprises, associations, industries, and their deputies; To functional - heads, heads of the teams of functional services (departments, departments), and their deputies.

By the level occupied in the general control system national economy, all managers are subdivided into leaders of the lower, middle and upper echelons. TO grassroots leaders it is customary to include foremen, foremen, heads of small shops, as well as heads of departments inside functional departments and services. Middle managers directors of enterprises are considered, CEOs all kinds of associations and their deputies, heads of large workshops. TO senior executives usually includes heads of FIGs, general directors of large associations, managers functional departments ministries, departments and their deputies.

To specialists the enterprise includes employees engaged in engineering, economic, accounting, legal and other similar activities, i.e. accountants, psychologists, sociologists, artists, commodity experts, technologists, etc.

To the group of "employees" includes employees who prepare and execute documentation, accounting and control, economic services and office work (supply agents, cashiers, controllers, clerks, bookkeepers, draftsmen, secretaries - typists, freight forwarders, etc.).

Workers, in turn, are subdivided into main and auxiliary. TO the main include workers who are directly related to the production of products, to subsidiary - workers involved in the maintenance of production.

Quantitative characteristic the personnel of the enterprise, first of all, is measured by such indicators as: payroll; safe house; average headcount workers.

Payroll employees of an enterprise is the number of employees on the payroll for a certain number or date, taking into account the employees who were hired and left for that day. The payroll includes:

Actually working;

Downtime and absent for any reason ( business trips, annual additional leave);

Those who did not appear with the permission of the administration;

Performing state and public duties;

Involved in agricultural work;

Absent due to illness;

Located in maternity leave;

Unpaid additional leave for child care;

Working part-time or weekly;

Nadomnikov.

where - possible time work, hour.

- actual time of work, hours.

The division of personnel is necessary in order to determine wages and correctly arrange frames when determining personnel policy... What groups and categories can the staff be divided into? What documents should be used in this case? We will talk about this in this article.

All employees, regardless of their functions, act as personnel of a cultural institution. In other words, the staff is a labor collective.

But despite the fact that all employees are part of the staff, each of them belongs to a certain category.

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Such a division is simply necessary and is primarily related to the determination of wages, which is carried out within the framework of the tariff SOT.

What categories are the staff divided into

In modern legislation, there is no clear formulation of such a concept as "categories of personnel". However, there is a regulatory document that contains a separate section "Categories of personnel". This document is "Instruction on statistics on the number and wages of workers and employees at enterprises, institutions and organizations."

After getting acquainted with the content of section No. 5, it can be determined that the concept of "Categories of personnel" includes groups of workers, which are combined with each other depending on their job functions.

All employees of the organization, as a rule, are divided into two groups - employees and workers. Let's consider each of them in more detail. The first group combines several categories:

Leaders;
Specialists;
Other workers who are employees

The first category includes employees holding positions of heads of institutions and heads of structural divisions, as well as their deputies. Their main function is management. In addition, all these employees have other employees in their subordination.

Secretary;
clerk;
courier and others.

In other words, these workers are called auxiliary personnel - VP.

The role of specialists is performed by persons participating in the management of the organization and engaged in various types of work, where the main share is devoted to intellectual work. This includes employees of the engineering and technical service, the economic department, and others.

Specialists are conventionally divided into two groups:

administrative and managerial personnel (AUP) - specialists performing managerial functions. The result of their activity is information, which is almost impossible to do without during management. These include assistants, accountants, marketers, analysts and others;

engineering and technical workers (ITR) - whose activities are aimed at obtaining design and technological or project information in the field of technology and production techniques. These are engineers, technologists, designers and others.

The second group includes workers, workers belong to whose activities are directly related to the creation of material values, carrying out renovation works providing various types of services:

transport;
material and others.

The division of personnel into categories is a very important point. It allows you to calculate the salary of employees of the institution. Thanks to this division, it is much easier to carry out the placement of personnel in the case of determining the personnel policy.

What documents to use when dividing personnel into categories and groups

Law No. 90-FZ amended the professional qualification groups. These include groups of workers and positions of employees, in the formation of which the field of activity is taken into account, as well as all the requirements necessary for the implementation of a particular professional activity.

When it comes to requirements, they usually relate to training and qualifications.

The Ministry of Health and Social Development of the Russian Federation issued several orders approving professional qualification groups and the criteria for assigning professions and positions to qualifying professional groups

According to these documents, all positions and professions are conditionally divided into several qualification groups:

professions of workers and positions of employees that do not require vocational education;
professions of workers and positions of employees requiring primary or secondary vocational education, as well as heads of structural units that require initial vocational education;
positions of employees requiring higher professional education according to the qualification "bachelor", and positions of heads of structural divisions requiring secondary vocational education;
positions of employees requiring higher vocational education according to the qualification “certified specialist” or qualification “master”, as well as heads of structural divisions with higher.

Normative legal documents that define the categories of personnel can be combined into two groups - industry-wide and socio-cultural.

The second includes documents that relate specifically to the field of culture.

Material checked by experts Aktion Kultura

All categories of personnel are important, because everyone knows the fact that cadres are everything. The staff is the main resource of any organization. The quality of services and products that the company supplies to the market depends on the work of the employees. In order to avoid costs, it is important to understand what the composition and number of personnel of the organization should be. These indicators are determined depending on the volume of consumer demand. The correct approach to personnel selection ensures high competitiveness of the company.

The main categories of personnel and their characteristics

According to the All-Russian Classifier of Professions and Positions, the entire personnel of the enterprise is divided into two main categories. Personnel classification by categories:

workers' professions;
positions of employees.

Working professions are not popular enough, especially among young people, but they are still very common. Representatives of this group are mainly divided into the following types of workers:

support staff. This division of the above classification of personnel includes those who serve the production (driver, cleaner, secretary, etc.).
the main personnel are those who are directly involved in the production process (turner, seamstress, etc.).

Officials are also divided into types:

managers (director, chief specialists, etc.);
technical executors (secretaries, freight forwarders, etc.);
specialists (engineers, lawyers, economists, etc.).

Additionally, there is a classifier of positions and professions, that is, both workers and employees are divided into different types staff.
Employee classification:

types of production and work (cotton wool production or well drilling);
tariff categories (1-8);
qualification classes (1-3);
forms and systems of remuneration (simple, piecework, bonus);
working conditions (normal, difficult and harmful);
the degree of labor mechanization (manually, on machines);
derived profession (senior, assistant).

Employee positions are classified according to the following criteria:

job category (manager, specialist);
derivative position (chief, junior, second, district);
qualification class (first, third, highest).

Of course, few people delve into such a concept as the classification of the personnel of an enterprise. And perhaps you first heard of the existence All-Russian classifier professions and positions.

What affects category membership?

For most people, the categories of personnel depend on the level of education. Therefore, one of the important criteria for the employer is the presence of a certain education from the employee. At the same time, an important indicator is the availability of work experience in a specific direction. Of course, there are positions that you can take without having any work experience or education. Regardless of the employee's classification, all categories of employees work in accordance with labor laws. At the same time, both managerial staff and workers have the same rights and obligations prescribed in the labor code.

We discussed various groups staff. Now it is important to consider the organizational structure of the enterprise.
Of course, it is important to understand that the structures of enterprises are completely different. For example, the structure of a company engaged in the production of metal doors will differ significantly from an enterprise. retail goods for children.

How to manage different categories of staff?

There are several main types of organizational structures for managing an organization:

linear;
functional;
linear - functional;
divisional;
matrix.

Each of the presented structures represents a clear system with its own rules.

Linear organizational structure of management

In linear management, there is a clear distinction - who and whose orders are carried out and for what is responsible. To achieve a certain result, the manager gives a specific assignment to a specific employee. In turn, this employee transfers specific assignments to other employees, that is, one assigns one task, another another task, and so on. But in the end there should be one overall result. Thus, each performer is responsible for performing work on a specific assignment from a specific superior employee.

With such a structure, there is a high risk that if somewhere someone incorrectly fulfills the order, the result will not be the same. The responsibility for the correct formulation of the problem is very high. If suddenly someone gets sick, it will be difficult to immediately replace him without damage. production process... The biggest disadvantage of such a system is that if it suddenly becomes necessary to make adjustments, then you will not have to rely on efficiency. This structure is useful for small organizations.

Functional and linear - functional organizational structure of management

The implementation of individual tasks is assigned to a separate unit specializing in separate form activities. The headquarters, consisting of line and functional managers, coordinates assignments and transfers them to performers. This structure allows functional managers to take some of the burden off themselves. The line manager, on the contrary, is more busy, since he has to take part in the interaction of functional leaders with executive departments. At the same time, performers carry out orders from both the line manager and the functional, which leads to difficulties in mutual coordination, that is, orders may diverge, for example, in terms of priority. There is a reduction in liability and the risk of a delay in receiving the end result... Difficulties also arise in coordinating activities, and it is impossible to quickly make decisions on issues that arise in the course of work.

In this system, the main figure is the head of the department.

The line manager gives instructions to the functional, and he, through his assistants, distributes assignments among the performers. With this organizational structure personnel management, the responsibility for the result of the work of each division is increased, which entails a weakening of the relationship between these divisions. As a result, it is difficult to understand whether the organization's work will be done correctly and on time.

Divisional and matrix management structure

In this management structure, the decisive role is assigned to the heads of the unit. The head of the department is fully responsible for the performance of the work for which the department is responsible. At the same time, functional managers are also subordinate to the head of the production unit.
A project manager and responsible executors in each of the divisions are also appointed. Line manager assigns to each project manager specific project... The project manager establishes who and in what time frame must complete this or that work, which will lead to the fulfillment of the task set by the line manager for a specific project.

As you can see, there are a lot of organizational management structures, but all of them are not perfect. Therefore, organizations are forced to develop their structures by improving existing structures that will most beneficially contribute to development. The larger the organization, the more complex the structure and the more it needs to be constantly refined.

The advantages of a particular structure are necessarily the ability to make prompt decisions and make changes to the course of work. It is important that you can clearly trace the area of responsibility of each of the employees.
You can clearly see all the complexity on the example of the Ministry of Health. Russian Federation... Just think about the whole scale of the activity, how many people of different categories are involved in order for us to receive high-quality medical service... Of course, changes will be constantly made to the work of the ministry, which we are observing. New diseases, new methods of treatment, new specialties appear. Take the composition of specialists working in polyclinics in 1980 and now, of course, we will notice that there are more of them.

For effective management the organization needs to understand that at different times in the development of the organization there are different periods. Now we can observe the greatest leap in development, then a slower one, then a period of stagnation may occur. It is during the increase in demand that one should not forget to revise the organization's management structure. Otherwise, there will be a possibility of missing something, then the organization will begin to lose its acquired competitiveness, and there will be a decline in demand.