The strategy for working with personnel should be embodied in specific forms (personnel programs, procedures, etc.). This is facilitated by the personnel planning mechanism.

For a long time, personnel management in economically developed countries was guided mainly by the current needs of the organization: the employer expected to receive at any time the necessary number of employees, the use of which does not require long-term special training. Surplus market work force gave employers such an opportunity, and the dismissal of excess personnel was not associated with large financial losses. Changes in the conditions for the activities of organizations have put forward the requirement to be guided in the formation of resources (including human resources) not only on current needs, but also on long-term prospects.

Today, almost all countries abandon the principle of "labor transfer", based on attracting the necessary labor force and displacing unnecessary or no longer needed at the moment workers, due to the growing requirements for the quality of workers, their willingness to take responsibility.

If earlier it was believed that personnel planning is necessary only in the event of a shortage of labor, today a different opinion prevails: planning is also necessary in times of unemployment, since qualified workers are still not easy to find; in addition, the social hardships often associated with layoffs should be avoided.

In the 70-80s. XX century in the practice of management, a systematic analysis of the future needs of organizations in certain categories of personnel began to be applied. Currently, an increasing number of companies and firms distinguish personnel planning as an independent type of activity of personnel services. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management tasks, as well as reduce social tension in relation to workers whose jobs are changing or liquidated. These tasks cannot be solved in a short time. Thus, workforce planning is a sign of the responsibility of the organization's management in relation to personnel .

In Russian organizations, personnel planning, in contrast to planning of production, sales, and capital investments, is not yet fully recognized.

Personnel planning Is the process of determining the quantitative and qualitative needs of the organization for personnel in the future and assessing the extent to which this need can be met.

At the same time, the existing personnel of the organization is compared with its possible need in the future, the need for recruitment, training, redistribution, and reduction of employees is determined. As X.T. Graham and R. Bennett, this planning should result in necessary people performing necessary work on necessary places exactly in necessary time.

Personnel planning should determine:

- how many personnel and what qualifications are needed in the future;

- how to attract the necessary and reduce unnecessary personnel, taking into account the social aspects;

- how to use employees according to their abilities;

- how to purposefully promote the development of personnel, adjust their knowledge to changing requirements;

- what costs will be required by the planned personnel activities.

M. Armstrong interprets the main tasks of personnel planning as follows:

- attracting and retaining the necessary workers with the appropriate skills, experience and competence;

- Foreseeing a possible surplus or shortage of workers;

- the creation of a well-trained and flexible staff that contributes to the organization's ability to adapt to an uncertain and changing environment;

- reducing dependence on the hiring of workers from outside, when the labor market is marked by an insufficient supply of workers with skills important for the organization, by retaining and developing their own workers;

- improving the use of labor through more flexible work systems.

Personnel planning should be integrated into the overall planning process in the organization and be consistent with the following areas:

- sales planning;

- supply planning (provision of raw materials, materials, attracted services);

- planning of capital investments for the acquisition of long-term use property;

– financial planning;

- organizational planning (planning the organizational structure and the structure of the division of labor in the organization).

Only the mutual consistency of all the constituent parts of planning can ensure the unity of actions to achieve the goals of the organization.

Personnel planning can be represented in the form of a diagram (Fig. 4.1).

Rice. 4.1. Personnel planning process

Responsibility for personnel planning is shared between HR and line managers.

Human Resources Management Service:

1) participates in the development of the development strategy of the organization, analyzes the needs for personnel, taking into account the plans of the organization;

2) analyzes information about the available personnel, develops proposals for more efficient use of available human resources, predicts the availability of personnel for various options for the development of the organization; works both at the level of individual departments and at the level of the organization;

3) analyzes macroeconomic information, legislation and information on the labor market and educational services to ensure the realistic plans for working with personnel;

4) proposes, agrees, approves strategic plans for working with personnel and is responsible for their implementation;

5) develops forms for the provision of information, applications, plans to facilitate interaction between the personnel management service, line managers and top management;

6) advises line managers on personnel planning issues.

Line managers in the field of personnel planning:

1) analyze the possibilities of fulfilling the plans of the department, taking into account the available personnel;

2) carry out their own analysis of the quantitative and qualitative composition of subordinate personnel, timely submit information and proposals to the personnel management service;

3) make proposals related to the introduction of new technologies or changes in technological processes, to a superior manager and to the personnel management service;

4) participate in the coordination of plans for work with personnel and their implementation after approval.

4.2. Personnel planning principles

The personnel planning process is based on a number of principles that need to be taken into account during its implementation.

First of all it is involvement employees of the organization in the work on the plan at the very early stages of its preparation.

Another principle of personnel planning is continuity , due to the appropriate nature of the economic activity of the organization and the fact that the personnel themselves are in constant motion. At the same time, planning is viewed not as a single act, but as a constantly repeated process.

Principle flexibility implies the possibility of continually making adjustments to previously made personnel decisions in accordance with changing circumstances. To ensure flexibility, the plans must include the possibility of freedom of maneuver within certain limits.

The unity and interconnection of the activities of individual parts of the organization requires adherence to such a planning principle as reconciliation personnel plans in the form of coordination and integration. Coordination is carried out "horizontally" - between divisions of the same level, and integration - "vertically", between higher and lower levels.

Principle profitability means that the cost of drawing up a plan should be less than the effect brought by its implementation. As a planning principle, you can also consider creating the necessary conditions for the implementation of the plan .

The considered principles are universal, suitable for different levels of management; however, specific principles may apply at each level.

For example, when planning in a department, the principle plays an important role bottleneck : Overall performance will be determined by the lowest performing employee. At the same time, at the organizational level, this principle is usually not applied, but perhaps the most important specific principle here is scientific character planning.

Although personnel planning has much in common with other areas of planning, a number of specific problems can arise in its process due to:

- the difficulty of the personnel planning process associated with the complexity of predicting labor behavior, the possibility of conflicts, etc. The possibilities of using personnel in the future and their future attitude to work are predicted with a high degree of uncertainty. In addition, members of the organization resist being "objects" of planning, may disagree with the results of planning and react to this by the emergence of a conflict;

- the duality of the system of economic goals in personnel policy. If in planning in the field of marketing, finance, planning goals affect economic aspects, then when planning personnel, components of social efficiency are added. If in other areas it is possible to operate with quantitative values, then the data in personnel planning are largely of a qualitative nature (abilities, assessment of the work done, etc.).

Rothwell identifies the following difficulties, which cause some gap between theoretical positions and their practical implementation:

- the impact of changes and the difficulty of predicting the future;

- changing priorities of strategies in the organization;

- disbelief in theory or planning by some managers, who more often prefer practical adaptation to theoretical models.

At the same time, Taylor notes: “It might seem that employers simply prefer to wait until their environmental judgment has cleared up enough to see the full picture before mobilizing resources in preparation for the future.

Serious humor

Planning and Parkinson's Law

“The work fills the time allotted for it. Since the work is so stretched in time, it is clear that its volume has nothing (or almost nothing) to do with the number of people doing it. The more time is allotted for it, the more important and complicated the matter is. Everyone knows this, but the consequences of this rule have been little studied, especially in the administrative field. Politicians and taxpayers almost never doubt that bureaucratic states are growing like this because there are more and more cases. The truth is that the number of employees and the amount of work are completely unrelated. The number of employees increases according to Parkinson's Law.

We can distinguish two main driving forces. For our present needs, let us clothe them in the form of two almost axiomatic propositions:

1) an official multiplies subordinates, but not rivals;

2) officials work for each other.

To master factor 1, imagine that a certain official A is complaining about overload. In this case, it does not matter whether it seems to him or so it is; Note, however, that sensations A (true or imaginary) can also be generated by a decline in strength, which is inevitable in middle age. He has three ways out. He can leave; he can ask official B to help him; he can ask for two subordinates, C and D. Typically, A chooses the third path. If he left, he would lose the right to a pension. By dividing the work with its equal B, he risks not getting to the place of W when it is finally free. So it's better to deal with two subordinates.

They will give him weight, and he will divide the work between them, and only he will understand both in one and the other category of cases. Note that C and D are practically inseparable. It is impossible to hire only S. Why then? Because he would share work with A and become equal to him, like the rejected B, and even worse, he would aim for A. So, there should be at least two subordinates, so that each would hold the other, fearing that he might not galloped over. When C complains about the overload (and he will complain), A, with his consent, will advise his superiors to take two assistants to him. To avoid internal friction, he advises taking two for D.

Now, when E, F, G, H also serve under his command, promotion of A in the service is practically guaranteed. When seven employees do what one did, factor 2 comes into play. Seven work so hard for each other that they are all fully loaded, and A is busy more than before. Any paper should appear before everyone. E decides that she is in charge of F, F jot down the answer and gives it to C, C boldly corrects it and addresses D, and D - to G. However, G is going on vacation and hands the case to H, who again writes everything in draft with a signature D and hands the paper to C, who, in turn, looks through it and puts it in a new form on the table A. What does A do? He could sign with a light heart without reading, since he has something to think about. He knows that next year he will take the place of W, and must decide whether C or D will replace him.

He will decide whether to go on vacation G - it seems to be too early, and whether it is better not to let G go for health reasons - he looks bad, and not only because of family troubles. In addition, it is necessary to pay F for the work at the conference and send a petition to E for a pension to the ministry. And I heard that D is in love with a married typist, and G, for some unknown reason, quarreled with F. In a word, But he could have signed without reading.

But this is not A. No matter how tormented him by the problems generated by the very existence of his colleagues, his conscience will not allow him to neglect his duty. He carefully reads the document, crosses out the unfortunate paragraphs introduced by C and D, and returns it to the form that was originally chosen by the reasonable (albeit quarrelsome) F. He also rules the style - none of these youths really knows their language - and as a result, we see the variant that A would have created if C, D, E, F, G and H were not born at all. But this option was created by many people, and it took a lot of time.

Nobody shied away from work, everyone tried. Only late in the evening does A leave his post to embark on the long journey home. Now, in all the windows of his institution, the light is extinguished and the darkness thickens, marking the end of another difficult working day. And he leaves one of the last, stooping heavily, and thinks with a crooked smile that the late hour, like the gray hair, is retribution for success.

(See: S.N. Parkinson. Parkinson's Laws: Per. from English - M .: LLC "AST Publishing House", 2002.)

It seems to them that the more complex and unstable the business environment is, the more expedient it is to take a wait-and-see attitude and only then proceed to concrete actions. "

Common mistakes in personnel planning are the emphasis on short-term needs and the lack of coordination with the long-term plans of the organization, which focuses only on problems and crises in the short term.

The following so-called "traps", or "stumbling blocks" of successful planning can be distinguished:

“1) HR planners have to work in an environment characterized by unclear instructions, different directions in company policy, and a variety of management styles;

2) personnel planning should be supported by senior management;

3) many workforce planning programs fail due to excessive primary "stress": successful programs "start" slowly and develop gradually;

4) coordination of personnel management and management in general is necessary. Otherwise, personnel planning can be carried out "in isolation" from the general management of the firm;

5) personnel planning must necessarily be integrated into the overall plans of the organization. At the same time, the interaction between the planning departments and the personnel department is important;

6) the opposition of quantitative and qualitative approaches can lead to the fact that some consider personnel planning as a kind of numerical technique for organizing the flow of movement of people in an organization. Others focus exclusively on the individual advancement and career development of employees, that is, on a quality approach. The optimal result is obtained by the synthesis of the first and the second;

7) workforce planning is not exclusively a function of the workforce planning department. Successful personnel planning depends on the involvement of other managers who work directly with people on the ground;

8) as personnel planning becomes more and more popular, constantly emerging new technologies, techniques, etc. are increasingly involved in its process. because "everyone uses it."

4.3. Basic elements of personnel planning

4.3.1. Analysis of staff composition

First of all, an analysis of the actual compliance of the qualitative and quantitative composition of the personnel with the tasks facing the organization and the requirements for the performers is carried out. At the same time, the assessment takes the form of constant monitoring, and not periodic events (that is, the answer to the question: "What is available?" Is always ready).

The main task qualitative analysis- determination and assessment of knowledge and skills of employees by clearly defined planning time.

The task of quantitative analysis of the composition of personnel is to determine the number of employees for each category of personnel (for example, an employee or worker, trained or unskilled personnel, men and women, youth, etc.).

It is important to establish the nature of the discrepancy between the required and available personnel, since this determines the range of measures aimed at eliminating such a discrepancy.

4.3.2. Personnel Needs Planning

The main goal is to determine the quantitative and qualitative needs for personnel to ensure the present and future productivity of the enterprise.

A specific definition of the need for personnel is a calculation of the required number of employees based on their qualifications, time, employment and placement in accordance with the current and future development objectives of the enterprise. The calculation is made on the basis of comparing the estimated demand for labor and the actual state of security for a certain date and is an information basis for making managerial decisions in the field of personnel attraction, training and retraining.

The need for personnel is influenced by external and internal factors in relation to the organization (Figure 4.2).

Rice. 4.2. Factors influencing the need for staff

As R. Marr notes, determining the need for personnel can cause the creation and strengthening of "conflict potentials" in cases where:

- determining the need for personnel leads to results that infringe on the interests of individual employees (for example, dismissals);

- when determining the quantitative need for personnel, it is found that there are either too few or too many employees. In the first case, the need arises for overtime, leading to overloading of employees and causing them a feeling of dissatisfaction. In the second case, there is a threat of conflicts with financial services, if non-productive costs are identified, caused by an incorrect definition of the need for personnel;

- the results of determining the need for personnel are either not communicated to employees or do not inspire confidence in them, for example, based on past negative experiences;

- determining the need for personnel serves as a tool for creating or building up power capacities in the organization, in particular by identifying a high need for personnel, since the number of employees is considered an indicator of the importance of the relevant unit in the organization. At the same time, conflicts arise in departments where it is believed that their personal resources are too small.

At the same time, an unmistakable determination of the need for personnel is a prerequisite that employees will be at the disposal of the organization in accordance with its quantitative, qualitative, temporal and territorial needs, and thus eliminates conflicts that could arise due to imbalances in the above areas.

4.3.3. Staff planning

It comes directly from the planning of personnel requirements and also takes into account both quantitative and qualitative aspects. It is subdivided into four components:

– recruitment planning... It is associated with the choice of sources for attracting candidates (external or internal), as well as familiarizing potential candidates with the proposed vacancies using the media (publications, the Internet, etc.);

– selection planning... It is associated with the choice of selection tools, as well as structuring the individual stages of the selection of candidates for vacancies;

– hiring planning... The norms of labor law and legislation are taken into account, including when concluding labor contracts;

– planning of employee adaptation, i.e., events that promote the acquaintance of new employees with the organization, workplace and team.

4.3.4. Personnel planning

Its purpose is to ensure the correspondence of the distribution of employees to workplaces, the basis of which is the compliance of qualifications with the requirements of a given workplace. Comparison of the qualification profile of employees and these requirements makes it possible to assess the coefficient of professional suitability of employees at the workplace.

In addition, when planning the use of personnel, one should strive to ensure the optimal degree of employee satisfaction with their jobs, taking into account their abilities, skills, motivation. Planning the use of personnel is implemented in the development of a plan for the replacement of regular positions.

Another area of ​​this planning element is the planning of employees' time (development of plans for work shifts, plans for the use of a non-permanent and partially involved workforce and support employees, organizing the use of employees in an unstable work cycle associated, for example, with seasonal changes in trade). It is also necessary to pay attention to the planning of vacations, planning the provision of employees to participate in various educational programs.

4.3.5. Personnel development planning

The goal is to identify future job requirements and plan activities that contribute to the professional development of employees. Personnel development planning is intended to use internal resources, and not to search for personnel in the external labor market. It can be divided into educational planning, employee development and career planning.

All personnel development activities should be aimed at eliminating the deficit in the knowledge and skills of employees. Many large enterprises to train their employees create their own educational centers that are as close as possible to the specifics of the company's activities. Small and medium-sized organizations can use the services of external educational centers.

4.3.6. Planning the release of personnel

The goal is to establish and timely or proactively reduce the surplus of personnel. The reasons for the release may be the termination of production due to the inexpediency of the further existence of the enterprise; decline in production; new technical development; changing requirements for jobs; organizational change, etc.

To prevent qualified personnel from spilling out into the external labor market and to mitigate social tension, organizations can use advanced staff release: developing forecasts for staff release and planning ways of alternative use of employees. Unfortunately, this area of ​​personnel management has not been developed in domestic organizations.

When planning the release of personnel, first of all, you should outline measures that do not require staff reduction:

1) termination of employment. This measure makes it possible, at the expense of their own loss of workers, to find jobs for redundant workers;

2) movement of surplus labor to other vacant places;

3) reduction of working hours. In this case, the surplus will be eliminated due to the fact that more workers will be required. There are several options for such a reduction: cancellation of overtime, transfer of part of the workers to part-time work, etc .;

4) cancellation of the transfer of orders to other organizations, if these orders can be fulfilled on their own, without losing the connections necessary for the organization;

5) introduction of a shortened working week.

Then, activities are planned aimed at reducing employees. Preference is given to those measures in which employees leave the enterprise voluntarily. In this case, payment can occur monetary compensation upon dismissal (in Western enterprises up to 7-10 monthly salaries, depending on the length of service and a number of other indicators); early retirement; assistance to the employee in the selection of a new place of work, etc.

4.3.7. Personnel cost planning

The goal is to establish changes in personnel costs within a certain planned period of time. In this case, a comparison is made with the expected degree of success of the enterprise, its ability to withstand such a change in costs. This element of personnel planning is closely related to financial planning and business analysis.

In industrialized countries, the importance of cost planning is due to the tendency for an increase in the weight of personnel costs in the costs of the enterprise, which can be explained by the following factors:

- imbalance in worker productivity and personnel costs;

- the use of new technologies that require more qualified and, accordingly, more "expensive" personnel;

- the impact of legislation and tariff agreements.

When planning personnel costs, one should keep in mind, first of all, the following cost items: basic and additional wages; social security contributions; travel and business travel expenses; expenses for training, retraining and advanced training of personnel; costs associated with surcharges for catering, with housing and domestic and cultural services, physical education, health care and recreation, providing children's institutions, the purchase of special clothing. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and ergonomics of work, technical aesthetics), a healthy psychological climate in the organization, and the creation of jobs.

If the organization has a high turnover of staff, additional costs appear associated with the search for a new workforce, instructing it and mastering the work. With a high turnover of personnel, the amount of remuneration for overtime work, the level of rejects and the number of downtime grows, the level of morbidity, industrial injuries increases, and early disability sets in. All this leads to an increase in personnel costs, to an increase in the cost of production and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

An experience

Planning as a sign of management culture

“Planning is one of the hallmarks of a high management culture in a company. While working in a recruiting agency and discussing recruitment orders with companies, I always ask when the required employee should start work. And often I get the answer: "Yesterday!" Interestingly, this is much more common in Russian companies than in Western companies. Having a recruiting plan is a prerequisite for budgeting HR activities. A colleague of mine once said: "If I were allowed to ask him only one question to evaluate the HR manager, I would ask about the budget of the HR department he heads." Indeed, the absence of such a budget or, on the contrary, its availability, volume and structure are important characteristics of the organization of work with personnel in the company. "

(Valery Polyakov, President of the Personnel Association "Metropolis")

4.4. Personnel planning methods

Various methods can be used when planning staffing requirements.

Balance method is based on the mutual alignment of the resources available to the organization and the needs for them within the planning period. If the resources are insufficient in comparison with the needs, then there is a search for their additional sources to cover the deficit. The necessary resources can be attracted from the internal or external labor market. The algorithm for calculating the actual need for personnel is presented in table. 4.1.

The normative planning method consists in the fact that the basis for the planned targets for a certain period are the rates of expenditure of various resources (in our case, labor) per unit of output (in this case, working time, wage bill consumption, etc.).

Table 4.1 Sequence of calculating staffing requirements

TO labor standards include the rates of production, time, service, number. They are established for workers in accordance with the achieved level of development of technology, technology, organization of production and labor. In conditions of collective forms of organization and remuneration of labor, consolidated complex norms can be applied. As certification is carried out, the rationalization of workplaces, the introduction of new equipment and technology, the implementation of organizational and technical measures that ensure the growth of labor productivity, the standards are subject to mandatory revision. The normative planning method is used both independently and simultaneously with the balance one.

When using the standard method, the initial data for determining the required number of workers are the production program for the planned period of time; time rates, production rates; labor intensity of the production program; organizational and technical measures to reduce the complexity of the program; reporting (calculated) data on the rate of implementation of standards; balance of working time of one worker (Table 4.2), etc. The balance of working time is compiled for each structural unit separately.

Table 4.2 Balance of working hours of one average worker per year

In simplified calculations, the total need for personnel is determined by production rates:

H pl = Q pl / V pl, (4.1)

where H pl is the average planned number of workers; Q pl is the planned volume of production; In pl - the planned rate of production per worker.

The planned number (Ppl) of pieceworkers and time workers employed in standardized jobs is determined using data on labor intensity production program according to the formula:

H pl = [T pr / F pl]? K cn, (4.2)

where T pr is the labor intensity of the production program; F pl - useful fund of time of one worker (determined from the balance of working time); K cn - the coefficient of recalculation of the attendance to the payroll (in discontinuous production it is determined by the ratio of nominal time to the attendance, in continuous - by the ratio of the calendar to the attendance).

The calculation of the number of workers engaged in the maintenance of equipment, its adjustment, repair and other auxiliary work is carried out according to service standards according to the formula:

H pl = [(O? S) / N o]? K cn, (4.3)

where O is the number of pieces of equipment; C is the number of shifts; N o - the rate of service (how many pieces of equipment can be served by one worker).

Example ... The enterprise has 1000 units. equipment. The maintenance standard for one repairman is 100 units. per shift. The enterprise works in two shifts. The nominal fund of working time is 265 days, the real fund is 230 days. The number of locksmiths-repairmen is calculated as follows:

H pl = [(1000? 2) / 100]? (265/230) = 23 people

With regard to works for which their volumes and production rates are not established, the number of workers can be determined directly by workplace:

H pl = n? WITH? K cn, ((4.4)

where n is the number of jobs.

Example. There are four cranes in the workshop. Each of them is serviced by a crane operator and two slingers. The workshop works in two shifts. Working time data - as in the previous task. Accordingly, the required number of crane operators will be:

H pl = 4? 2? (265/230) = 9 people;

slingers:

H pl = 4? 2? 2? (265/230) = 18 people.

Calculation according to the size standards is carried out when a production facility or equipment is serviced by a group of workers, and their placement within the facility is not predetermined. The headcount rate is determined on the basis of the service rate or service time rate by the formula:

H h = (R / N o)? K cn, (4.5)

where P is the amount of work; N about - the rate of service (in the same units as the amount of work).

When determining the number of administrative and management personnel, you can use Rosencrantz formula... It serves to check the compliance of the actual number with the required one, which is set by the load of a given division or the enterprise as a whole:

where H is the number of administrative and managerial personnel of a certain profession, specialty, department, etc.; n is the number of types of organizational and managerial work that determine the workload of this category of specialists; m i - the average number of certain actions (settlements, order processing, negotiations, etc.) within the i-th organizational and managerial type of work for a set period of time (for example, a year); t i is the time required to complete unit m within the i-th organizational and managerial type of work; T - work time a specialist in accordance with the labor agreement (contract) for the corresponding period of calendar time, taken in the calculations; K nrv - coefficient of the required distribution of time; K frv - coefficient of the actual distribution of time; t p - time for various works that cannot be taken into account in preliminary (planned) calculations.

The coefficient of the required distribution of time (K nrv) is calculated as follows:

K nrv = K dr? NS? K n, (4.7)

where K dr is a coefficient that takes into account the costs of additional work, previously unaccounted for in the time required for a certain process

usually within 1.2? To others? 1.4; To about - the coefficient taking into account the time spent on rest of employees during the working day, as a rule, is set at the level of 1.12; K p - the coefficient of recalculation of the attendance in the payroll.

The coefficient of the actual distribution of time (K frv) is determined by the ratio of the total fund of working time of any department to the time calculated as

An experience

Planning example

To determine the number of personnel, the management of the Major Automobile Holding uses several methods. When a new dealership opens, its staff is formed based on the experience of foreign car companies. The amount of compulsory work per center in the first months of its development is approximately the same, so for each of them there are about 40 standard job positions. They are divided into typical divisions: directorate (director of the center and 2 secretaries), car sales salon (manager, administrator and 4 sales consultants), spare parts sales department (manager and three salespeople), service department (5 general managers and 12 mechanics), warehouse (manager and 2 employees), etc.

Over time, the number of dealership customers grows (when and how it will increase, the company knows approximately based on its own market research), so the typical staff needs to be replenished. For example, to determine how many additional technical staff to hire, the Major uses an output rate, which indicates how long it takes one employee to complete a given amount of work. The base of the production rate is compiled by the research departments of the suppliers - the automotive companies. For example, according to these standards, a mechanic at a Nissan dealership must have time to replace the air filter in 0.2 hours, the engine oil in 0.4 hours, and the front pads in 0.6 hours. the conclusion whether the service staff will cope with it or if additional mechanics are needed.

Major also conducts functional analysis to find out if employees over time do not have new tasks that distract them from the main ones. For example, car loan sales have grown sharply. All issues related to the paperwork for such purchases were resolved by sales assistants. It soon became clear that due to the paperwork, they had less time to carry out their main function - to communicate with customers and sell cars. To relieve the sales force, a new position was introduced in all dealerships - a credit manager.

((Based on the materials of the "Secret of the firm" magazine))

TO mathematical and statistical include the following methods of planning staffing requirements.

Extrapolation method - transferring the current situation (proportions) to the future. The attractiveness of this method lies in its general availability; limitation - in the inability to take into account changes in the development of the organization and the external environment. Therefore, the method is suitable for short-term planning and for organizations with a stable structure operating in a stable environment. Many organizations use the adjusted extrapolation method, which takes into account changes in the ratio of factors that determine the number of employees - increased productivity, higher prices, etc.

Regression analysis method - establishing the relationship between the number of personnel and the factors influencing it. In linear regression (i.e., Y = a + bX), forecasts are based on the correlation between employment and a business measure such as sales. Since no factor can fully reflect the need for staff, such forecasts are unlikely to be accurate, except perhaps for small firms in very stable environments. Accordingly, to calculate the state of demand in the future, it may be necessary to enter an extended set of factors, which will lead to multiple regression analysis (i.e., Y = b 0 + b 1 x 1 + b 2 x 2 + b 3 x 3 + b 4 x 4 + ...). The coefficients b are calculated to separate the direction and magnitude of the impact that each variable has on human demand. After that, the obtained estimates of the independent variables are entered into the equation for calculating the staffing requirements.

Linear programming techniques allow, by solving a system of equations and inequalities linking a number of variable indicators, to determine their optimal values ​​in mutual combination. This helps, according to a given criterion, to choose the most suitable option for the functioning or development of the control object, for example, the distribution of workers, which, on the one hand, allows to serve all customers as fully as possible, and on the other hand, to do this at minimal cost, etc. However, the possibilities of using this methods in the field of workforce planning are limited.

Expert judgment method based on the use of expert opinion to determine the staffing needs. Such specialists in the organization are, first of all, heads of departments. The HR department collects and processes assessments. Depending on the size of the organization and the number of line managers, various methods can be used for this - group discussion, a written review (where each manager is asked to answer a questionnaire prepared by the HR service), the Delphi method - a written dialogue between the personnel service and a group of experts. The HR department develops a questionnaire on staffing requirements and sends it to experts, then processes their responses and returns the summarized results to the experts along with questions. This procedure is repeated until the experts reach an agreement on manpower requirements.

The advantage of the peer review method is the involvement of line managers, whose knowledge and experience give the plan additional weight in the eyes of senior management. The disadvantages of this method are the laboriousness of the process of collecting and processing expert opinions, as well as the subjectivity of their judgments.

In order to optimize the headcount, it can also be used benchmarking method ... For this, companies use open or commercial information sources. In this case, direct competitors or separate divisions of successful firms can be used as a "role model". However, this method provides only rough guidelines. In addition, in most cases, direct copying is not correct and you have to use a number of additional indicators (costs per employee; the ratio of the number of personnel to the volume of work performed; the share of the company's turnover or profit per employee).

Personnel planning tasks

Problem 1 ... Based on the initial data, calculate the number of required personnel according to service standards.

The number of units is 8.

The operating mode of the units is 2 shifts.

The number of units working in the 1st shift is 8.

The number of units working in the 2nd shift is 4.

Useful fund of time for 1 employee per shift - 7 hours.

Time for additional maintenance of the unit per shift - 1.4 hours.

The conversion factor of the attendance headcount into the payroll headcount is 1.15.

Task 2 ... Based on the available data, calculate the number of production personnel for each type of work in terms of labor intensity.

Problem 3 ... The development plan of the company in the forecast period (next year) provides for an increase in the volume of production only due to an increase in labor productivity, without increasing the number.

From the analysis of the indicators, it was found that 40% of employees reaching retirement age remain to work at the company.

The share of employees for whom the retirement age will come at planned period, - 6% of the total headcount.

The share of attrition due to disability and mortality is 3% of the total headcount.

The number of those dismissed into the ranks of the armed forces is expected to be in the region of 60 people, in connection with the assignment to study - 40 people.

The share of dismissals due to natural loss, leaving for study, conscription into the army is about 60% of the planned loss.

The staff turnover rate is expected to be reduced in the planning period from 14 to 10%.

Newly recruited personnel after serving in the army make up 10% of the number of employees who are transferred to the armed forces.

The task : determine the total number of company personnel and the number of employees who need to be attracted from external sources.

Questions and tasks for self-examination

1. What are the main tasks and principles of personnel planning.

2. How is the responsibility for personnel planning allocated between HR and line managers?

3. Describe the main elements of personnel planning.

4. What factors influence the organization's need for personnel?

5. Describe the main methods of planning staffing requirements.

6. Solve the tasks of planning staffing needs.

Is the process by which senior management representatives define the intentions and goals of the organization and the means to achieve them.

Personnel planning - the process of systematically analyzing staffing needs to ensure that the right number of people with the right skills are available - where they are needed, and when they are needed.

Human resource planning includes the selection of an internal and external workforce based on the vacancies that are foreseen in the organization over a certain period of time. Naturally, strategic planning precedes personnel planning.

Specific quantitative and qualitative plans in the field of human resources are determined by the plans of the organization. Note that two factors influence personnel planning - need and availability... Forecasting the need for human resources includes determining the number and type of workers needed by their skills and placement. This design reflects various factors such as production plans and performance changes. To predict the availability of resources, the HR manager will look at internal sources (already hired employees) and external sources (labor market). After analyzing the need for workers and their availability, the firm can determine whether it has a surplus or a shortage of employees. If a surplus of workers is predicted, ways must be found to reduce their number. Some of these methods include limited hiring, reduced hours worked, early retirement, and layoffs. If a shortage of workers is predicted, the firm must get the right amount of appropriate quality employees from the labor market.

Since the conditions of the external and internal environment can change rapidly, the human resource planning process must be constant. Changing conditions can affect the organization as a whole, thus requiring an extensive change in forecasts. Planning in general gives managers the ability to anticipate and prepare for changing conditions, while personnel planning, in particular, gives them flexibility in managing people.

5.1.1. Forecasting from the ground up

Zero-level forecasting technique uses the current level of employment in the organization as a starting point to determine the future need for staffing. Essentially, human resource planning follows the same procedure as zero-based budgeting, where each budget must be justified annually. If an employee retires, quits, or leaves the firm for any other reason, the job is not automatically taken over. Instead, an analysis is undertaken to determine whether the firm can justify the occupation of the position. Similar attention is paid to the creation of new positions when it appears that there is a need for them. The key to forecasting from scratch is a thorough analysis of human resource requirements. In today's globally competitive environment, vacancies are thoroughly analyzed before a replacement is authorized. Very often the position is not occupied, and the work is distributed among the remaining employees.

5.1.2. Upside Down Approach (Bottom Up)

The forecasting method used throughout the organization, from the lowest levels of the organization and at higher levels, ultimately represents a cumulative forecast of employment needs.

Some firms use what might be called the bottom-up (bottom-up) method of predicting employment. It is supported by the argument that the manager in each department is the best informed about the needs of the workplace. Using techniques "upside down" (bottom up) each subsequent level of the organization, starting from the lowest, predicts its needs, in the end, this will make a cumulative forecast of the required workers. Forecasting the need for personnel is more effective when managers implement it systematically, according to current and projected needs, while realizing that the HR department needs appropriate time to prepare for the use of internal and external sources.

5.1.3. Using mathematical models

Another approach to predicting the need for human resources is use of mathematical models to predict future needs. One of the most commonly used employment forecast metrics is sales. There is a positive relationship between demand and the number of workers required. Using this method, managers can roughly estimate the number of workers required for different levels of demand.

5.1.4. Modeling

Modeling Is a technique for conducting an experiment with a real situation using a mathematical model representing this situation. The model is a generalization of the real world. Thus, modeling is an attempt to represent a real-life situation using mathematical logic in order to predict what will happen. Simulation helps HR managers by allowing them to ask many questions like "what if" and at the same time not forcing to make decisions that lead to real results.

In human resources management, simulations can be conducted to represent the relationship between employment rates and many other variables. The manager can ask questions in this case what if like the following:

What happens if we put 10 percent of the current workforce on overtime?

What happens if the plant uses two shifts? Three shifts?

The purpose of the model is to enable managers to gain significant understanding of a particular problem before actually making a decision.

5.2. Forecasting the need for human resources

Demand forecast is an assessment of the number and qualities of employees that the organization will need in the future to achieve its goals. Before making an assessment of the need for human resources, you must first make a forecast of the demand for the firm's goods or services. This forecast is then transformed into data on human demand to provide the metrics needed to meet demand. For a personal computer firm, metrics can be formulated as the number of units planned to be issued, as the number of purchase requisitions, as the number of sureties to be processed, etc. For example, a weekly production of 1000 personal computers may require 10,000 hours of pickers in a 40-hour work week. Dividing 10,000 hours by 40 hours of the work week gives the answer that 250 assembly workers are required. Similar calculations are made for other types of work required for the production and sale of personal computers.

Demand forecasting gives managers a means to estimate how many and which employees are needed. But there is another side to the coin - as the next example shows.

A large manufacturing firm on the West Coast of the United States was preparing to start work at a new plant. Analysts have already determined that the new product demand will exist for a long time. There were no problems with financing, equipment was placed. But within two years, production could not start in any way! The administration made a fundamental mistake: it studied the demand side of human resources, but did not study the supply. There were not enough skilled workers in the local labor market to work in the new market. New workers had to receive a comprehensive education before they could take on the newly created jobs.

Determining whether a firm is able to provide itself with employees with the necessary skills and from what sources is called predicted availability... It helps to show whether the required number of employees can be obtained within the company itself, or outside the organization, or from these two sources.

Many employees who need to be placed in future positions may already be working for the firm. If the firm is small, management probably knows its employees well enough to match their skills and desires to the needs of the company. However, as the organization grows, the recruitment process becomes more complex. Organizations that take people seriously use databases. Succession planning also helps in securing an internal supply of highly qualified management personnel.

The databases include information about all employees - both at the managerial level and others. Information commonly reported about ordinary workers includes the following:

Basic education and curriculum vitae;

Work experience;

Individual skills and knowledge;

Available licenses and certificates;

Training programs completed during the period of work in the organization;

Previous performance assessments;

Professional goals.

Firms can maintain additional databases for their managers. Essentially, this type of checklist contains information for decisions to replace or upgrade. It is expected to include this kind of data:

Track record and work experience

Basic education

Assessment of strengths and weaknesses

Growth needs

Current potential for promotion, prospects for further growth

Results of current work

Sphere of specialization

Preferred job

Geographic preferences

Career goals and desires

Expected retirement date

Personal (private) history, including psychological assessment of personality

5.3. Determining the need for staff

The need for staff, as well as for other types of resources, depends on many factors. Since personnel are a special and most important type of resource, and the qualities of employees cannot be accurately measured, in so far as planning the need for personnel and especially meeting this need is much more difficult than the need for material and financial resources, and here, even after staffing, there is a high probability of finding an error admitted at the planning and selection stage.

The need for personnel is influenced by the circumstances associated with the characteristics of the achieved level of development of the company and the expected state after the completion of the next stage of development. These circumstances may be: dynamics and forecast of the state of the market in which the organization operates (the prospects for business activity and the expansion or contraction of the market for goods, services of the firm); internal resources of the firm, including human resources, and their development (availability of reserves and their size); policy in the field of production, personnel and economics (what the firm usually undertakes, what ways and methods it uses in these areas); the state of the labor market for the professions required (the ratio of supply and demand, the price of workers), etc.

Usually, the need for personnel is determined at the stage of developing programs for the implementation of a development strategy, preparation and development of a business plan.

At the preparatory stage, the prospects for the organizational, economic and production development of the company are agreed, and applications from managers for the acquisition of their divisions are collected.

At the stage of developing a business plan, its sections are linked to each other and balancing in terms of timing, performers, resources and sources of their receipt.

Among others, as part of business plans, sections are developed that are directly related to personnel - these are the sections "Personnel" and "Management".

Based on the assessment of the state of factors affecting the company's need for personnel, mission and personnel policy, measures are being developed for the planned period: upcoming reductions, recruitment, including key specialists, relocations, professional development, changes in the system of motivation and evaluation of results, increasing the level of working life and labor safety, etc.

The number of workers is determined, as a rule, normative method... On the basis of the norms of time, output, maintenance or labor intensity of the planned volume of production, the need for workers in the necessary specialties is determined, while the average category of the planned work and workers is linked. Time rates are taken from industry or republican reference books of standards or are developed in the organization itself based on experience, examples or by calculation. In a simplified form, the number of pieceworkers is determined by the formula:

where t- the total labor intensity of a certain type of work;

F p - full useful fund of working time of one employee per year; on average F p = 1910 hours;

q n - coefficient of performance by workers of production standards.

where B is the planned volume of production in a given period in the appropriate units of measurement;

In n - the rate of output per worker in the planning period in the same units of measurement.

The number of employees in the general case is determined by the formula:

where T n is the annual labor intensity of the standardized work, determined in accordance with the standard norms of time and the planned volume of work, or by expert advice;

T nn - the annual labor intensity of non-standardized work, determined mainly by expert advice.

In more detail, the problems of determining the need for personnel and methods for calculating the number of employees of various categories are considered in a number of works devoted to the regulation and organization of labor, personnel management.

Since the content of the work of employees, and especially specialists and managers, has a large percentage of non-standardized, creative work, it is difficult to determine the need for specialists and managers. For managers, there are average standards of manageability (Table 5.1).

Table 5.1

Controllability standards

When determining the number of subordinates, the following factors are used:

Competence level of the manager and subordinates;

The intensity of interaction between groups or individual subordinates;

The amount of work of a non-managerial nature at the head and the need for contacts outside the unit;

Similarity or differences in the content of the work of subordinates (with the same work, the permissible number of subordinates is greater);

The breadth of new issues in the department (share of innovations);

The level of standardization and unification of management and production procedures in the organization;

The degree of physical differences in activity.

In the cross-sectoral methodological materials on improving the organizational structures of management of enterprises and production associations, the norms of manageability are given:

For heads of organizations and their first deputies - no more than 10-12 people. (divisions);

For functional departments- at least 7-10 people;

For functional offices - at least 4–6 people;

For design and technological departments - 15–20 people;

For design and technology bureaus - 7-10 people.

The position of the deputy head of a division is introduced, as a rule, when the controllability norm is exceeded by 1.5 times.

The need for personnel is influenced by the organizational structure of the company: linear, line-staff, functional, program-target, matrix, divisional, which, in turn, depends on fundamental approaches to the division and organization of labor. The factors that determine the structure of the organization can be objective, reflecting the specifics of production and the equipment and technology used, they can also be subjective, reflecting the personal potential of the leader and his team.

Let's consider some examples of calculating the number of personnel.

Example 1. Planning the number of personnel of the organization based on the forecast of changes in labor intensity.

Initial data (results of the current year, determining the number of personnel):

The number of lifts in service - 10 252;

The total number of productive hours worked on the maintenance of elevators - 218,000 (useful fund of time);

Number of employees: production (mechanics) - 145, non-production - 16.

Forecast for next year:

The time rate for servicing one elevator is increased by 15%;

The efficiency of using working time (the fund of useful time of each mechanic) will increase by 10%;

The order book will remain unchanged;

The ratio between production and non-production personnel will not change.

Calculation of standards for the current year:

Time spent on servicing one elevator = 218,000 / 10,252 = 21.3 hours;

Fund of productive time of one mechanic = 218,000 / 145 = 1503 hours;

The ratio of the number of productive and unproductive workers = 145/16 = 9.1.

Taking into account the forecast, the need for personnel for the next year is calculated:

The time spent on servicing one elevator will be 21.3 / 1.15 = 18.5 hours;

The required number of productive hours will be 18.5 x 10 252 = 189 662 hours;

The productive time fund of one mechanic will be 1503 x 1.1 = 1653 hours;

The required number of mechanics will be 189 662/1653 = = 115 people;

The number of non-production personnel will be 115 / 9.1 = 13 people.

Example 2... Labor rationing and calculation of the number of employees.

With regard to employees, rationing consists in establishing a measure of labor costs when performing a given amount of work for a certain period. In this case, the measure of labor costs can be expressed either directly in the time spent by an employee of the required qualifications to perform a unit of a particular work entrusted to him, or indirectly through the number of employees, which is necessary to perform a certain function.

Managerial labor as a type of mental activity allows for the possibility of its quantitative and qualitative assessment based on the creation and use of a system of basic standards reflecting the measure of the costs and results of this labor at the level of primary elements.

Basic standards are calculated values ​​on the basis of which consolidated standards are developed, since the use of directly basic standards for standardizing specific works is often unnecessarily laborious.

Basic standards are created for typical elementary actions in three directions - the perception of information (listen, read, observe), its processing (actually mental work to find solutions) and use (speak, write, direct impact on a material object); into typical elementary complexes, each of which is a process consisting of at least three elementary actions (one from each direction).

When determining mental costs, it is necessary to investigate and develop the dependence of these costs on various norm-forming factors.

There are three types of complexity of the problem being solved - constructive (structural, large-scale), creative (intellectual) and operational complexity.

Each type of difficulty corresponds to a certain coefficient. For example, the coefficient of creative complexity (K TC) is set based on the following conditions: if additional information(preparation) is not required or you can limit yourself to a small analysis, then K mc = 1; if analysis is required, but the general approach, principle, order of solution are established, K TC = 1.7; for complex work with little previous experience K TC = 2.0; with complex problems and lack of previous experience K TC = 2.5; for complex problems, the solution of which is associated with the analysis and synthesis of many uncertain factors, K TC = 3.0.

Constructive complexity is determined by the composition and number of interrelated parts in the problem being solved, the number of object parameters, the degree of their diversity, etc. Operational complexity is associated with the required accuracy of decisions made, the degree of their regulation, independence, responsibility, degree of risk, scale of decision, urgency.

The coefficients are set by the experts.

To calculate the optimal number of employees for many industry-wide functions, consolidated standards for the number of employees for management functions were developed. These standards could be translated into differentiated for individual departments and positions, taking into account the specifics of the division of labor in a particular organization.

There are enlarged time standards for office work, standard time standards for the development of design documentation, technological documentation, standards for the number of engineers for rationalization and invention; uniform norms of time for drawing and copying works, etc.

Table 5.2 shows an example of calculating the planned number of employees in the organization's archive, made according to the enlarged time standards for office work.

The annual labor intensity of work Т n is calculated according to the time standards, adjusted for the coefficient K= 1.1, taking into account the time spent on organizational and technical maintenance of the workplace, rest (including physical culture breaks) and personal needs: T n = 2136 x 1.1 = 2349.6 people. / h

The labor intensity of work not provided for by the collection of consolidated standards (non-standardized work), T nn is determined by expert advice and is 50.3 people. / h

Table 5.2

Initial data for calculating the number of employees in the organization's archive

The useful fund of the working time of one employee per year Phn is taken on average equal to 1910 hours. Substituting the initial data into the formula, we get the required planned number:

An employee who has taken a given workplace has the right to count on additional remuneration for increased labor intensity.

5.4. The concepts of rationing and organization of labor, their meaning

Without norms of expenditure of material factors and labor, it is impossible to plan activities, set clear goals, and determine results. Norms of various kinds are standards based on a scientific or everyday (everyday) approach, without which the activity would ultimately lose its expediency. Sometimes, without knowing it, we correlate all our actions, weighed them against some norms. The content and quantitative parameters of norms, as F. Taylor proved, are radically influenced by the organization of labor. Let us give definitions to some of the basic concepts of the organization and regulation of labor.

Organization of production- the form, the procedure for combining labor with the material elements of production in order to ensure the release of high-quality products, to achieve high productivity of social labor, on the basis of better use production assets and labor resources.

Scientific organization of labor (NOT)- labor organization based on the achievements of science and advanced experience, systematically introduced into labor activity, allowing the best possible connection of technology and people in the labor process, ensuring the most efficient use of material and labor resources, continuous increase in labor productivity, contributing to the preservation of human health, gradual transformation labor into a vital necessity.

NOT is designed to solve three main interrelated groups of tasks: economic - to ensure the most rational use of labor and material resources and thereby accelerate the growth rate of labor productivity and increase production efficiency; psychophysiological - to ensure the most favorable conditions in the labor process in order to preserve the health and sustainable performance of a person - the main productive force of society, ensure the content and attractiveness of labor, improve the culture and aesthetics of labor; social - to foster a positive attitude to work, create conditions for the comprehensive development of the personality of workers, the transformation of labor into the first vital necessity.

Division of labor, differentiation is the specialization of labor activity, leading to the isolation and coexistence of its various types. Social division labor is the differentiation in society as a whole of various social functions performed by certain groups of people, and in this regard, the allocation of various spheres of society (industry, Agriculture, city and countryside, science, art, army, etc.), which, in turn, are divided into smaller industries. Technical division of labor - the division of labor into a number of partial functions, operations within the enterprise, organization. The social and technical division of labor finds expression in the professional division of labor. The specialization of production within the country and between countries is called the territorial and international division of labor. The type of division of labor is determined by the prevailing relations of production. The initial division of labor (sex and age) is natural. Subsequently, the division of labor in combination with the action of other factors (the growth of property inequality, etc.) leads to the emergence of classes, the opposition between town and country, between mental and physical labor.

Manufacturing process- the process of converting raw materials into finished products. Usually, there are main production processes, the purpose of which is to release products for the market, and auxiliary (repair, transport, etc.), ensuring the normal functioning of the enterprise, production processes. Each production process can be viewed from two sides: as a set of changes that the objects of labor undergo (technological process), and as a set of actions of workers aimed at expediently changing the objects of labor (labor process).

Technological processes They are classified according to the following main features: the source of energy (passive and active), the degree of continuity (continuous and discrete) and the method of influencing the object of labor (mechanical - manual or machine, and hardware).

Labor Processes are classified according to the characteristics: the nature of the object and product of labor (material-energy, characteristic of workers, and informational, characteristic of employees), by functions (for workers - basic and auxiliary, for employees - the functions of managers, specialists and technical executors), according to the degree of human participation in influencing the subject of labor (degree of labor mechanization) (manual, machine-manual, machine, automated), according to the severity of labor.

When organizing and planning production, rationing and remuneration, accounting for costs, the production process is divided into operations.

Operation- a part of the production process performed on a certain subject of labor by one worker or link (team) at one workplace.

Workplace- the zone of labor activity of one worker or link (brigade), part of the production space, the sphere of application of labor of one worker, link.

Labor rationing- type of production management activity aimed at establishing the necessary costs and results of labor, as well as the necessary ratios between the number of employees different groups and the number of pieces of equipment. Allocate norms of time, production, service, number, controllability, norms of expenditure of working time, labor force, material resources, energy etc. General provisions on labor regulation, development, introduction, replacement and revision of norms, providing the employer with normal working conditions for the fulfillment of norms are given in Chapter 22 of the Labor Code of the Russian Federation.

To the main methods of labor rationing include analytical related to the division of the labor process into elements, the study of these elements and the receipt of technically and scientifically based standards, and total that use experience or statistics and allow to obtain experimental statistical norms. More information about labor rationing can be found in special works and guidelines.

Methods for researching work processes and working time:

Timing - used to analyze labor techniques and determine the duration of recurring elements of the operation; distinguish between continuous, selective and cyclic types of timekeeping;

Photo of working time (RFW) - is used to establish the structure of working time costs (time spent on all types of work and breaks that were observed during a certain period of time); FRV by the types of observed objects are divided into individual FRV, group (in particular, with a brigade form of labor organization), self-photography, FRV of equipment, production process; FRV methods - direct measurements of time, the method of momentary observations;

Photo timing - is used to simultaneously establish the structure of the cost of working time and the duration of individual operations.

Technical means research of work processes and working time - stopwatch, chronoscope, cinema and television cameras.

Workplaces classified by profession, number of performers, type of production, type of production, degree of specialization, level of mechanization, number of equipment. The organization of workplaces includes a system of measures for equipping with means of production, objects of labor and their placement in a certain order (equipment, planning, order of service of RM).

Organization of service of workplaces classified by functions (production and preparatory, instrumental, commissioning, control, transport and storage, energy, repair and construction, household, maintenance of the main and auxiliary equipment), by the degree of centralization (centralized, decentralized, mixed), by form (standard, scheduled preventive, duty). The type of service depends on the type of production, the nature of specialization, the range of products manufactured and other factors. The principles underlying the choice of the form of servicing workplaces: functionality, planning, complexity, courtesy, efficiency, high quality and reliability, efficiency.

Division and cooperation of labor... Social labor presupposes a general, private and individual division of labor. At the enterprises there is a technological, functional and professional-qualification division of labor. Joint work requires cooperation: inter-workshop, intra-workshop, intra-division, intra-brigade.

Labor cooperation finds its fullest manifestation in the brigade form of labor organization. Brigade- this is the primary link in the management system and at the same time - the primary cell of the labor collective. These features, the social and production essence of the brigade determine the specifics of the organization of labor in the brigade. The production team independently carries out the production process and controls it in its work area, bears collective responsibility for the results of its work and the implementation of the tasks assigned to it. Complex a team is organized from workers of various professions to perform a complex of technologically diverse, but interrelated works, covering the full cycle of production or its finished part. Specialized the team unites, as a rule, workers of the same profession, employed in homogeneous technological operations. Complex and specialized brigades can be shift, if all workers included in them work in one shift, or end-to-end, if they include workers of all shifts. The brigade usually contains and must solve the whole range of problems associated with group processes, including the problems of formal leadership and leadership, compatibility, cooperation, identification, use and development of individual and group potential, etc.

5.5. Japanese methods of labor organization and management

Since the 20s. of the last century in countries with a developed market, studies were carried out to identify the role of a person in production, and not just as one of the factors, not just as a carrier of "living labor", as the owner of a specific product "labor", but as a unique personality, a carrier many and varied properties, qualities, potential, manifested in different ways in different conditions, in individual work and in a team. It became clear and received a comprehensive, including economic substantiation, that the results of both individual and collective labor are decisively determined by the attitude of people to work. It determines labor behavior, contribution to the common cause, development and competitiveness of the enterprise. It turned out that it is the quality of the labor force that is the decisive factor in ensuring the viability of the firm, that it is the investment in improving the quality of the labor force that pays off most fully in comparison with the investment in material factors.

How can we make sure that the employees of the company share its goals and interests, associate their expectations and striving for success with it, and exhibit innovative behavior? It seems that everyone in the modern world considers the experience of large Japanese companies, the so-called “ japanese phenomenon". But if at the first stages of research on the "Japanese miracle" attention was focused on subjective factors - the Japanese national character, communal consciousness, the spirit of collectivism, religion, now the well-grounded opinion prevails that the basis for the success of Japanese firms is in the involvement and systematic use of the personal and group properties of personnel. firm, competently linking natural aspirations, needs, expectations with the interests of the firm. We are talking about a non-trivial organization of individual and collective work at levels from inter-firm interaction to the workplace, based on a truly individual approach and providing employees with opportunities active participation in the affairs of the company and its own development.

The fact that it is precisely in the system of organizational decisions related to socio-psychological factors is proved by the unprecedented success of American-Japanese joint ventures with a predominance of American personnel and some Western companies, more or less systematically using the Japanese approach, called “ compacted technology"(As opposed to" flow, Tayloristic technology "), or" lean production "as the antithesis of" mass production ", and which, in the opinion of many experts, is the basis for organizing production in the 21st century. Examples - Joint Venture NUMMI, brainchild General motors and Toyota on American soil, as well as the successes of Japanese management achieved at a German automobile company Porsche.

The main elements of this organizational technology, hopefully, of the near future of our country, requiring research, linking with the original and constantly changing conditions of Russian reality, are as follows:

implementation of the shodzinka concept: systems for regulating the volume of production by streamlining and redistributing labor. Flexible redistribution of workers to production line allows you to change the flow cycle in accordance with the demand for the company's products (usually these changes are for the coming month), due to the rational placement of machines, the availability of a sufficient number of production personnel - well-trained multi-tool workers, constant evaluation and periodic revision of the sequence of technological operations, reflected in the map of labor processes, continuous training of workers at workplaces, in "quality circles", due to rotation;

predominantly horizontal communications, when the bulk of operational information that controls and regulates the production process moves towards material flows, without passing through the top link of management;

The system of operational support of production with material resources Just in time (kanban);

complete quality control system of all objects of labor at each workplace (" jidoka»);

system of constant search for ways to improve quality, safety and efficiency of labor and products, unification of products, reducing the labor intensity of production ("Kaizen"). In a life-long employment, workers understand that their rationalization proposals and management efforts are not aimed at making their work harder, but at ensuring that there is no unnecessary movement in order to produce more products as the basis for the prosperity of the company and employees;

brigade work organization, cooperation and mutual assistance;

The orientation of all work collectives to achieve end results linked to the final results of the firm as a whole, target management;

synchronization of production in general, minimization of the number of workers also in production as a whole;

A system of special relationships with suppliers and banks based on cooperation and consideration of the interests of the parties.

It is no coincidence that the concept of "system" is widely used here (although it would be more correct to speak of "subsystems"): the fact is that these elements are really worked out deeply, comprehensively, provided with all types of resources, are interconnected, brought to the level of technological operations, are constantly being improved and effectively are functioning. The development of the "compacted technology" system and its elements was carried out mainly in the electronic and electrical industries, automobiles and shipbuilding, therefore, the use of the potential of this approach in other areas of activity, at enterprises of a different size, organizational and legal forms, in particular , in banking structures, and there are ample opportunities for realizing the creative potential of specialists with an economic education, especially in combination with fundamental training in the field of human behavior and personnel management.

Since this system is associated with promoting the personality of the employee and the work collective to the first place, increasing their role in achieving the goals of the organization, the quality of the workforce and its attitude to work at the enterprise play an important role in the success of the common cause. Full use of such factors of enrichment of labor as decision-making, independence, responsibility, feedback and others in the main production unit, in fact, delegation of function operational management production to the personnel of the main production link, implies the ability of this link to effectively perform the assigned functions. This, in turn, imposes increased requirements on the personnel management system, on the activities of which the quality of the company's personnel and its development depends, as well as the degree of satisfaction with work and, consequently, the attitude to work and returns.

5.6. An enlarged algorithm for the transition to the organization of work in groups, teams

Consider, relying on the analytical method of problem solving, popular in management (which, by the way, is the implementation of a systematic approach), the logic (consolidated algorithm) of organizing the transition to group labor methods, the process of managing the creation and development of teams in an organization.

The composition of the work depends little on whether we already have a group that has shown itself positively in the performance of previous tasks and deserves efforts for its further development, turning into a "dream team", or we should attend to the formation of a group (team) before starting to issue a task to it or at the very beginning of the process of its implementation.

In the first case, when we already have a sufficiently productive group, we tilt towards the choice for the group of such work that would contribute to its further development, to improve its best qualities; in the second case, we are talking about the formation of a group with the ability to do the work, and about the development of the group "from scratch" in the process of completing the task.

So, if the organization has a task for the implementation of which the group form of labor organization is recognized as the most effective (according to some important criteria), or, due to a clearly perceived disadvantage, it is recognized that it is necessary to move on to organizing teams, but there is still no group as such, the “group for work ". In this case, a full-fledged project for the formation and development of a group in the process of completing a task is required, including the following elements (the project can be presented as an algorithm for the simultaneous solution of a production and socio-psychological task):

1. Analysis of the situation and strategic and tactical plans of the organization, the formation of conviction in the need and justification of the effectiveness of the transition to teamwork. Determination of the parameters and perspectives of the team (teams), principles, methods and sources of its formation. Appointment of persons responsible for the implementation of changes, up to senior managers. Assessment of resources of all kinds.

2. 1) the formation of team building competencies in the future team leader and in persons responsible for reorganization. If necessary, restructuring and reorganization of the entire company on the principles of teamwork the entire management of the company should master the maximum possible set of teambuilding competencies for each and decide which ones, how many and where will have to involve outside specialists. A manager who has mastered the basic competencies will be able to independently organize or at least actively participate in the formation of a group, including at the stage of selecting candidates for a future team;

2) teaching future team members the basics of teamwork, acquiring a number of necessary teambuilding and teamwork competencies (the composition and content of competencies is determined at the discretion of managers and specialists of the organization already sufficiently competent in this area).

3. Description of the problem, tasks for the future team, assessment of the degree of its attractiveness for members of the future group (for example, according to the theory of R. Hackman and G. Oldham, the task should include: significance, completeness, independence, diversity, feedback, developmental potential) ...

4. Formulation of an attractive image (vision) of the future team, setting goals and defining criteria for their achievement.

5. Putting forward hypotheses, alternatives, establishing criteria for choosing the most preferable among alternatives (quickly, cheaply, promisingly, attractive to customers, etc.).

6. Selection on the basis of a rapid assessment of the considered alternatives of the most preferable option for performing the task according to the established criteria.

7. Working out the chosen preferred hypothesis to the state of the program, a plan for its implementation, achieving goals and calculating the necessary resources of all types, including material, financial, labor. More details:

1) calculation of all the necessary types of resources and costs to achieve goals;

2) determination of sources, time and probability of timely receipt of resources, including material, financial, temporary, labor (group personnel);

3) linking resources and individual stages of work, if necessary - up to the development of network plans;

4) planning of activities, stages of achieving goals, intermediate and final indicators;

5) determination of the requirements for the group from the side of the task, the necessary properties and qualities, abilities and skills, the level of the labor potential of the group, as well as the methods and indicators of their measurement. It is necessary to organize and conduct an assessment of the qualities of candidates for members of the group, make a forecast of the degree of usefulness for the group, functional and social status and roles in the group; define labor potential groups, usefulness in terms of competencies and roles;

6) a comprehensive review of the structure and composition of the group and testing the group's ability to work in groups. It is useful to invite the group to complete a trial (test) task aimed at identifying the possibility of joint work and the potential for development (considering a business situation, conducting business game, brainstorming, group training of cohesion, mutual understanding, trust, communication), as well as aimed at identifying the level of professional and qualification potential. Based on the results of approbation, it is necessary to analyze the results and make changes to the composition and / or structure of the group, and possibly to the task itself;

7) determination of working conditions, organization and regulation of the group's work;

8) development of a system of remuneration and incentives for the work of the group as a whole and the members of the group, the distribution of collective bonuses among the members of the group;

9) determination of the form of control over the activities of the group and labor behavior.

8. Implementation of the alternative, ie the implementation of the plan, program: ensuring the flow of resources, organizing and carrying out the activities of employees, control, regulation, coordination, stimulation, monitoring progress in activities and the development of group processes.

9. Obtaining intermediate production and / or socio-psychological results and their analysis, justification of the need to either continue the implementation of the plan, or make adjustments, or terminate work, or return to any previous stage of the algorithm. Implementation of measures consistent with the decision taken based on the results of interim control and analysis.

10. Obtaining the final result and its analysis, justifying the conclusion: either the goal has been achieved and the problem is solved, or it is necessary to continue the work, expand the scope of work, or stop working, or return to some previous stage.

11. Making an informed decision regarding the further fate of the group: dissolution, transformation, assignment of other work.

The sequence of stages, works, procedures included in the algorithm should not be considered as rigid. Many procedures are implemented in an iterative mode: work on the next stage may lead to the need to clarify, redo some aspects of the previous stages. In addition, a specific competent manager may find it necessary to make changes to this algorithm.

The criteria for deciding on the future fate of the group can be as follows:

Favorable / unfavorable from the point of view of the organization tendencies in the development, behavior and productivity of the group;

The presence / absence of work that can interest the group and ensure its development;

Favorable / unfavorable prospects for the development of the organization itself and group work in it.

In the case of a favorable situation for the organization and development of the group, the “work for the group” approach is implemented:

The analysis of the new situation and the new state of the group is carried out;

The tasks that could be assigned to the group are determined;

The criteria for selecting a task for a group are determined, for example, such as a higher level of complexity compared to the previous task, the level and reasons for the interest of group members in it, the significance of the task for the organization, the presence of developmental potential in the task;

From a set of possible tasks, a task is selected that can captivate the group "to new achievements";

5.7. Working conditions and safety

Article 209 of the Labor Code of the Russian Federation defines the basic concepts of labor protection in this way.

Occupational Safety and Health- a system for preserving the life and health of workers in the process of work, which includes legal, socio-economic, organizational and technical, sanitary and hygienic, treatment and prophylactic, rehabilitation and other measures.

Working conditions- a set of factors of the working environment and the labor process that affect the performance and health of the employee.

Harmful production factor- a production factor, the impact of which on an employee can lead to his illness.

Hazardous production factor- production factor, the impact of which on the employee can lead to his injury.

Safe working conditions- working conditions under which exposure to harmful and / or hazardous production factors is excluded or the levels of their exposure do not exceed the established standards.

The formation and change of working conditions is influenced by many factors, combined into three groups:

1. Socio-economic:

1) normative and legislative regulation of socio-economic and industrial working conditions (working hours and modes of work and rest, sanitary standards and requirements, a system for monitoring compliance with applicable laws, requirements and rules in the field of working conditions);

2) socio-psychological factors characterizing the employee's attitude to work and working conditions, the psychological climate in production teams, the effectiveness of the benefits and compensation for work, which are inevitably associated with adverse effects.

2. Organizational and technical:

1) means of labor (industrial buildings and structures, sanitary devices, technological equipment, tools, devices, including the means ensuring the technical safety of work);

2) objects of labor and product of labor (raw materials, materials, blanks, semi-finished products, finished products);

3) technological processes (physical, mechanical, chemical and biological effects on the processed objects of labor, methods of their transportation and storage, etc.);

4) organizational forms of production, labor and management (level of specialization of production; its scale and mass; shift work of the enterprise; discontinuity and continuity of production; forms of division and cooperation of labor; its techniques and methods; applied modes of work and rest during the work shift, week , years; organization of maintenance of the workplace; structure of the enterprise and its divisions; the ratio of functional and linear production management, etc.).

3. Natural factors which are of particular importance in the formation of working conditions in agricultural production, mining, transport, construction, etc.

According to the Decree of the Ministry of Labor and Social Development of the Russian Federation of March 14, 1997 No. 12, all workplaces available in the organization are subject to certification for working conditions.

The results of certification of workplaces for working conditions, carried out in accordance with this regulation, are used for the following purposes:

Planning and implementation of measures for the protection and improvement of working conditions in accordance with the current regulatory legal documents;

Certification of production facilities for compliance with labor protection requirements;

Justification of the provision of benefits and compensations to workers engaged in heavy work and work with harmful and hazardous working conditions, in the manner prescribed by law;

Deciding whether the disease is associated with a profession (if an occupational disease is suspected), establishing a diagnosis of an occupational disease, including when resolving disputes and disagreements in court;

Consideration of the issue of termination (suspension) of the operation of a workshop, site, production equipment, changes in technologies that pose an immediate threat to the life and (or) health of employees;

Inclusion in the labor agreement (contract) of the working conditions of employees;

Familiarization of workers with working conditions at workplaces;

Compilation of statistical reports on the state of working conditions, benefits and compensations for work with harmful and hazardous working conditions in the form No. 1-T (working conditions);

Application of administrative and economic sanctions (measures of influence) against guilty officials in connection with violation of labor protection legislation.

The timing of the certification is established by the organization, based on changes in the conditions and nature of work, but at least once every 5 years from the date of the last measurements.

Jobs are subject to mandatory recertification after replacement of production equipment, changes technological process, reconstruction of collective protective equipment, etc., as well as at the request of the bodies of the State Expertise of Working Conditions Russian Federation that revealed violations during the certification of workplaces for working conditions. The results of recertification are drawn up in the form of an attachment according to the corresponding positions to the card of certification of the workplace for working conditions.

Measurements of the parameters of hazardous and harmful production factors, the determination of indicators of the severity and intensity of the labor process are carried out by the laboratory departments of the organization. If the organization does not have the necessary technical means and the regulatory and reference base, centers of state sanitary and epidemiological surveillance, laboratories of the bodies of the State examination of working conditions of the Russian Federation and other laboratories accredited (certified) for the right to carry out these measurements are involved.

Assessment of injury safety of workplaces is carried out by organizations independently or at their request by third-party organizations that have permission from the bodies of the State Expertise of Working Conditions of the Russian Federation for the right to carry out these works.

Working conditions include work and rest regime, and although some workers would prefer to work on an individual basis, the enterprise cannot always meet them halfway due to the requirements of the technological process, the content and nature of work. Usually, the mode of work and rest is reflected in the work schedule of the organization or in the collective agreement, and when hiring, the employee decides whether he is satisfied with such a regime or not. The mode of work and rest is developed taking into account the maximum possible preservation of the working capacity of people and the reduction of fatigue.

The Civil Code has chapter 59 "Obligations due to injury", according to which the employer bears liability for damage incurred by an employee of his enterprise (this may be an injury or other harm caused to the life or health of citizens in the performance of their contractual obligations).

Reimbursement covers the income lost by the victim as a result of the injury, as well as all expenses incurred by him during treatment, for the purchase of medicines, for prosthetics, spa treatment, the purchase of special vehicles, preparation for another profession, etc. the calculation does not accept the victim's pension and earnings.

In the event of the liquidation of the enterprise, the compensation for the damage is assumed by the successor, or an amount is withdrawn and capitalized from the account of the enterprise, the interest on which is sufficient to compensate for the harm caused to the employee. Developed and adopted "Rules for compensation by the employer of harm caused to workers by injury, occupational disease or other damage to health associated with the performance of job responsibilities"As amended by Federal law dated 24.11.95 No. 180-FZ. The conclusion that the entrepreneur must make: the costs of labor protection are economically feasible and payback.

The most important task of personnel planning is to ensure full and effective employment of all categories of workers at each enterprise. Full employment means achieving a balance between the number of jobs and the number of labor resources for all categories of workers. Development of a market mechanism for personnel management at an enterprise in the region. Proceedings of the Republican Scientific and Practical Conference. / Under. ed. M. Bukhalkova. - Samara: SamSTU, 1995. - P. 94 ..

Assessment of the organization's staffing needs can be quantitative and qualitative. A quantitative assessment of the need for personnel, designed to answer the question "how much?" enterprises, the phased deployment of production), as well as forecasting changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important. A qualitative assessment of the need for personnel is an attempt to answer the question "who?" This is a more complex type of forecast, because after the analysis, similar for the purposes quantify, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Especially difficult is the assessment of the need for management personnel. In this case, it is necessary to take into account, at a minimum, the personnel's capabilities "to determine rational operational and strategic goals for the operation of the enterprise and to formulate optimal management decisions that ensure the achievement of these goals." An important point in personnel assessment is the development of organizational and financial staffing plans, including:

• · Development of a program of measures to attract personnel;
• · Development or adaptation of methods for evaluating candidates;
• · Calculation of financial costs for attracting and evaluating personnel;
• · Implementation of assessment activities;
• · Development of personnel development programs;
• · Estimation of costs for implementation of personnel development programs. Personnel management. / Ed. Bazarova T., Eremina B. - M .: Banks and exchanges, UNITI, 1998. - P. 110.

The current need of the enterprise for the main workers is determined by the norms of the labor intensity of the product. In general, the annual need for workers can be calculated as the ratio of the labor intensity of the annual production program of the corresponding work to the effective time fund of one worker according to the following formula:

Pp = Tg / Fe (1).

Where Rr is the need for workers, people; Tg - total (annual) labor intensity of work, hours; Fe - an annual effective fund of working time, man-hours.

In the process of planning the need for production workers, their turnout and payroll are determined. The turnout includes those workers who must come to work every day to ensure the normal course of production. The payroll includes all workers who are in the group of industrial production personnel of the enterprise, including those on leave, absent due to illness, etc. The payroll of workers changes during the year due to staff turnover. That is why it is necessary to distinguish between the average number of workers in the enterprise, which is their arithmetic average annual number.

The quantitative ratio between attendance and payroll workers or their structure can be represented as the ratio of the effective fund of working time to the nominal, the corresponding values ​​of which are approximately equal to 225 and 250 working days. From this ratio (225: 250 = 0.9), it follows that the payroll number of workers is more than the attendance number by about 10%, which can be seen from the formula for the number of payroll workers:

Psp = 1.1Pp (2).

Where Rsp is the payroll number of employees, Ря is the apparent number of employees.

The planning of the number of various categories of personnel at domestic enterprises is carried out, as a rule, using aggregated methods or economic and mathematical dependencies. Based on the developed models and formulas, it is possible to calculate the need for management personnel for all functions carried out in production by specialists of various categories:

In the course of planning the number of personnel, it is important to establish an additional need for workers of various categories, which consists of an increase in the required number in connection with the expansion of production volumes, as well as from compensation for the retirement or loss of employees of the enterprise under the influence of natural and social factors. At an enterprise, the additional need for personnel of a particular category can be most simply represented by the difference between the planned (current) and actual number:

Рд = Рпл - Рф (4).

Where Рд - additional need of personnel; Рпл - the planned need for personnel; Рф - the actual number of personnel.

In a market economy, the task of planning the future need for personnel necessary for the implementation of the strategic goals of the enterprise is more difficult Bukhalkov, M. Personnel management. / M. Bukhalkov. - M .: INFRA-M, 2008. - P.229, 232 ..

Introduction

Features of planning staffing needs

1 The concept and essence of planning personnel requirements

2 Types and factors of workforce planning

3 Types of staffing needs

4 Stages of planning staffing requirements

Personnel planning methods

Conclusion

List of sources used

Introduction

An integral part of the entire management and production policy of the enterprise, aimed at achieving the goals and objectives, is the personnel policy. It is within the framework of personnel policy that the basic principles, methods, means and forms of influencing the interests, behavior and activities of employees are formed in order to maximize the use of their intellectual, physical and creative potential in the performance of their labor functions at each specific enterprise.

At the same time, the third most important place after the development strategy of the organization (1) and the formation of the organization's personnel policy (2), in the personnel management system, is occupied by personnel planning. The initial step in the workforce planning process is planning for staffing requirements. Personnel planning is a whole system of activities that are carried out with a specific purpose: to have in the right place and at the right time specialists with the necessary qualifications to perform a certain job. The main tasks of such planning can be called:

providing the company with human resources on time (preferably by minimizing all costs);

organization effective work for the recruitment and training of personnel.

The theoretical foundations of conceptual approaches to personnel management, including personnel planning, are considered in the works of T.Yu. Bazarova, B.L. M.I. Bukhalkov, Eremina, A. Ya. Kibanova, E.B. Morgunov, V.I. Starodubova and others.

The purpose of this work: to study the features of planning the need for personnel in the organization.

In this case, it is necessary to solve the following tasks:

study the specifics of planning staffing needs;

explore methods of planning staffing needs.

The work consists of an introduction, two chapters of the main part, a conclusion and a list of used literature.

1. Features of planning staffing needs

1 The concept and essence of planning personnel requirements

Personnel planning is one of the most important areas of personnel planning and is defined as the process of providing an enterprise with the necessary number of qualified personnel for a certain period. As can be seen from the definition, there are qualitative and quantitative requirements for personnel. These types of needs in the practice of headcount planning are calculated in unity and interrelation.

The main task of personnel planning is to provide the organization with personnel of the required level at the right time in the right amount.

The goals of planning the staffing needs of the organization are:

attract employees of the right quality and in the right quantity to the company;

effectively use the staff of the organization's employees;

anticipating or minimizing the consequences of problems caused by excess or shortage of required personnel.

Planning for staffing needs should be carried out at all stages of intrafirm planning, since, firstly, the need for staff directly depends on strategic plans enterprise, and, secondly, the personnel situation affects the formation of enterprise plans.

The main tasks of personnel planning include:

) creation of a healthy and efficient workforce capable of fulfilling the goals outlined by the strategic development plan;

) formation of the optimal gender, age and qualification structure of the labor collective;

) maintaining the level of personnel qualification at the level of personnel qualification corresponding to the strategic goals;

) increasing productivity and quality of labor;

) optimization of funds for the maintenance of personnel, etc.

Figure 1 clearly shows the role and place of the personnel planning system in the internal planning system.

Figure 1 - The role of personnel planning in the system

intercompany planning

Requirements for personnel planning - the number and quality of personnel should be calculated in such a way as to ensure the long-term fulfillment of the tasks of the enterprise.

1.2 Types and factors of workforce planning

There are the following types of planning (Figure 1).

Table 1 - Types of personnel planning

Strategic	Planning for a period of 3-10 years. It is based on the long-term strategy of the enterprise and is an element of the organization's personnel management strategy. Focuses on taking into account the influence of various factors (external and internal)
Tactical	Planning for a period of 1 to 3 years. It involves identifying the problems that hinder the implementation of the strategy for personnel management and organizing various actions to solve these problems. Focuses on setting specific goals and planning specific activities aimed at achieving goals
Operational	Planning for up to 1 year (month, quarter). Focused on achieving individual operational goals (selection, training, adaptation, certification, etc.). It involves a detailed plan of action for HRMS employees (weekly, daily), agreement on the amount of required resources, etc.

Factors to consider when planning staff:

) Staffing table:

the number of staff members;

vacancies by divisions;

employee data: additional skills, career plans, etc.

) Personnel policy in relation to personnel:

focus on attracting specialists or training their own;

focus on staff retention or recruitment, etc.

) HR strategy:

staffing needs in departments;

sources of satisfaction of personnel needs;

ways to meet staffing needs, etc.

) Percentage of staff turnover in all departments (average for each department). Reasons for turnover: factors of staff demotivation; behavior of leaders; suitability of the position (level of competence);

) The amount of remuneration of personnel and other material components:

competitiveness of the compensation package in the labor market;

motivating factors.

1.3 Types of staffing requirements

Staffing needs are usually determined by characteristics:

a qualitative need is a need for the number of personnel by category, profession, specialty and level of qualification requirements. It is determined on the basis of the system of goals of the enterprise; organizational structure; professional and qualification division of work, recorded in the production and technical documentation for the work process; requirements for positions assigned to job descriptions; the staffing table, where the composition of posts is recorded; various organizational and managerial processes are regulated with the allocation of requirements for the professional and qualification composition of performers. Calculation of the qualitative need for professions, specialties, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality needs. The total need for personnel is found by summing up the quantitative requirements for individual qualitative criteria.

For example, in order to sell more units of a product, it is not always necessary to increase the number of sellers. In addition, it must be remembered that as the volume of sales expands, the load increases not only on the commercial unit;

At the same time, the general and additional need for personnel is determined:

total need - the entire number of personnel that the company needs to complete the planned scope of work;

additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise.

1.4 Stages of planning staffing requirements

The personnel planning process is subordinated to the task of implementing the general strategy by the enterprise. Conventionally, the following main stages of planning can be distinguished (Table 2).

Table 2 - Stages of planning staffing requirements

Defining strategic goals	Based on the strategic plans of the organization, specific quantitative goals of the enterprise as a whole and all divisions in particular are determined
Statement of the personnel problem	Various parameters of the requirements for the personnel composition of enterprises are determined, taking into account their planned reorganization and optimization. The composition of the personnel of enterprises implies a quantitative and qualitative parameterization of the composition of departments
Assessment of human resources of the organization	There is an assessment of human resources: - assessment of the state of available resources (quantity, quality, labor efficiency, turnover, merits, competence, workload, etc.); - assessment of external sources (employees of other enterprises, graduates of educational institutions, students); - Assessment of the conformity of requirements and resources (now and in the future); - assessment of the resources required for various options for solving personnel problems
Developing action plans to achieve the desired results	Determination of various options for solving personnel problems, taking into account the available resources (training, selection, use of external or internal sources of personnel, etc.); - assessment of the complexity and resource intensity of each option; - selection of the optimal solution to the personnel problem; - development of an action plan for solving personnel problems

Each of them needs information that the personnel manager receives from the heads of departments who need new employees. By combining all the data and understanding the overall picture of the need for personnel, the manager can directly engage in planning.

So, the first stage of personnel planning involves the implementation of strategic planning of the entire enterprise. In the process strategic management great attention should be paid to the problems of analyzing the external and internal environment at the enterprise.

Table 3 shows the main factors influencing the organization's staffing requirements. Well-organized statistics are important here:

structure and dynamics of the organization's workforce by categories of employees (production, non-production, administrative personnel);

age and educational structure of personnel;

staff turnover;

labor costs;

staff qualifications and vocational training statistics.

Table 3 - The main factors affecting the need for staff

Intra-organizational factors	External factors
1. Objectives (strategic objectives, business plans): - release of new products; - development of new markets; - liquidation of certain market segments.	1. The state of the economy as a whole: -the rate of economic growth; - inflation rate; - unemployment rate; - the situation on the labor market.
2. Movement of personnel: - dismissals of their own accord; - retirement; - maternity leave; - temporary disability; -death.	2. Political changes: - changes to the Labor Code; - tax regime; - the social insurance system.
3. Financial condition, traditions.	1. Development of technology and technology.
	4. Competition and market dynamics

At this stage, it is imperative to constantly compare external and internal factors and understand that what is a strength today may become a weakness of an enterprise tomorrow and vice versa. In addition, any organization wishing to succeed in its activities must constantly “keep abreast” of everything new and promising, ie. it is necessary to constantly monitor the technical, social and economic components of scientific technical progress and identify those factors that may in the future have a positive impact on the life of the organization.

Looking into the future, the company will be able to create today such a system that will make it possible to work most effectively now in order to achieve promising goals.

The second stage is related to the determination of the internal labor potential of the company. An analysis of the specific needs of the organization is carried out (when, how many, what qualifications the workers will need for the planned period). The basis is a detailed long-term plan for the development of the organization. It is at this stage that the qualitative and quantitative composition of personnel is predicted for a certain future.

At the third stage, the company determines the need for additional staff, the required level of qualifications, as well as the need to develop their human resources through training and advanced training. The analysis of the possibilities of meeting the specific needs of the organization at the expense of the existing staff is carried out. Knowing its tendencies and development prospects and, in this regard, the additional need for personnel, the company embarks on an important stage: planning measures to meet the need for personnel.

At the fourth stage, a decision is made on the need to attract additional resources, to meet the future needs of the organization at the expense of existing staff, or to partially reduce staff.

The personnel planning process can be presented in the form of the following diagram (Figure 2).

Figure 2 - Stages of planning staffing requirements

However, not all enterprises implement this planning mechanism. Quite often, enterprises have a situation when some of the stages are skipped, or their role in the planning process is formal. This leads to the fact that the results of planning cannot guarantee the satisfaction of the real need for personnel, and therefore the success of the enterprise in the long term.

Thus, planning personnel in an enterprise is the alignment of the need for personnel and its availability (quantitative and qualitative) by hiring, training or firing.

2. Methods for planning staffing needs

Methods for calculating the need for personnel - methods for determining the planned number of personnel of an organization or its unit. When determining the general need for personnel, modern organizations use various methods, from very simple to extremely complex, the choice of which depends on the availability of the necessary resources at the enterprise (financial, time, information), the specifics of the company's activities, as well as the qualification level of the specialist who carries out the planning.

Consider the methods used for calculating the need for personnel.

Labor intensity method (photograph of the workplace). The HR manager makes a list of tasks for the employee's actions, and then records the time of their execution. The labor rationing specialist records the time of solving production problems (or performed actions, procedures, operations, etc.). A list of tasks and operations must be developed in advance. The result is the average time to complete a job. It is assumed that as a result of such an analysis, labor costs for solving production problems will be obtained, the operations performed will be optimized, it is calculated how many employees and what qualifications are required to perform certain tasks. The result of such a study is the determination of the feasibility of certain operations, as well as their significance. You may have to abandon some of them in favor of more important ones, or even go along the path of staff reduction, combining the responsibilities of several employees and shifting them to one staff unit.

Calculation method according to service standards. This method is partially similar to the labor-intensive method. Service standards are fixed in various GOSTs, SNiPs and SanPiNs (appropriate for each industry). This method allows the HR manager, knowing the production rates and volumes of the planned production, to easily calculate the number of required personnel. For example, in the sewing industry, where jackets are made, seamstresses of three qualification categories work. It is necessary to take photographs of the working day of seamstresses of each qualification and deduce the average value of the required number of employees. Taking into account the data on the volume of production (600 jackets per month; sewing time for one product - 20 hours) and an 8-hour working day with a five-day working week, the HR manager can calculate the number of seamstresses required in production:

(20 hours x 600 jackets): (8 hours x 22 working days) = 68 seamstresses.

Both of the above methods are effective in calculating the need for production and maintenance personnel.

The method of expert assessments. The source of data on labor costs for certain professional tasks is the opinion of experts, usually managers. The method is based on the intuition of these people and their professional experience. This method is influenced by subjective factors.

The Delphi method, which consists in a written exchange of views between them and experts on the basis of a specially designed questionnaire, is quite popular among professional workers of personnel services and departments. Includes expert and group methods. First, many independent experts are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

Extrapolation method. When using this method, the current situation in the company is transferred to the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for short term use and stable companies. For example, a food wholesaler had 5 commercial agents with a sales volume of $ 5,000. Next year, the company intends to achieve sales of $ 7,000 thousand. Consequently, she will need already 7 commercial agents (sales volume per agent is 100 thousand dollars). planning staff need

Adjusted extrapolation. The method is used when everything is taken into account. external factors determining the need for personnel, such as price increases, industry popularity, government policy, possible changes in the financial situation, labor productivity, changes in the local labor market, etc.

Group assessment method. In this case, groups are formed that jointly define the problems or tasks to be solved, and jointly propose solutions. When determining the planned number of personnel, this method is good for the ability to take into account many factors affecting the solution of personnel problems, and the involvement of line managers in personnel management processes.

Computer model of personnel planning. Creation of a mathematical model of the movement of personnel in the organization and taking into account the key factors (variables). The model allows you to understand how to act in different situations, and predict these situations. The use of computer models allows the simultaneous use of various forecasting methods, which significantly increases the accuracy of forecasts.

When planning the need for personnel, it is necessary to take into account the turnover of personnel. To more accurately determine its norms, it is necessary to keep in mind all the features of the business, as well as the number of people who may not pass certification, the natural departure of employees from the company (for example, retirement or maternity leave), seasonality (the number of layoffs may depend on the time of year) ... Different divisions of the same enterprise may have their own rate of turnover. For example, for a sales representative, the average term of employment in an organization is 1.5-2 years. For production workers and managers, the period of efficiency can last for years, so their turnover rate is less than 5-10%. According to some sources, the turnover in the manufacturing sector is on average 10%. If the company is actively developing and there is a massive recruitment of personnel, then this figure rises to 20%. In retail and insurers, the natural rate of employee turnover is 30%. And in the hotel and restaurant business, even 80% is the norm.

If the company's management expresses dissatisfaction with the qualifications of subordinates, then, most likely, in the coming year, employees will face such a procedure as an assessment or certification. Accordingly, when planning the need for personnel, it is necessary to take into account not only the level of turnover (focusing on the data of the past year), but also the likelihood of leaving a certain number of employees. For example, the number of the company's staff according to the staffing table is 100 people. As of December 1, there were 90 employees, 10 vacancies, staff turnover - 20%, i.e. 20 people. Suppose that another 10% - 10 workers “disappear” *. It turns out that even to maintain the existing number, you need to recruit 40 people (10 + 20 + 10). If sales are expected to increase by 20% (and an increase in the number of personnel by 10-30%), then at least 10 more people are needed. Consequently, in the planned year, it is necessary to employ 50 employees, which is 50% of their current number in accordance with the staffing table.

Based on the planned need for personnel, the ways and sources of its coverage are selected. Most often, companies take a proactive approach, i.e. ways of hiring employees where the organization:

recruits workers directly in educational institutions;

submits applications for vacancies to local and interregional employment centers (labor exchanges);

uses the services of HR consultants and specialized recruitment intermediaries;

recruits newcomers through its employees.

Sources of coverage for staffing requirements can be:

external - educational institutions, commercial training centers, intermediary recruitment firms, employment centers, professional associations and associations, a free labor market;

internal - own sources.

Conclusion

Personnel planning as one of the most important functions of personnel management consists in the quantitative, qualitative, temporal and spatial determination of the need for personnel, which is necessary to achieve the goals of the organization. The purpose of determining the need for personnel is to establish the number necessary for the reliable performance by employees of official and professional duties.

Planning for staffing needs can be current and forward-looking. In both cases, the plan for the need for personnel is formed in three main directions: the need for the planned volume of production or services (in the conditions of a given or changing technology), taking into account the existing number of employees; coverage of anticipated (planned) staff retirement; coverage of unscheduled staff retirement.

With strategic (long-term) planning, a program is drawn up to identify the potential of specialists that the enterprise needs in the future. A strategy for the development of human resources is being developed and the need for them in the future is determined. In tactical (situational) planning, the company's need for personnel is analyzed for a specific period (month, quarter). It depends on the rate of staff turnover at a given time, the number of retirements, maternity leaves, redundancies, etc. In this case, among other things, it is necessary to take into account the dynamics of the market and competition in the industry, the level of remuneration, the internal culture of the organization, the stage of development of the company, etc.

Determining the need for personnel comes down to choosing a method for calculating the number of employees, establishing the initial data for calculating and directly calculating the required number for a certain time period. A variety of methods are used to determine staffing requirements.

List of sources used

Antropov V.A. Planning the need for personnel in the enterprise. Teaching aid / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Yekaterinburg: UNUPS, 2010 .-- 84 p.

Vesnin V.R. Management / V.R. Vesnin. - M .: Finance and statistics, 2010 .-- 504 p.

Durakova I.B. Personnel Management. Textbook / I.B. Durakov. - M .: Infra-M, 2009 .-- 569 p.

Ivankina L.I. Personnel management: textbook / L.I. Ivankina. - Tomsk: TPU, 2012 .-- 190 p.

Ilyin A.I. Planning at the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010 .-- 700 p.

Miroshnichenko A.N. Human Resource Management of the Organization: Planning the Personnel Needs / A.N. Miroshnichenko. - M .: MIEP, 2012 .-- 129 p.

Organization personnel management. Textbook / Ed. AND I. Kibanova. - M .: Infra-M, 2012 .-- 638 p.

Shkatulla V.I. Personnel manager handbook / V.I. Casket. - M .: NORMA, 2001 - 560 p.

Often, in organizations where the manager does not pay enough attention to management issues, many different aspects of personnel work are not considered. In particular, staffing requirements are not planned for different periods of time. Therefore, it is very important to understand that determining the need for the organization's personnel is one of the most important areas of marketing activities in the field of personnel, which allows you to plan the composition of employees, which significantly increases the efficiency of the organization as a whole.

Types of staffing needs

Getting started planning personnel in an organization, first of all, it is necessary to understand that determining the need for personnel is a clearly built system of complex actions, the tasks of which are to achieve certain goals. As a rule, the whole range of measures is primarily aimed at providing personnel with a sufficient number of available vacancies for different periods of time. Secondly, to create the maximum effective system selection and training of personnel.

If the organization devotes enough time to planning various areas of development, then in this case the planning process will be the most effective and efficient.

Planning for personnel requirements is divided into two main types:

1. Prospective (strategic). This type of planning is associated with the development of the organization in the future. Depending on the chosen course, the need for personnel of a certain qualification in the long term is determined.
2. Situational. This planning implies the availability of personnel at each specific period of time. First of all, attention is paid to staff turnover at the current moment: maternity leave, illness, long-term vacations, redundancies, etc.

Ideally, personnel planning should be done regularly for different periods of time:

• short term - up to 1 year)
• medium term - from 1 to 5 years)
• long-term period - over 5 years.

Also, personnel planning can be considered in the context of the qualitative and quantitative needs for personnel:

1. quantitative need is the need for a certain number of personnel of various qualifications)
2. a qualitative need is a need for personnel of a certain specialization and skill level.

Factors influencing the need for staff

Factors that can directly or indirectly influence the determination and planning of staffing requirements are divided into several types.

External factors

• Labor market. Here, a combination of factors is decisive: the demographic situation, the unemployment rate, supply and demand in the labor market in various industries, the quality of work of educational institutions in the field of training specialists, the involvement of the employment service in the processes of training, etc.
• Technological progress. Its active development in the modern world often simplifies human labor and leads to a change in its content, which, in turn, entails the need for retraining of qualified specialists in changing conditions.
• Change in legislation. Quite a complex and not always predictable factor. It is necessary to focus on changing legislation in the field of employment and labor protection, since these two areas directly relate to the activities of personnel.
• Competitors' personnel policy. It is necessary to regularly monitor the study of methods used by competitors when working with personnel and, based on the knowledge gained, make adjustments to our own personnel policy.
• The goals of the organization. All activities of the organization are subordinated to the achievement of long-term and short-term goals. Planning for various areas of the organization's development, including the needs for employees, is based on the development strategy of the organization as a whole.
• Financial resources. Depending on the financial capabilities of the organization, one or another personnel policy is developed.
• Personnel potential. Is a key factor in the successful implementation of your marketing plan. Competent distribution of personnel, as well as the opportunity to see the potential and development zone in each employee, allow us to fill emerging vacancies as soon as possible.

Indirect factors

Stages of work in planning

The entire personnel planning system is subdivided into 3 major stages.

Analysis of the company's own resources

The purpose of this step is to determine the possibility of meeting the demand for personnel with its own resources in the future. An important role in this is played by the company's financial indicators: profit, turnover.

Analysis of staffing needs for a certain period of the past period

A forecast is made of what kind of specialists and in what quantity may be needed in the future.

Decision-making

Decisions are made on the basis of the current personnel policy. Depending on the company's policy - focus on employee retention or not - the following decisions are made:

• attraction of personnel from outside)
• retraining of existing personnel)
• reduction.

Methods for determining the need for staff

To predict the situation, various techniques and methods for determining the need for personnel are used. Among the most popular methods are the following.

Method of photographing the working day

It is very time consuming but very effective. Its essence lies in the fact that the scope of his duties is determined for the employee, the fulfillment of which is accompanied by registration in time. As a result of applying this method, you can visually determine which operations are unnecessary in the actions of an employee, find out the need for this employee in the workplace, or even with low volumes of work, combine two staff units into one.

Calculation method according to service standards

Here, the service standards established for each individual employee are used. They are enshrined in various legislative documents - SanPiN, SNiP and GOST. Based on them and having information about the production rates for one day and the planned production volumes for a specific prospect, one can easily calculate the need for personnel for this period of time.

Expert judgment method

The most popular method used by various organizations. The need for personnel is determined based on the opinion of the heads of divisions, and is based on their professionalism and vision for the development of this industry in the future.

Extrapolation method

This is a method of modeling the situation in the future, based on the present day. When using this method, all possible changes in the country are taken into account: the rise in prices, the development of this industry, the planned activities of the state in relation to this industry, etc. This method is perfect for a stable company that is developing in a stable state. Therefore, it should be used in our country only for short periods of time.

Computer model for determining the need for personnel

Based on the data received from the heads of departments, a computer forecast is made of the need for personnel for a given period of time. The method belongs to know-how, therefore, it has not yet gained particular popularity among Russian businessmen, since it requires large financial costs and additional involvement of specialists with the appropriate skills. This method is perfect for large enterprises and industries.

The above are only the main methods for determining the need for staff. Today there are about a dozen of them. However, the use of each of them requires high-quality training and competent analysis of the data obtained. Only in this case can we talk about the effectiveness of the methods used.

Formulas for calculating staffing requirements

To make an accurate calculation of staffing requirements, special formulas allow. Before using them, it is necessary to determine what the organization is striving for:

• to a reduction in production volumes and, accordingly, the release of personnel)
• to an increase in production volumes and additional recruitment of employees)
• production volumes remain unchanged, the need for personnel is associated with its natural movement (dismissal, retirement, maternity leave).

Therefore, in almost every enterprise in the planning departments, a justification for the growth of production is made. At the same time, the savings in the number of personnel are taken into account for all factors of increasing labor productivity. Thus, the planned number of personnel can be determined by the formula:

Chspl = Chbp x Iq + E,

where Chspl is the planned average headcount) Chbp is the average headcount in the base period) Iq is the index of change in the volume of production in the planned period) E is the overall change (decrease - "minus", increase - "plus") of the initial headcount.

It is advisable to use this type of calculation in stable enterprises with a smooth change in the volume of work.

For newly formed organizations and enterprises with abrupt changes in the production program, the methodology for determining the planned number of personnel in a direct way should be applied.

To calculate the average number of workers, you can use the following formula:

Chspos = Chav x Ksp,

where Ksp is the coefficient of the average payroll, Chyav is the standard number of workers for performing a shift task for the release of goods.

The calculation of the headcount indicators for the main part of the auxiliary personnel is the same as for the calculation of the main personnel, and is determined by the following formula:

Chspvs = nvs x S x Ksp,

where Chspvs is the payroll number of auxiliary workers) nвs is the number of jobs for auxiliary workers) S is the number of work shifts per day.

According to the above method, it is convenient to determine the number of such specialties as crane operator, storekeeper, slinger and others. Planning the number of support personnel (in those areas where service standards are fixed) is the division of the total number of service objects, taking into account the shift of work, by the service rate. The result of this calculation will be the planned explicit number employees.

To determine the number of employees in an organization, as a rule, industry average indicators are used. In the absence of them, the standards can be developed at the enterprise independently. In this case, the norms can be developed both for various types of work and for specific positions.

Concerning service personnel, then here the consolidated service rates are taken as a basis (for example, for a cleaner, the rate is determined based on square meters).

For the management team, standards of manageability and many other indicators are taken as a basis.

Planning staffing needs taking into account the natural movement of staff

The natural movement of personnel is an integral part of any organization. Therefore, its accounting allows for more accurate planning of personnel requirements in the future. Natural movement refers to the following situations:

Staff turnover rates may differ for each department within the same enterprise. The turnover is the lowest among the management personnel and amounts to about 5%. Among industrial professionals, staff turnover ranges between 10 and 15%. In cases of active expansion of production and mass recruitment of personnel, turnover can be higher than 20%.

Ways to close staffing needs for the future

Once a definition of the different types of staffing needs has been developed, it is advisable to outline ways to cover it. There are two main directions here:

• External. Here it is mainly worth paying attention to educational institutions, educational centers for the training and retraining of specialists, various recruitment agencies, employment centers and directly open labor market.
• Internal. Organizational resources relative to available personnel reserve... When using this method, one should be prepared for the need to improve the qualifications of employees, and possible retraining for any positions. A big advantage of using this area is to increase staff motivation to career growth... The employee has increased loyalty to the organization and, as a side effect, reduced staff turnover throughout the organization.

Basically, most organizations prefer an active search for personnel. As a rule, this bears fruit in the form of quick closing of vacancies.

The main steps to start the personnel planning process are:

• analyze the current headcount and assess the effectiveness of its work)
• analyze the prospects for the development of the enterprise in relation to the existing need for personnel, paying attention to the need for personnel training in the future)
• analyze the labor market in the region)
• describe in detail the technology of assessment and selection of personnel)
• draw up a plan for closing vacancies)
• plan a budget.

Thus, the identification of strategic personnel needs allows the organization to look confidently into the future and insure itself against personnel risks.

• Corporate culture

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