The structure of personnel and its forms. Personnel: concept, types and structure. Organizational and functional structure of personnel

Aggregate individual groups employees forms the structure of personnel, or in other words, the social structure of the organization, which can be statistical and analytical.

The statistical structure reflects its distribution and movement in the context of categories and groups of positions. For example, it is possible to single out the personnel of the main activities (persons working in the main and auxiliary, research and development departments, the management apparatus, engaged in the creation of products, services or servicing these processes) and non-main activities (employees of the repair, housing - communal services, departments of the social sphere). All of them in their divisions occupy the positions of managers, specialists, workers, and the main information about them is contained in the current reporting.

Analytical structure is determined on the basis of special studies and calculations and is divided into general and particular. In the context of the general structure, personnel is considered according to such criteria as work experience, education, profession; private structure reflects the ratio of individual categories of workers.

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

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values or provide production services. It is customary to distinguish between main and auxiliary workers. The first are busy technological processes aimed at creating a final product for a given organization. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

Allocate workers mechanized and manual labor. At the same time, the following categories are distinguished: those working with the help of automatic machines; performing work with the help of machines, mechanisms, instruments, installations; service machines, machine tools, installations, devices; doing manual work; performing work without the use of machines and mechanisms; performing work on the repair and adjustment of machines and mechanisms.

Workers are also classified according to professions, age, forms and systems of remuneration, length of service.

The workers also include junior service personnel, who are mainly engaged in the provision of services not related to the main activity - janitors, couriers, cleaners of non-industrial premises, drivers of personal cars of management and buses transporting employees.

Employees carry out the organization of people's activities, production management, administrative, economic, financial, accounting, supply, legal, research and other types of work.

Employees belong to the professional group of people engaged mainly in mental, intellectual work. They are combined into several subgroups.

First of all, these are the leaders who carry out the functions of general management. Conventionally, they are divided into three levels: the highest (of the organization as a whole); medium (basic structural divisions); grassroots (working with performers). The leaders also include their deputies, chief specialists, state inspectors.

Together, they form the administration, which also includes individuals who are not related to the management, but who perform support management functions, such as employees personnel services.

Another, the most numerous subgroup of employees are specialists of various profiles. They are busy creating and introducing into production new knowledge and knowledge in general in the form of theoretical and applied developments, as well as developing options for solving individual production and management problems, the choice and adoption of which is within the competence of managers. These are economists, lawyers, engineering and technical workers and their assistants.

Depending on the level of training, specialists of the highest and middle qualifications are distinguished. The former manage the production, technical and creative processes; the second are the performers of the work.

Specialists by position can be "main", "leading" seniors, "or have a category characterized by a number. A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He may also be the sole responsible executor of some responsible work having no subordinates. The leading specialist performs the same duties as the senior specialist, but also provides methodological guidance, and the chief coordinates the work of leading and senior specialists.

In Western firms, especially talented specialists, even if there are no jobs for them at the moment, are often kept “in reserve” without clearly defined responsibilities, and there is even a special term “wild geese” for their designation.

The third subgroup in this group is formed by other workers belonging to employees. They carry out the preparation and execution of documents, accounting, control, economic services, for example, cashiers, clerks, archivists, commandants.

The basis for assigning people to a particular group (category) is the position they occupy, that is, the staffing unit of the organization, the primary element in the structure of its management, characterized by a set of rights, duties and responsibilities of the employee, the labor functions performed by him, the limits of competence, legal status.

abstract

Course work contains 46 pages, 8 tables, 2 figures, 39 used sources.

STAFF, PERSONNEL, ORGANIZATION, LABOR, COMPOSITION, PERSONNEL POLICY, RECRUITMENT, MANAGEMENT, LABOR PRODUCTIVITY, STAFF EVALUATION, MOTIVATION.

The object of the study is the Limited Liability Company "Construction Products Plant".

The purpose of the course work is to study theoretical aspects formation of personnel, study of the number, composition and structure of personnel in LLC "Building Products Plant" and development of proposals for optimizing the composition and structure of the enterprise's personnel.

In the process of work, comparative analysis, factor analysis, monographic analysis were used.

The degree of implementation is partial.

Scope - in the practice of the personnel service of LLC "Building Products Plant".

Introduction
	Theoretical foundations of personnel formation at the enterprise
		Enterprise personnel: composition, structure and main categories
		Factors determining the number, composition and structure of personnel
		Indicators of the number and movement of personnel
	Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"
		general characteristics enterprises
		Assessment of the number and movement of personnel
		Analysis of the composition and structure of the enterprise's personnel

Conclusion
List of sources used

Introduction

Increasing interest in human factor in 60 - 80 years led to the development of the theory and practice of social planning at the enterprise, management of the workforce. An enterprise (organization, firm), being an integral production and economic system, however, can be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition.

In the system of measures to implement the economic reform, particular importance is attached to raising the level of work with personnel, placing this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.

One of the most important problems at the present stage of development of the economy of most countries of the world is the problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most general trends are the following:

Formalization of methods and procedures for personnel selection;

Development of scientific criteria for their evaluation;

Scientific approach to the analysis of needs in management personnel;

Promotion of young and promising employees;

Increasing the validity of personnel decisions and expanding their publicity;

Systematic linkage of economic and government decisions with basic elements personnel policy.

The main potential of the enterprise lies in the personnel. What great ideas the latest technology, the most favorable external conditions did not exist, it is impossible to achieve high activity without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist. Without people, there can be no organization; without qualified personnel, no organization can achieve its goals. Personnel management is associated with people and their relationships within the enterprise (organization). It is applicable not only to the spheres of material production, but also to all types of employment.

Today, the main factors of competitiveness are the availability of labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel.

In the 21st century, the success of any business organization is more dependent on its employees. A reflection of this in the field of science and education is the rapid development and wide dissemination of knowledge in the field of personnel management.

The relevance of the topic of the course work increases with the increasing role of personnel in modern production, fundamental changes in the content of labor caused by the use of new equipment, technologies and methods of production activities. The functions of ensuring the continuity of the system of units, maintenance and adjustment of equipment have come to the fore.

To increase the role of personnel in modern production, as well as to effectively manage it, it is necessary to change the technologies of labor organization at the enterprise. These changes include, first of all, the wider use of collective forms of labor organization both on the scale of the entire organization - at the macro level, and in all individual departments - at the micro level.

Research in the field of personnel management for a long time was carried out fragmented, within the framework of various sciences: economics, psychology, sociology and others.

This problem is studied in the works of V.P. Pugacheva, A.Ya. Kibanov and D.K. Zakharov, and other authors. In the works of these researchers, an attempt is made to integrate the developed knowledge in the field of personnel management, a set of rules, principles and technologies that can be used by managers in effective management staff.

The purpose of this work is to study the personnel in LLC "Building Products Plant" and develop recommendations for its improvement.

Achieving this goal involves solving a number of tasks:

Research of theoretical and methodological foundations personnel management at the enterprise;

Analysis of the state, movement and development of personnel in the Construction Products Plant LLC;

Development of proposals for optimizing the composition and structure of the enterprise's personnel.

1 Theoretical foundations of personnel formation at the enterprise

1.1 Personnel of the enterprise: composition, structure and main categories

Personnel refers to the entire staff of employees. That part of it, which is in the staff of the organization, is called personnel. From the point of view of statistics, personnel (cadres) are characterized by the structure, number, both in general and in individual groups.

From the socio-production point of view, in other words, according to the role that employees play in the organization and in the process of achieving its goals, the same terms refer to completely different concepts.

Personnel is a set of employees of various professionally - skill groups employed at the enterprise and included in its payroll.

Frames ( labor resources) can be called people - "cogs", people - uncomplaining performers, who, in fact, are not much different from machine tools. They just need to be kept “in good condition” (for this it is enough to pay the minimum wage, provide tolerable working conditions and it is not at all necessary to treat them as individuals).

When we talk about personnel, we assume that employees are already treated as people, but people in general, devoid of individual differences, that is, a homogeneous, faceless mass.

But just like personnel, it is no longer possible to manage personnel, you have to take into account that employees need to create comfortable physical, social and psychological working conditions.

Therefore, within the framework of personnel management, in contrast to personnel management, all these issues are given very considerable attention (a favorable moral and psychological climate is being formed, social partnership, conflicts “walk around”, etc.).

Today, personnel is a strategic factor that determines the future of the organization, which turns it into human resources - a set of individuals, each of which has a special personality, intelligence, ability for self-development, creativity. Moreover, if before the activity of workers was determined by the consumption of other resources (primarily machines), today the situation has become diametrically opposite: the effectiveness of their use depends entirely on people.

The transition from personnel management to human resource management means the movement:

From narrow specialization and limited liability to broad professional and job profiles;

From a planned career path to a flexible choice of professional development trajectory;

From the control of personnel to the creation of opportunities for its development;

From closed to open selection of specialists.

It is the need to take into account the personal factor that leads to the gradual transformation of personnel management into human resource management and serves as the boundary between these concepts.

American experts talk about the cost of acquiring human resources (hiring, training, adaptation, advanced training), replacement cost (retraining, advanced training).

Considering personnel as human resources means:

First, an individual approach to all employees within the common interests of them and the company.

Secondly, awareness of the problem of the shortage of highly qualified personnel, the struggle to attract them.

Thirdly, the rejection of ideas about the staff as a gift that does not require costs from the employer.

Fourthly, analysis and regulation of group and personal relations, personnel potential, conflict management, ensuring the requirements of psychophysiology, ergonomics, and so on.

Finally, workers can be viewed from an economic point of view, namely participation in the creation end result, wealth.

The transformation of workers into the main source of the company's wealth has changed their situation. They have become elements of human capital - its main asset and the conditions for victory in the competitive struggle.

The list of employees for each calendar day includes both those who actually work and those who are absent for any reason. Part-time workers, employees for one-time and special works recruited on the basis of special contracts, sent to study off-duty and receiving scholarships at the expense of the enterprise, and some others.

The payroll for a certain calendar date includes all employees, including those hired from this date, and excludes all those laid off, starting from it. It consists of three categories of persons:

Permanent - admitted to the organization indefinitely or for a period of more than 1 year under a contract;

Temporary - issued for up to 2 months, and to replace a temporarily absent employee - up to 4;

Seasonal - hired to work that is regularly recurring in nature (for up to 6 months).

Under the structure of personnel (social structure of the organization) is understood the quantitative ratio between groups of workers, given by the technological and organizational structures of the enterprise. It finds its expression in the staff list, which reflects its normative state.

The personnel structure can be statistical and analytical.

The statistical structure reflects its distribution and movement in the context of categories and groups of positions.

Allocate:

Personnel of the main activities (persons working in the main and auxiliary, research and development departments, management apparatus, engaged in the creation of products, services or servicing these processes);

Personnel of non-core activities (employees of repair, housing and communal services of social sphere divisions).

All of them in their divisions occupy the positions of managers, specialists, workers, and basic information about them is contained in the current reporting.

The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular.

In the context of the general structure, personnel is considered according to such criteria as work experience, education, and profession. The private structure reflects the ratio of certain categories of workers, for example, “employed hard work with the help of the simplest devices and without them", "performing work manually, not with machines", "performing manual work on the maintenance of machines and mechanisms", "employed at machining centers" and so on.

The criterion for the optimal structure of personnel is the correspondence of the number of employees of various job and professional groups to the volume of work performed by them, expressed in the cost of working time. This allows you to minimize labor costs for the performance of relevant functions and increase the reliability of the device.

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes that change the shape, structure, properties, spatial position of the object of labor. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

The workers also include junior service personnel, who are mainly engaged in the provision of services not related to the main activity (janitors, couriers, cleaners of non-production premises, drivers of personal cars of management and buses transporting employees).

Employees carry out the organization of people's activities, production management, administrative, financial, accounting, supply, legal, research and other functions. Thus, one can speak of managerial and non-managerial employees who do not supervise others.

Employees belong to the professional group of persons engaged mainly in mental (mainly intellectual) work. They are combined into several subgroups:

1. Managers, which also include their deputies and chief specialists (for example, chief accountant, chief economist), state inspectors. Together, they form an administration that also includes individuals outside the management who perform support management functions, such as personnel officers.

2. Specialists - workers performing qualified types professional activity(development of options for solving individual production, technical and managerial problems, the choice and adoption of which is within the competence of managers). These are economists, lawyers, engineers.

Depending on the level of training, specialists of the highest and middle qualifications are distinguished. The first carry out the management of production, technical and creative processes, the second are the responsible performers of the work.

Specialists can be chief, leading or senior and have a category characterized by a number.

A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He can also be the sole responsible executor of some work, having no subordinates.

The leading specialist performs the same duties as the senior specialist, but provides additional methodological guidance, and the chief coordinates the work of leading and senior specialists.

3. Other employees related to employees carry out the preparation and execution of documents, accounting, control, economic services (for example, cashiers, clerks, archivists, commandants).

In the West, the following categories of employees are distinguished:

top management;

middle management;

love management;

Engineering and technical personnel and corporate employees;

Workers engaged in physical labor;

Social infrastructure workers.

Occupation of a position requires the possession of an appropriate profession and qualifications.

A profession is understood as a set of special theoretical knowledge, practical skills and experience acquired by a person as a result of special training and work in this area, allowing them to carry out the corresponding type of activity, as well as the occupation.

In Russia, the professions of workers are included in the General Classifier of Occupations of Workers, Positions of Employees and Wage Levels (OKPDTR) in accordance with the Unified Tariff and Qualification Directory of Works and Occupations of Workers, and positions of managerial personnel - in accordance with the Unified Nomenclature of Positions of Employees and the Qualification Directory of Managerial Positions, professionals and employees. The tariff and qualification reference books for each section contain a job description, skill requirements, and, if necessary, examples of work.

Within each profession, specialties are distinguished - types of activities associated with the performance of more limited functions.

Experience and practice link skills, knowledge and skills together, forming qualifications, i.e. the degree of professional training necessary to perform these job functions.

Distinguish between job qualifications and employee qualifications. The first is represented by a set of requirements for those who must fulfill it; the second - a set of acquired by a person professional qualities which, in particular, are due to:

The level of general and special knowledge and organizational skills (for managers);

Work experience in this or a similar position, necessary for mastering the profession.

Qualification is assigned by a special commission on the basis of a comprehensive examination of the knowledge and experience of a given person and is legally fixed in documents - diplomas, certificates, etc.

According to the degree of qualification, workers are usually divided into the following groups:

Highly qualified - graduated from professional and secondary specialized educational institutions with a training period of 2-4 years;

Qualified - graduated from secondary vocational or technical schools, completed industrial training at enterprises for 6-24 months;

Low-skilled - who have undergone industrial training for 2-5 months;

Unskilled - those who have received practical training or on-the-job training for several weeks.

In the West, skilled, semi-skilled and unskilled workers are distinguished.

The higher the qualification of an employee, the less his work lends itself to regulation, control and stimulation.

Highly qualified workers need increased social protection, independence, creation of conditions for creativity, but at the same time they are ready to bear increased responsibility.

The totality of knowledge and skills, specific abilities of employees required in a particular labor process is called professional competence. The following types are distinguished:

Functional (the presence of special knowledge and the ability to implement them);

Intellectual (ability for analytical thinking);

Situational (the ability to act in accordance with the prevailing circumstances);

Social (the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one's own, correctly perceive and interpret other people's thoughts, express their attitude towards them, conduct conversations, etc.).

1.2 Factors determining the number, composition and structure of personnel

The composition and number of personnel are determined by the list of positions established by the administration to meet the needs of production, depending on its functional, technological and organizational structure. Its qualitative parameters are determined by the requirements for the level of qualification of workers, and its quantitative parameters are determined by the volume of output, labor intensity, complexity of products, the degree of automation and computerization of technological processes.

Usually, personnel is formed purposefully, which allows optimizing its number, professional and qualification structure, ensuring the rational distribution of labor functions and the workload of workers, their composition with functionally different content of labor. The ultimate goal of personnel formation is the creation of a workable workforce.

The number of personnel is determined by the content, scale, complexity, labor intensity of production processes, the degree of their mechanization, automation, computerization.

When calculating the number of personnel based on statistical methods And expert assessments use :

The amount of time required to complete the work;

Number norms;

Coefficient of conversion of the turnout number into the payroll;

The amount of useful time fund;

Service standards, etc.

These factors set its normative (planned) value, which in practice is almost never achieved. Therefore, the staff is more objectively characterized by the list (actual) number, i.e., the number of employees who officially work in the organization at the moment.

Almost any organization is constantly in need of staff, which puts on the agenda the task of attracting and selecting people with the right qualities. At the same time, it is impossible to recruit new employees unnecessarily, i.e. according to the principle “if there was a person, there would be work”.

The starting point for attracting personnel is the emergence of vacancies for certain positions and jobs. They are formed as a result of dismissal, the opening of a new line of work, the overload of existing employees of the relocation, etc.

The decision to hire a new employee or choose from an existing one is influenced by:

Complexity, uniqueness of the work;

Availability of a personnel reserve and a personnel development program;

The financial capabilities of the company;

Features of personnel policy.

The recruitment process is costly, and appointment errors make it even more expensive. At the same time, the selection of successful employees increases the profitability of the work and the prestige of the company, reduces turnover.

The quality of the recruitment, i.e., an approximate assessment of the level of hired workers, is characterized by the following indicators:

Percentage of employees (out of those recruited) who are promoted;

Percentage of workers remaining at work after one year.

There are several recruitment models:

1. Reliance on own personnel, internal promotion of interested employees focused on the values of the organization and devoted to it. Replenishment of personnel is carried out only at the expense of intelligent young specialists. This ensures high stability of the team, low satisfaction of people with their position.

2. Recruitment of personnel at all levels outside the organization. This provides a high intellectual potential, but a commitment to the profession, not to the organization. Such a model, called the "sports team", is typical for firms with an aggressive strategy (for example, investment companies). The main motivating factor here is the reward for individual performance.

3. The combination of a core of permanent and temporary workers is typical for organizations with seasonal and uneven workload or operating on project principles.

4. Constant attraction of young specialists for all positions, payment for long-term results and qualifications. This model is characteristic of firms operating in the field of high technologies at the forefront of scientific and technological progress.

IN Japanese companies special booklets are compiled annually, indicating all vacancies and a person has the right to choose the position of interest to him. The leader then decides if relocation is possible and what is required. In this case, a “domino” situation may arise, and the number of relocations for internal hiring will exceed the number of vacancies by several times.

Methods of attracting personnel can be active and passive. Active ones are usually resorted to when the demand for labor, especially skilled labor, exceeds its supply in the labor market and it is necessary, as they say, to intercept the worker. In the West, they seek to attract as many applicants as possible to the organization, but at the same time tighten the requirements for the selection, "screening" of candidates.

There are the following types of such methods:

First, direct, targeted recruitment through an organization reaching out to those of interest to it as social workers in order to generate interest in a new job.

Recruitment is done:

1. In educational institutions(The advantage here is that the candidates are “unspoiled” and do not need to be “broken”, but it is enough to create favorable conditions for growth).

The Hewlett-Packard firm, for example, has contacts with a hundred colleges and universities, where special teams of recruiters (1-3 people) are sent, in total about 1000 people.

2. Competitors: hiring consultants - "bounty hunters" - find candidates based on personal contacts, databases, etc., and establish contact with them.

3. In state employment centers (they provide people of mass professions with medium or low qualifications).

4. In private recruitment agencies (which, however, is very expensive), workers are predominantly with highly qualified specialists. Most often, such agencies are of two types:

Personnel (looking for work for individuals);

Recruiting (looking for employees for organizations).

5. With the help of personal contacts of working employees (this is relatively cheap, provides additional guarantees of quality and compatibility, but does not allow reaching a large number of candidates).

6. According to notes, calls "from above" or from those to whom they are obliged, with whom they do not want to spoil relations ("behind the scenes" attraction).

7. On special Internet sites or on the company's own websites, personal internet- pages. Employers can also send job listings via email.

Secondly, the organization of presentations. They are usually attended by passers-by or people living nearby, usually from among those who are looking for additional income.

Thirdly, participation in job fairs. The latter are usually organized by local authorities mainly for the employment of people of mass professions who want to find or change jobs.

Fourth, holding holidays and festivals. The latter are designed to attract the attention of highly qualified workers who are interested in this particular organization.

Passive methods of attracting personnel are resorted to with a high supply of labor. These include placing ads in external (including foreign) media. Goals advertisement: to attract suitable candidates, to interest them in the organization and the proposed work, to facilitate contact with the company, to get the desired result at minimal cost.

1.3 Headcount and movement indicators

For influence labor potential enterprises on financial results a whole system of indicators is used. The quantitative characteristics of the personnel is measured, first of all, by such indicators as payroll, attendance and average headcount workers.

The headcount is the number of employees on the payroll on a certain date, taking into account the employees hired and retired on that day.

The turnout number includes only workers who came to work.

To determine the number of employees for a certain period, the average headcount indicator is used.

The average number of employees per month is determined as the quotient of dividing the sum of all list data for each day by the calendar number of days in the month. At the same time, on weekends and holidays, the list number of employees for the previous date is shown. The average number of employees for the quarter (year) is determined by summing the average monthly number of employees for all months of the enterprise in the quarter (year) and dividing the amount received by 3 (12) .

The movement of workers at the enterprise (turnover) characterizes the following indicators :

The hiring turnover ratio is the ratio of the number of all hired employees for a given period to the average number of employees for the same period;

The retirement turnover ratio is the ratio of all retired employees to the average number of employees on the payroll;

The staff turnover rate is the ratio of those who left the enterprise for unexcused reasons (at the initiative of the employee, due to absenteeism, etc.) to the average headcount (determined for a certain period).

The calculation of the number of employees is the most important task of determining the reasonable need for personnel to ensure an uninterrupted production process at the enterprise.

Scheduled calculations for each category of workers are carried out using various methods for determining the required number of workers.

The estimated number of industrial and production personnel for the planned period is determined based on the base number (Nb), the planned index of change in production volume (Jq) and the relative savings in headcount obtained as a result of factorial calculations of labor productivity growth (EP):

Chpp = Chb Jq EP, (1.1)

The number of main workers employed in non-standardized work, as well as auxiliary workers, is calculated according to service rates, taking into account shift work.

When compiling the balance of working hours, determine the number of days or hours that each worker should work during planning period, the number of days of absence from work, the average duration of the working day of one average worker.

In the balance of working time, three categories of time fund are distinguished: calendar, nominal and effective. The calendar fund is equal to the number calendar days planned period, and nominal - subject to continuous production - calendar, taking into account the deduction of days off and public holidays. The nominal fund, minus absences due to illness, vacations and the performance of public and state duties, constitutes the effective fund of working time.

The number of managers, specialists and employees is calculated for each function by the method of direct normalization or the method of correlation dependence. The heads of enterprises, when determining the number of managerial personnel, can be guided by standard staffing tables developed by research institutes.

The number of non-industrial personnel does not depend on the number of industrial and production personnel and is determined separately for each type of activity, taking into account the specifics (children's institutions, housing and communal services, utility Agriculture etc.).

2 Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"

2.1 General characteristics of the enterprise

Construction Products Plant Limited Liability Company, established on the basis of a decision of the Board of Directors of OJSC Design and Construction Holding Company Saranskstroyzakazchik (Minutes No. 33 dated December 23, 2002), registered by the Interdistrict Inspectorate of the Ministry of Taxation of Russia No. 1 for the Republic of Moldova on December 30, 2002 behind the main state registration number 1021301069107 (certificate ser.13 No. 000110773).

The founder of the company is OJSC Design and construction holding company "Saranskstroyzakazchik", registered by the Decree of the Administration of Saransk No. 861 dated June 27, 1994 and the Inspectorate of the Ministry of Taxation of Russia for the Leninsky District of Saransk RM on September 02, 2002 under the main state registration number 1021300973286 (certificate series 13 No. 000730719), TIN 1325019366, postal address: 430000, RM, Saransk, Sovetskaya st., 52. The founder has a 100% share in the authorized capital of the Company.

The company was created to meet the needs of the market in building materials, as well as to make a profit in the interests of the Founder.

The Company is a subsidiary of OJSC Design and Construction Holding Company Saranskstroyzakazchik.

The subject of the Company's activities is the production and sale of building materials.

The Company, in accordance with the procedure established by law, carries out the following main activities:

Production of building materials, structures and products;

Execution of construction and installation works;

Performance of works on major repairs of buildings and structures;

Performance of work on the reconstruction of buildings and structures;

Performance of repair and construction works;

Performing finishing works;

Trading activity.

The authorized capital of the Company is determined in the amount equal to the sum of the authorized capitals of Woodworking Plant LLC and KSI LLC before joining Woodworking Plant LLC and amounts to 150,000 (one hundred and fifty thousand) rubles.

The mission of the enterprise is to meet the needs of the population of the city of Saransk and other settlements Republic in quality products.

The main goal of the plant is the creation of a profitable enterprise for the production of competitive products (products) of a high quality level and the provision of various kinds of services to consumers on the basis of a constant increase in personal interest, including material, direct participants in production, its employees. Achieving this goal is impossible without comprehensive consideration of the growing demands of consumers, suppliers, the state and all those whose interests are close to the manufacturer. By acting fairly, honestly and reasonably with all those with whom a manufacturer deals, the interests of participants, employees and the long-term profitability of the enterprise can be best protected.

If you act according to this scheme, the enterprise can successfully and effectively solve a whole system of interrelated goals, namely:

Provide consumers with a variety of construction products and high quality services;

Drive sales and profit growth, achieve sustainable financial position enterprises and the steady increase in capital income;

Maintain competitiveness by improving the quality of products, reducing production costs, improving pricing policy, constantly comparing the results achieved with market realities;

Continuously improve management practices, both in terms of goals set and assessment of results achieved;

To create and maintain at the enterprise such a business atmosphere and such relationships that will contribute to the achievement of a high level of satisfaction with the results of their own work by each, individually and by all employees of the enterprise, a sense of pride in being involved in it.

Goals are always achieved under certain restrictions, which can be set by the enterprise itself and act from the outside. Therefore, the next step is to analyze the external environment of the enterprise. The main purpose of the analysis is to study the demand for products and form a portfolio of orders. depends on the portfolio of orders productive capacity enterprise and the degree of its use in the process of further activities. If the demand for products falls for any reason, then the portfolio of orders decreases accordingly, there is a decline in production, the cost of production increases, losses and the enterprise may become bankrupt. Therefore, the analysis of demand for the profile products of the enterprise is of great importance. This is one of the most important and responsible stages of market research.

The study of demand is closely related to the assessment of the risk of unclaimed products, which arises from the refusal of consumers to buy it. It is determined by the amount of possible material and moral damage to the enterprise. Each enterprise must know the amount of losses if some part of the product is not sold. To avoid the consequences of the risk of unclaimed products, it is necessary to study the factors of its occurrence in order to find ways to prevent or minimize losses.

The organizational structure of the enterprise is shown in Figure 2.1.

Figure 2.1 - Organizational structure of the enterprise

On the basis of the organizational structure of the enterprise, the staffing table of the plant was developed. By type, the management structure is linear.

The director of the plant carries out general management of the personnel of the enterprise.

The functions of the director include:

Timely provision of the organization with the necessary number of workers, managers, specialists and employees of the required specialties and qualifications;

Improving the quality of the workforce, managers, specialists and employees;

Accounting and analysis of the movement of personnel;

Organization of work with a reserve of managerial personnel;

Preparation and certification of managers, specialists and employees;

strengthening labor discipline and reducing staff turnover;

Keeping records of personnel, registration and storage of personnel documentation.

The main structural subdivision of Construction Products Plant LLC is a workshop.

2.2 Evaluation of the number and movement of personnel

The volume of work with personnel depends on the number of personnel, as the analysis of the data in Table 2.1 shows, the number of personnel in the enterprise is increasing every year. As of 01.01.2010, the number of personnel amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

Table 2.1 - Average number of employees

Figure 2.2 clearly demonstrates the dynamics of the number of personnel by years.

Figure 2.2 - Dynamics of the number of personnel of LLC "Building Products Plant"

The analysis of the payroll number of personnel for hiring-dismissal, turnover, showed that the dismissal does not exceed the number for hiring employees. As a result of the constant hiring and dismissal of employees, the composition of the enterprise's personnel and turnover are constantly changing (table 2.2).

Table 2.2 - Movement of personnel

The hiring turnover ratio in 2009 is 18%, and the exit turnover ratio is 9%, from which we can conclude that the number of both hired and retired decreased compared to 2008. However, the increase in the acceptance rate is much greater than the increase in the turnover rate on disposal. This means that the average number of employees has increased by 28 people. It is also clearly seen that the turnover ratio for admission and the turnover ratio for retirement are gradually decreasing, which indicates the constancy of staff.

Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10 - 25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the workforce of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

Analysis of data for the period 2006 - 2009 on hiring and dismissal showed that the main reason for the dismissal of employees is own wish-72.25%, the next reason is dismissal for absenteeism (Table 2.3)

Table 2.3 - Data on the reasons for dismissal for 2006 - 2009

The main reasons for the dismissal of the main workers are dissatisfaction with the conditions and regime of work, wages.

2.3 Analysis of the composition and structure of the personnel of the enterprise

In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. IN last years there is a downward trend specific gravity number of workers from 83.93% in 2005 to 78.11% in 2009 (Table 2.4).

Table 2.4 - The structure of the personnel of LLC "Building Products Plant"

The main professions at the plant and the number of workers by category are presented in Table 2.5. The most demanded profession is the lumber stacker.

Table 2.5 - Main professions of workers

An analysis was made of the payroll number of employees by length of service and age.

By experience:

Less than 1 year of all employees of LLC "Combine of construction products" work - 11.4%.

The proportion of employees who have worked in the analyzed units from 1 to 3 years is 56%.

The maximum share is the age group of workers from 40 to 50 years old - 34.6%.

The proportion of workers under the age of 20 is 1.5%, over 60 years is 2.3%.

Among the employees of the analyzed units, the proportion of people aged 20 to 50 years is 77.5% (Table 2.6).

Table 2.6 - The share of young people in the total number of employees

The composition of the engineering and technical staff includes 64.3% - managers; 33.6% - specialists; 2.1% - employees. The share of engineering and technical personnel working in LLC "Building Products Plant" for up to 1 year is not large, it is 2.6% of the total number of employees analyzed. Employees, aged 40 to 50 years, make up the main backbone of engineering and technical personnel in LLC "Building Products Plant". The proportion of young people under the age of 30 is 15.1% of total analyzed workers. The share of specialists over the age of 60 is not large (3.3%).

Table 2.7 - Qualification level of personnel

Table 2.8 - Level of staff education

The majority of engineers working in departments have higher (87.8%) education and secondary special education (24.3%).

One of the ways to improve the formation of the personnel of the enterprise is to improve the work on the selection of candidates. The selection of candidates for a vacant position should be made from among the applicants by assessing the business qualities of the candidates. At the same time, it is advisable to use a special methodology that takes into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to the public; the ability to listen to criticism, be self-critical; actively participate in social activities; have a high level of political literacy.

The second group covers the following qualities: a sense of personal responsibility for the task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and exactingness to observe discipline by others; level of aesthetics.

The third group includes such qualities as qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; possession of advanced management methods; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work; the ability to assess the capabilities and work of others.

The fifth group includes the following qualities: the ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and fix frames.

The sixth group includes such qualities as the ability to briefly and clearly formulate goals; the ability to write business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in their work; ability to read documents.

The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; ability to resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self-confidence.

The eighth group combines such qualities as the ability to see the new; the ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes: honesty, conscientiousness, decency, adherence to principles; balance, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness appearance; good health.

In each specific case, those positions that are most important for a particular position and organization are selected from this list (with the help of experts), and specific qualities are added to them that an applicant for this particular position should possess. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when applying for a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to a position.

After that, the experts work to determine the presence of qualities in candidates for a vacant position and the degree of possession of them by each candidate for each quality. The candidate who best possesses all the qualities necessary for a vacant position, occupies this position.

In order to correctly determine the selection criteria, it is necessary to clearly formulate the qualities of an employee necessary for the corresponding type of activity. Criteria should be formed in such a way that they comprehensively characterize the employee: experience, health and personal characteristics. “Reference” levels of requirements for each criterion are developed based on the characteristics of employees already working in the organization who are doing their jobs well.

In order to improve the current system of selection, placement, training and advanced training of personnel, improve the style of work of personnel services and ensure control over the implementation of planned activities, personnel planning at the enterprise. The annual plan of work with personnel is developed taking into account production tasks organizations, the introduction of effective forms of management, organization and stimulation of labor, etc. The draft plan provides for specific activities; persons responsible for execution and deadlines. The approved annual plan is communicated to the heads of their departments, organizations, which, on its basis, draw up a plan for working with the personnel of the department.

The annual plan includes the following main areas of work with personnel:

Recruitment, staffing, training and advanced training of workers;

Work with management, engineering and scientific personnel;

Consolidation of personnel and strengthening of labor discipline;

Organizational events.

The structure of the annual plan of work with personnel of LLC "Building Products Plant" (2010):

1) Recruitment, staffing, advanced training of workers:

Take part in the work of the qualification commission for the assignment of categories, classes, and categories;

Draw up and approve the nomenclature list of positions of LLC "Building Products Plant" in accordance with the tariff and qualification requirements;

Carry out certification of employees who have received an assessment with recertification in a year.

2) Work with managerial, engineering and scientific personnel:

Summing up the results of the certification of management personnel and specialists;

Continue work on staffing with qualified personnel in accordance with the nomenclature list of positions;

Conduct an analysis of the qualitative composition of management personnel and specialists in terms of education, length of service and age (improvement of the qualitative composition);

Continue the work of the commission on going abroad for study and internship;

Continue work to improve the skills of managers and specialists;

Organize training for managers and specialists in connection with the introduction of new equipment and technical processes.

3) Consolidation of personnel and strengthening of labor discipline:

Conduct an analysis of the state of labor discipline and staff turnover in LLC "Building Products Plant";

Continue work on the submission of materials on the appointment of pensions to employees of LLC "Building Products Plant" for old age, in connection with disability, for the loss of a breadwinner, etc.;

Maintain constant control over the provision and observance of the vacation schedule for 2010.

4. Organizational measures:

Provide methodological and legal assistance on personnel work and record keeping;

Listen to heads of departments on HR issues.

In LLC “Building Products Plant”, in order to increase the efficiency of personnel management, it is advisable to take measures to improve the system of selection, placement, training, retraining and advanced training of personnel.

Planning for the need for personnel and staffing with qualified personnel is carried out on the basis of the nomenclature list of positions of LLC “Building Products Plant”, as well as based on: the tasks of the organization related to its reconstruction; replacement of retired workers, replacement of practitioners with graduates.

Relations to job responsibilities- the most important indicator of the efficiency of the entire enterprise as a whole. Conscientious labor is, first of all, productive labor. Non-execution, weak return during working hours is a problem of any work collective. In market conditions, much depends only on the labor efforts of a particular person.

The main tasks of educating employees with respect for work are:

1) Carrying out explanatory work and bringing to each employee the essence of the ongoing socio-economic policy of the management of LLC “Building Products Plant”, all changes and events. One of the methods of this work is the system of information and economic education on various topical issues.

2) Formation by all methods of ideological influence and material incentives among workers of the vital need for highly productive work, performance and labor discipline, production of quality products, and maximum profit.

As a result, the following goals are achieved:

a) each employee is aware of his place in the complex mechanism of the giant enterprise;

b) the priority goals of the native enterprise;

c) their role in a market economy;

d) performing discipline is the key to success, poor labor return is the way to the labor exchange.

Compliance with labor discipline is one of the important elements in educating employees to respect work.

The role of labor discipline is increasing every year due to the complexity of all production processes, therefore the Internal Labor Regulations are the law for every employee of Construction Products Plant LLC.

Labor discipline is a guarantee of highly productive work and successful implementation of the plan. Purposeful work is carried out in all departments to strengthen labor discipline. One of the directions of this work is a constant analysis of the state of growth-decrease in violations of labor discipline in labor collectives. The Human Resources Department is in close contact with the Human Resources Deputies on this issue.

The discipline management system and the education of respectful attitude to work among employees is based not only on the registration of violations and punishments, but also on the development of a set of measures aimed at reducing them.

A set of measures aimed at reducing cases of violations of labor discipline:

Conversation with employees who violated the rules of internal labor regulations; the work of commissions for work with violators of labor discipline, carried out in structural divisions;

Conducting scheduled production meetings, where discipline issues are one of the priorities;

Hearing of the heads of structural divisions, deputies for work with personnel on issues of strengthening labor discipline;

Material and moral incentives for conscientious and high-quality work to an employee who does not have violations of labor and production discipline.

Labor discipline is one of the main components of the well-being of Construction Products Plant LLC, therefore, work to strengthen it should be carried out in all areas, from the plant director to the middle manager: foreman, foreman. Only then will there be a return. And for this it is necessary to bring to personal responsibility the direct supervisors of violators of labor and production discipline. This will help to strengthen discipline in labor collectives.

Conclusion

The staff of an enterprise (firm) is a set of individuals who are with the firm as legal entity in relations regulated by the contract of employment. It is a team of workers with a certain structure corresponding to the scientific and technical level of production, the conditions for providing production with a labor force and established regulatory and legal requirements.

Construction Products Plant LLC was established to meet the needs of the market for building materials, as well as to make a profit in the interests of the Founder. The founder of the Company is OAO Design and construction holding company "Saranskstroyzakazchik".

The amount of work with personnel depends on the number of employees. The number of personnel as of 01.01.2010 amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. In recent years, there has been a tendency to reduce the share of the number of workers from 83.93% in 2005 to 78.81% in 2009. Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10-25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the personnel of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

IN term paper developed a methodology for assessing business and personal qualities leaders.

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In modern society, the personal qualities of an individual begin with his business characteristics, attitude to work, level of professional suitability. All this determines the exceptional relevance of the issues that make up the content of professional ethics. Genuine professionalism is based on such moral norms as duty, honesty, exactingness towards oneself and one's colleagues, responsibility for the results of one's work.

Qualitative characteristics of personnel - a set of professional, moral and personal properties, which are a concrete expression of the compliance of personnel with the requirements that apply to a position or workplace. The whole set of qualitative characteristics of personnel can be divided into:

abilities (level of education, amount of acquired knowledge, professional skills, work experience in a certain area of professional activity, with a certain type of product or service, professional skills of cooperation and mutual assistance, experience in complex programs, etc.);

motivation (the sphere of professional and personal interests, the desire to make a career, the desire for power, readiness for additional responsibility and additional loads, etc.);

properties (the ability to perceive a certain level of physical, mental or intellectual stress, the ability to concentrate, memory, and other personal properties necessary to perform any work).

In the theory of personnel management, there are different approaches to the qualification of personnel, depending on the functions performed. This classification provides for two main categories of personnel involved in the production process: managerial and production.

Rice. 1. The structure of the organization's personnel by categories

Management personnel are employees whose labor activity is aimed at performing specific management functions. These include line and functional managers and specialists.

Managers who direct, coordinate and stimulate the activities of production, manage the resources of the organization, make decisions, bear full responsibility for achieving the goals of the organization and have the right to make decisions, are linear. The heads of subsections, whose main task is to promote the effective work of line managers, are classified as functional. Managers and chief specialists together create the administration.

Specialists (engineers, economists, technicians, technologists, psychologists) involved in the creation and implementation of new knowledge, technologies in production and the development of solutions to individual production and management problems.

Technical specialists (employees) who provide technical and informational assistance to the management apparatus (collection, processing, storage and transmission of information). The specificity of their activities lies in the implementation of standard procedures and operations, which are mainly amenable to rationing.

The managerial staff is occupied mainly with mental and intellectual work. At the level of management, managers are divided into lower managers (foreman, site manager, group bureau), middle (heads of workshops, departments, their deputies) and top managers (heads of enterprises, their deputies).

Production personnel are performers who implement the decisions of managers, directly implement the plans of the organization involved in the creation of wealth or the provision of production services and the movement of goods. This also includes cleaners, security guards, couriers, cloakroom attendants. For analytical purposes, the production potential is divided into:

the main workers who are directly involved in the production process with the creation of wealth;

auxiliary, which perform the functions of servicing the main production.

STAFF STRUCTURE OF THE ORGANIZATION AND ITS TYPES

General structure personnel

The totality of individual groups of workers forms the personnel structure, or in other words, the social structure of the organization, which can be statistical and analytical.

The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular. In the context of the general structure, personnel is considered according to such criteria as work experience, education, profession; private structure reflects the ratio of individual categories of workers.

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes aimed at creating the final product for a given organization. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

Workers are also classified according to professions, age, forms and systems of remuneration, length of service.

Employees carry out the organization of people's activities, production management, administrative, economic, financial, accounting, supply, legal, research and other types of work.

Employees belong to the professional group of people engaged mainly in mental, intellectual work. They are combined into several subgroups.

First of all, these are the leaders who carry out the functions of general management. Conventionally, they are divided into three levels: the highest (of the organization as a whole); medium (main structural divisions); grassroots (working with performers). The leaders also include their deputies, chief specialists, state inspectors.

Together they form the administration, which also includes individuals who are not related to management, but who perform support management functions, such as personnel officers.

Specialists by position can be "main", "leading" seniors, "or have a category characterized by a number. A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He can also be the sole responsible executor of some responsible work, having no subordinates. The leading specialist performs the same duties as the senior specialist, but also provides methodological guidance, and the chief coordinates the work of leading and senior specialists.

Professional qualification structure of personnel

Occupation of a particular position requires people to have the appropriate profession and qualifications.

A profession can be understood as a complex of special theoretical knowledge and practical skills acquired by a person as a result of special training and work experience in this field and allowing them to carry out the corresponding type of activity. For example, we can talk about the profession of a manager, lawyer, economist, doctor.

Within each profession, as a result of the division of labor, specialties associated with the performance of a narrower range of functions are distinguished. Thus, the specialty within the legal profession will be civil law, criminal law, state law, etc.

Experience and practice link skills, knowledge and skills together, forming qualifications, that is, the degree of professional training necessary to perform these job functions. There is a difference between job qualifications and employee qualifications. The first is represented by a set of requirements for the one who must fulfill it; the second - a set of professional qualities acquired by a person.

The qualification of an employee is determined by such factors as the level of general and special knowledge, work experience in a given or similar position, necessary for mastering the profession. For managers, it is also about the level of organizational skills. Qualification is assigned by a special commission on the basis of a comprehensive examination of the knowledge and experience of a given person and is legally fixed in documents - diplomas, certificates, etc. organizationsAbstract >> State and law

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Discipline "Personnel Management" on the topic: " Structure personnel in organizations" Completed: Art. gr. MI-107 ... UNITI, 2005 .. 4. Shekshnya S. V. Personnel management contemporary organizations- M.: Business School "Intel-Synthesis", 2003 ...

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The personnel structure is an important part of any enterprise, since the quality and timely execution of the labor process depends on the employees. Employees in an organization are people who have certain knowledge and skills. The company selects future employees in accordance with education, qualifications, necessary personal qualities. It is the properly selected composition of the company's employees that ensures further productive work for many years to come.

Main features

The personnel structure of an organization is an important and integral part of any team. To give a more precise definition, the structure is a set of certain parts of the team that are combined according to some criteria. The composition and structure of the personnel of the enterprise can be as multifaceted as required by this institution.

When a new production is formed, it usually immediately becomes clear to managers what goals and functions will be developed this enterprise, and how many workers are required to perform these services. In order to correctly determine the composition of the enterprise's employees, the very first thing is to correctly determine the need for specialists of certain categories for productive work. Accordingly, specialists or managers must correspond to the categories of the position held.

All available vacancies in this company are approved in the regulatory document "staffing". Such a document is available at each enterprise and it reflects the position, the number of rates, the official salary, the mandatory schedule is made and approved at the beginning of the year or when changes are made.

According to the staffing table and the personal orientation of the organization, it is possible to draw up structures of various types of full-time employees.

According to the types of composition of employees, the quantitative and qualitative structures of employees are distinguished. The quantitative composition is determined by the staffing table at a certain point in time, and the composition of the number is calculated both for employed and free vacancies. The qualitative composition of the staff is usually determined by the degree of education, work experience, age and other social parameters that positively contribute to the achievement of the company's goals.

Components of the staff

The totality of employees of any organization can be classified into statistical and analytical components of employees. The statistical structure involves the grouping of people and its distribution into groups depending on the positions held.

The very first and leading line is occupied by the heads of the company. The head is the main link, he is obliged to manage the entire structure of his production. Managers can also be divided into levels, if any. The highest level is the director or the most important head, the middle level is his deputies, in addition, there may be heads of departments, production shops or plots. The lower level is the leading employees of the sites, for example, foremen.
The second, no less important link is specialists. Specialists include accountants, economists, lawyers, personnel department, various kinds of engineers, mechanics.
At the third stage are executive employees, these include: secretary, cashier, typist.
The fourth step is workers. Very often, it is the workers who take the place in the performance of services and the main functions of the organization. Workers may have a basic qualification or an auxiliary one.

The analytical structure of the company involves additional research and calculations that will group employees according to certain criteria. Consider analytical structuring and its types.

Organizational and functional structure of employees

This is a set of departments in one organization and the relationship of employees in the workplace. Such a grouping of people as an organizational structure distributes them according to their powers and activities, while uniting them into one whole. Studying the organizational components of one enterprise, you can see several varieties of organizational groups. In practice, the structures are distributed depending on the approaches to employees.

Allocate functional, linear and matrix organization.

The functional structure is formed depending on functional duties every employee. For example, consider a functional analysis of one firm. Our enterprise can be divided into separate sections, for example: an accounting department, a large number of people can work in it, it is directly managed by the chief accountant, each of the employees performs certain process functions. However, such a unit works for the benefit of the entire organization, although all other subsections are not related to the same type of work with accountants. The functional structure involves the work of each separately from each other, but they act for the benefit of the common cause. If we consider accounting, then it produces payroll for the entire company and codes, reporting is also produced throughout the organization.

Linear organizational groups exist in small firms where the types of duties performed are of the same type and the employed employees are all on the same line of employment. Such enterprises do not have the need to create complex structuring. With the introduction of employees with more complex functions into such a company or an increase in the salary of some employees, such actions will necessitate the introduction of positions and pains of a complex organizational component of the personnel.

The matrix composition is created under the condition of increased satisfaction from the duties performed. However, such matrix schemes have a number of disadvantages, for example, the frequent change of managers and specialists leads to a loosening of the team and a weakening of the quality of work.

Role structure of personnel

It determines the roles occupied by employees, according to creative directions, however, this is not the main indicator of the role composition.

The roles in the workplace for each employee can be characterized according to certain criteria: a behavioral role, a communication role, a creative model of behavior.

The role structure of personnel includes several components. The behavioral role is determined by personal psychological behavior in the workplace or when performing a complex task, in addition, conflict situations are taken into account.

The communication role determines the personality in the dissemination or transmission of information, the reliability of certain factors. Creativity can be seen in very active employees who can take part not only in labor processes but also engage in various organizational activities.

The composition of employees, structured by gender and age - is the totality of employees of the company, who will be distributed according to gender (women and men), as well as by age.

Other structures

Age grouping is usually done in the form of a table, for example, people will be distributed according to age up to 20, 30, 40, 50, and from 51 to 60 years. In addition, by distributing the total composition of the population by age, in the same table it is possible to make a distribution for men and women. Such structuring will help the manager to derive the average age of the staff and plan according to future reserves or qualification courses.

The age structure of the staff is very convenient to use for the manager, since many firms determine the methods of influencing and stimulating work by the age of their employees. In turn, the age indicator should not exceed 37 years on average.

Qualification structure of personnel. This component determines the professional skills of employees. Not only the diploma and the profession indicated in it play a role here, again, analyzing employees, you can reflect advanced training courses, additional categories, confirming the level of a professional, for example, categories for drivers, different categories for specialists. It is also possible that the company you work for will be able to offer you to learn all sorts of professional skills for career advancement or improvement for work functions.

The structure of personnel by length of service can be calculated in two ways. The first option, if the composition of employees is grouped by total length of service, for example, a table: experience up to 3 years, up to 5, 8 years, from 8 to 10 years, from 10 to 15 years, from 15 to 20 years. Such a table will be convenient for the manager and for the reporting of the personnel department. Based on the analysis, it will also be possible to see the approximate age category of workers, since the total length of service will be quite low if the workers are young. The second option is the length of service specifically in this organization. Such a composition will show the stability of the staff. The table can be made as follows: less than 1 year, from 1-3 years, from 3-5 years, up to 10 years, from 10 to 20 years and more. An analysis of this composition will show the loyalty of employees to this company, but if the staff is young, then there will be no big indicators.

The structure of personnel by level of education can show the level of education of personnel, according to the general or special level of training. This composition can be made in the form of a table in which to highlight such sub-items, for example, primary education (school certificate for 9 classes), incomplete secondary (school certificate for 11 classes), secondary (vocational school or college diploma), incomplete higher education (university bachelor's degree) , higher (specialist, master), various other degrees of scholarship, doctors and candidates of sciences. Such an analysis by the level of education will help the manager to see the degree of education of the team, and further improve the level of their employees.

Thus, budgeting for personnel costs is integral part company-wide budgeting and requires taking into account the need to implement special functions of personnel management.

1. Utkin E.A., Martyunyuk I.V. Controlling: Russian practice. M.: Finance and statistics, 1999, 272 p.

2. Controlling as a tool for enterprise management / Ed. E.A. Anankina, N.G. Da-nilochkina and others. M.: Audit, UNITI, 2001.279 p.

3. Organizational personnel management: Textbook / Ed. AND I. Kibanova. M.: UNITI-M, 1997. C. 57-59.

E.A. Kutlunin

OJSC "Omsk Motor-Building Design Bureau"

STAFF STRUCTURE OF THE ORGANIZATION AND METHODS OF ITS ANALYSIS

The terms "personnel", "staff", "workers" are frequently used in the theory and practice of management. Often the analogy is carried out between them but no distinctions.

In the theory and practice of management, the terms "staff", "cadres", "employees" are often used. Often an analogy is drawn between them and no differences are given.

Many authors define personnel as "a set of workers of certain categories and professions engaged in a single production activity aimed at making a profit or income and satisfying their material needs" . Head of the team of authors Yu.G. Odegov gives the following, more complete definition personnel: “The organization's personnel is a set of individuals who are with the organization as a legal entity in relations regulated by an employment contract and who have certain qualitative characteristics that allow the achievement of the organization's goals. In other words, the personnel of the organization are all the people who work in the organization.

An essential feature of the staff is the presence of labor relations with an employer. One more important feature- possession of certain qualitative characteristics: abilities (availability of specific knowledge and professional skills, work experience in a particular field of activity); motivation (a range of professional and personal interests, the desire to make a career, the need for professional and personal self-realization); properties (the presence of psychological, intellectual, physical qualities) ".

Personnel in the dictionary of concepts and definitions for personnel means “a socio-economic category that denotes a permanent, regular staff of workers, that is, able-bodied citizens who are in labor relations with state, cooperative, private, etc. enterprises, firms, organizations, institutions.

Personnel usually means qualified workers who have passed a preliminary vocational training and having special education, labor skills and/or work experience in the chosen field of activity. It is not customary to refer to personnel of temporary and seasonal workers, part-time workers, non-staff employees, as well as self-employed persons in the field of commercial trade” .

In the Encyclopedic Dictionary of Personnel Management work force is defined as “the physical and spiritual abilities of a person that are used by him in the process of labor in the creation of goods and the provision of services.

The labor force represents the potential capacity for work, and labor itself is the functioning labor force.

We are closer to the point of view of A.P. Yegorshin, who refers to the personnel "all employees ( labor collective) performing production or management operations, engaged in the processing of objects of labor using means of labor ".

The concepts of "cadres", "employees", "personnel" are identical, if we take this definition as a basis.

The staff is the most important part of the organization and has a complex interconnected structure. System analysis allows us to consider personnel as a relationship of structures identified according to various criteria.

First of all, you should pay attention to the structure of personnel by category. There are various approaches to the classification of personnel depending on the profession or position of the employee, the level of management, and the category of employees. The basic classification is by categories of workers (Fig. 1), proposed in the 1980s. State Committee for Labor of the USSR.

This classification provides for the allocation of two main parts of the personnel for participation in the production process: workers and employees.

workers, or production personnel, carry out labor activity in material production with a predominant share of physical labor. They provide production, its exchange, marketing and service. Workers can be divided into two main categories:

The main personnel are workers employed in technological processes that change the shape, structure, properties, spatial position of the object of labor, as a result of which material products and services are created;

Auxiliary personnel - workers associated with the maintenance of equipment and jobs in auxiliary units: repair, transport, tool, warehouse.

servants, or management personnel, carry out labor activity in the process of production management with a predominant share of mental, intellectual labor. Their main result labor activity is the study of management problems, the creation of new information, changing its content or form, preparing management decisions, selection of the most effective option, implementation and control of execution. Employees are grouped into several subgroups.

First of all, these are the leaders who carry out the functions of general management. Conventionally, they are divided into three levels: the highest (of the organization as a whole), the middle (of the main structural divisions), and the grassroots (working with performers). The leaders also include their deputies and chief specialists. Together they form an administration, which also includes

There are individuals who are not related to management, but who perform support management functions, such as personnel officers.

The other largest subgroup of employees are specialists in various fields. They are busy creating and introducing new knowledge into production, as well as developing options for solving individual production and management problems, the solution of which is within the competence of managers. These are economists, lawyers, engineers and technicians and their assistants.

The third subgroup is formed by other workers related to employees - technical performers. They carry out the preparation and execution of documents, accounting, control, economic services (for example, cashiers, clerks, archivists, commandants).

In modern conditions, given the above classification, in enterprises, organizations and firms various forms property, it is customary to subdivide all workers into two groups: industrial and non-industrial personnel.

The composition of the industrial and production personnel (personnel of the main activities) includes persons working in the main and auxiliary, research and development departments, the management apparatus, engaged in the creation of products, services or servicing these processes.

In addition to workers and employees, which were mentioned above, industrial and production personnel include junior service personnel, students and fire and guard guards.

Junior service personnel include employees who ensure the maintenance of sanitary and hygienic conditions at the enterprise (employees of showers, dressing rooms, room cleaners).

Employees of the fire and watch guard provide at the enterprise fire safety, monitor the condition and serviceability of fire fighting equipment and perform the functions of protecting industrial enterprises.

Non-industrial personnel (personnel of non-core activities) usually include workers who do not take part in the production of products. Their purpose is to provide and service the enterprise. These are workers employed in the transport sector, housing and communal services, social security and other non-production units.

If the personnel is considered as the most important component of any organization and the main characteristic of the system, then its structure may look different (see Fig. 2):

Rice. 2. Personnel structure

Consider the organizational structure of personnel, which reflects the scope of rights and responsibilities, the independence of individual employees, departments, as well as the system of subordination.

The functional structure reflects the division of management functions between management and individual units.

The role structure characterizes the team in terms of participation in the creative process in production, communication and behavioral roles.

The staffing structure determines the composition of units and the list of positions, the size of official salaries and the payroll.

social structure characterizes the workforce social indicators(sex, age, profession and qualifications, education, etc.). Different authors identify various features by which personnel can be classified. For example, A.P. Yegorshin believes that the social structure grouped according to 13 features is quite complete (see Fig. 3). It contains indicators such as gender, age, work experience, education, social origin, position in the organization, nationality, marital status, party membership, motivation, progressiveness, standard of living and attitude to property.

In our opinion, in studies it is most expedient to consider the professional qualification and socio-demographic structures, since they have the most significant impact on the achievement of the goals set, on the results of the enterprise and its development.

Among the indicators of the social structure, such indicators as gender, age, work experience and marital status are of the greatest importance in personnel management. Let's consider them in more detail.

Firstly, the gender structure of personnel is based on the division of employees into men and women in the total number, as well as in various age and professional groups.

Secondly, the structure of personnel by age is characterized by the proportion of persons of the corresponding ages in its total number. When studying the age composition, the following groups are used: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49, 50-54, 55-59, 60- 64, 65 and older. It is also advisable to distinguish the following age groups of personnel:

Young employees, whose age does not exceed 30 years;

Middle-aged staff (31-45 years old);

Senior staff (46-55 years old);

Personnel of pre-retirement and retirement age over 55 years old.

Thirdly, the structure of personnel by length of service can be considered in two ways: in terms of total length of service and length of service in a given organization. The level of labor productivity is directly related to the general experience. The total experience is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more.

The length of service in the organization characterizes the retention of personnel. Statistics distinguishes the following periods for calculating this indicator: up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.

Fourth, according to marital status, all workers can be classified into the following groups: single (unmarried), married (married), divorced, widowers (widows).

Consideration of the professional and qualification structure of personnel is especially important in personnel management, since this criterion combines the characteristics of personnel as an economic resource of the organization (distribution by profession and skill level), and individual personal characteristics that ensure the effectiveness and efficiency of labor.

Firstly, the structure of personnel by level of education involves the allocation of persons with higher education, incomplete higher education, secondary vocational, secondary general, incomplete secondary, primary.

Secondly, it is necessary to pay attention to the correspondence of the received specialty and the work performed, as well as to dwell on the reasons why people agree to perform other labor functions that do not correspond to the profile of the education received.

Thirdly, the most important direction in the analysis of the professional qualification structure is the study of the correspondence of the level and volume of knowledge to the requirements of the workplace. This issue must be considered together with the issues of training employees and improving their skills.

Considering staff as single system, then its main characteristic will be the structure of personnel.

Personnel structure - a set of stable relationships between the characteristics of the personnel, ensuring the preservation of the basic properties of the personnel during various external and internal changes.

Rice. 3. Social structure of staff

To manage the activities of the organization, the administration must master the methods of personnel management and, if necessary, methods of changing the structure of personnel.

L.G. Gaposhina identifies several methods for predicting the organization's need for personnel. Some of them may be applicable to changing the structure of the staff. These methods include the following:

Extrapolation method, frequently used and simple. Its advantage is its general availability, low cost. Its essence is to transfer the patterns and trends of the past period to the future. The disadvantage of the method is that it is not always possible to take into account changes in external environment and in the development of the organization. This method is good for a short-term enterprise development strategy, for enterprises with a stable structure operating in a stable environment;

relationship method. The essence of this method is to calculate the relationship between the causal factor and the quantity and quality of personnel. For example, the ratio of production workers (number, profession, category) to the annual production plan, as well as the ratio of the number of engineering and technical workers to the number of production workers. When using the method of relations, the stability of the factors that determine changes in the quantitative and qualitative needs is assumed. It is necessary to accurately know or predict the volume and range of goods and services provided. But, as a rule, none of the ratios can remain unchanged in the future. As a result, there is a need to adjust for factors that are expected to change in the future. Technological and administrative changes can have a significant impact on the change in the structure of personnel;

Method of expert assessments. This method is based on using the opinions of specialists to change the quantitative and qualitative characteristics of the personnel. Usually, chief specialists and heads of departments of the enterprise are involved in the examination. Using their knowledge and experience allows us to give a reasonable assessment of the staff and make a development forecast. The procedure for conducting an examination is influenced by the size of the enterprise and the number of heads of departments.

The considered methods of personnel structure analysis have their disadvantages and advantages. In order to reduce the percentage of error in determining the structure of personnel, it is advisable to use an integrated method that would generalize all the above methods. By correlating the results of these methods, we will get a more accurate result for decision making.

Thus, we can conclude that the personnel structure is a set of separate groups of employees united according to some criteria, for example: professional affiliation (professional structure), skill level (qualification structure), age, gender and education (structures by education level and gender and age ) etc.

In order to start such a difficult management process, as a reorganization of the personnel structure, it is necessary to have a good command (in addition to those considered) of methods for changing the personnel structure, which should be preceded by a deep and detailed analysis of the personnel structure.

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