The personnel of the department. General composition and types of personnel documentation. Liaison with the legal department

Personnel and personnel are terms that are often mentioned by employees of the human resources department of an organization. The entire population of working age that lives in the territory of the state is called the labor force. This includes already employed persons, as well as those people who can be called potential employees.

The term "personnel" may refer to an enterprise, a country or its region. If we consider the personnel at the enterprise, then they understand the staffing of employees. This includes skilled workers who at one time received special training in the profession. These people have the knowledge necessary for work, have experience in their field.

If we talk about the term "staff", then it means the entire staff of the company. In addition, it can only be part of the personnel of the enterprise. Personnel is a group in which people are united according to some criteria. For example, one can single out service staff working at the enterprise. Employees are people who work for a company under an employment contract.

Frame classification

An important characteristic of the concept of "personnel" is the qualifications of persons working in the firm. In addition, there is another characteristic that can be attributed to the work of an employee in a company on a permanent basis. But for the staff, these characteristics are not the main ones. For example, temporary workers refer to staff. These people may be skilled professionals or they may be unskilled workers.

The personnel department operates with other terms. For example, human resources are referred to as generalizing factors. This is a combination of different qualities inherent in people, their ability to produce material and spiritual benefits. Personnel policy The company employs HR-specialists.

The term " labor resources' is no less common. It is very important for each enterprise to use labor resources correctly, because the success of the company directly depends on who works in the company.

At the level of one company, instead of the term "human resources", the term "personnel" or "staff" is most often used. Each person who works in the organization has his own profession and specialty. A profession is a person's occupation. A specialty is a narrower concept, it is a type of activity that a person is engaged in within the framework of his profession.

In addition, employees differ in qualifications. It reflects how well a person knows his business, this is the degree of possession of professional knowledge. Information about the employee's profession, his specialization and qualifications is reflected in the tariff categories. It is also indicated in categories that characterize how complex the work is performed by this specialist.

All specialists, taking into account the level of their qualifications, can be divided into the following groups:

Persons with high qualifications. They usually go through extensive training. Such specialists have extensive experience, this is their main difference from other employees.
Qualified employees. They have special training, which is often received off the job. The term of study takes 2-3 years.
Low-skilled workers. This group of specialists is undergoing training, but the training period is very short.
unqualified employees. These workers were not trained, they have no special training.

If we talk about qualifications, then employees may not have a category at all. Any employee can get a category, it can be 1, 2 or 3.

The leadership team has its own gradation. There is a distribution according to:

management structures. Managers can be linear, they head departments, they can head a shop, they can manage firms. Functional chiefs head a service, for example, a planning and economic department. They prepare recommendations for line managers.
Management links. These are senior, middle and grassroots managers.

The structure of the personnel of the organization

The staff can be divided into several categories:

management team;
specialists who work at the enterprise;
company employees;
key staff and support staff.

In organizations working in the field of production, these specialists form industrial and production personnel. Each category in its composition contains a number of professions that are combined into groups of specialties. The latter can also be divided into qualifications.

Employees in an organization may be temporary. They are accepted for a certain period, unlike other employees. After the term of the contract ends, they can agree to extend it. Seasonal hire for up to six months. Permanent employees of the company are employed indefinitely.

The personnel department performs important and responsible work at the enterprise.

The success of the company's activities directly depends on what kind of specialists work in the organization.

That is why personnel policy should be carefully developed. Its main goal is to form an able-bodied team in the organization.

The success of an organization (enterprise) is largely determined by the skill level of its employees, the degree of team cohesion working on one idea. Therefore, the labor resources of the organization are the object of constant concern on the part of management. Everything ultimately depends on people, their skills and desire to work. Within the framework of one enterprise, instead of the term "labor resources", the term "enterprise personnel" is used.

The personnel of the enterprise is a set of employees of various professional and qualification groups employed at the enterprise and included in its payroll. The payroll includes all employees hired for work related to both core and non-core activities. Under the personnel of the enterprise, it is customary to understand the main (regular) composition of the employees of the enterprise. Its main features are:

The presence of an employment relationship with the employer, which are formalized employment contract(contract);

Possession of certain qualitative characteristics (profession, specialty, qualification, competence, etc.), the presence of which determines the activity of an employee in a particular position or workplace;

Target orientation of personnel activities, i.e. ensuring the achievement of the goals of the organization by establishing adequate goals for an individual employee and creating conditions for their effective implementation.

The very concept of "professional qualification structure of personnel" is ambiguous. It includes three independent, albeit closely related aspects: professional structure work force; its qualification structure; qualification content. At the same time, the professional structure of the labor force is understood as the ratio of representatives of various professional groups, under the qualification structure - the ratio of workers of different skill levels. Qualification content various professions is a set of skills, knowledge, experience, and other components required to perform a specific job. In the most direct way, the qualification requirements for workers determine the nature of the technology used.

As a result of development technical means, the emergence of new types of products and services, the introduction of new technologies, changes social structure society, structural restructuring of the economy in the composition of the labor force are constantly undergoing professional and qualification shifts. Therefore, at any given moment, the structure of employees according to the main professional and qualification groups is rather arbitrary.

According to the professional qualification structure, the personnel (personnel) of the organization are divided into three enlarged groups in accordance with international statistics:

1) "white collar", i.e. focused primarily on non-physical labor;

2) "blue collars", i.e. workers of various professions and skill levels;

3) service workers (the last group in international statistics includes cooks, waiters, medical attendants, police officers, firefighters, household workers - servants, cleaners, etc.).

The second and third groups form the labor force engaged mainly in physical labor. These enlarged groups include various subgroups. So, workers of predominantly non-physical labor include: managers, technical specialists. Workers predominantly manual labor are divided into highly skilled, low-skilled and simply skilled; in addition, workers in the so-called cross-cutting professions stand out in this group.

The above classification is partly valid in Russia. In addition, all employees Russian Federation are divided according to the following features:

1) by functions performed in manufacturing process, the personnel is divided into six categories: workers (main and auxiliary), engineering and technical workers, employees, junior service personnel (MOP), students, security;

2) by the nature of the actual activity (occupation): the basis for classifying an employee in a category is not education, but the position held; the classification of occupations is based on a combination of professional and industry characteristics;

3) according to the principle of participation of workers in technological process: for the production of products, workers are divided into main and auxiliary, and engineering and technical workers - into managers, specialists and technical performers;

4) by term of work: permanent, seasonal and temporary workers.

All workers in the sphere of material production are divided into two groups:

1) personnel employed in the main activity (in industry, these employees constitute industrial and production personnel);

2) personnel engaged in non-core activities or other personnel.

Industrial personnel include workers directly involved in the production of products or services.

Non-production personnel include employees serving non-industrial facilities and enterprise organizations. These include employees of housing and communal services, children's and medical institutions, cultural and educational institutions, etc., as well as those belonging to the enterprise.

In turn, industrial and production personnel depend on the functions performed in production and are divided into:

1) workers (main and auxiliary);

2) engineering and technical workers (ITR);

3) employees;

4) junior service personnel (MOP);

5) students;

6) security workers.

Workers include persons directly involved in the implementation of the production process. With a significant scale of production complex in structure, a correct assessment and orientation in the directions of its development are impossible without a clear division and accounting of labor costs by type and purpose of work. To this end, a classification arose that divides workers into five groups depending on their participation in the production of basic products.

Category "B" - auxiliary workers directly serving the workplaces of workers of category "A". These include adjusters, controllers, crane operators, work distributors and auxiliary workers employed directly at production sites.

Qualification - a set of knowledge and practical skills that allow you to perform work of a certain complexity.

By skill level, workers are divided into:

1) unskilled;

2) low-skilled;

3) qualified;

4) highly qualified.

The qualification of workers is determined by the ranks or class for drivers.

The administrative-legal principle supposes to distinguish employees according to their position: plant director, shop manager, chief planner, chief accountant, etc.

The functional principle divides management employees into groups according to professions (specialties).

A profession is a set of special theoretical knowledge and practical skills necessary to perform a certain type of work in any industry.

Specialty - division within the profession, requiring additional skills and knowledge to perform work in a particular area of production.

The division of employees according to the technological features of work (depending on the role of the employee in the decision-making process) makes it possible to distinguish between those who provide management information services (technical performers):

1) heads of enterprises, institutions, departments engaged in the selection and placement of personnel, coordination of the work of individual performers, various parts of the management apparatus, control and regulation of the course of production, administrative and administrative functions, etc.;

2) specialists - scientists, engineers, technicians, economists, etc., who develop and introduce into production new or improved types of products, technical and economic standards, as well as forms and methods of organizing production, labor and management, etc.;

3) technical performers: accountants, accountants, typists, draftsmen, clerks, etc.

With the development of technology based on requirements scientific organization labor and modern office equipment has developed another approach to the division of management personnel into categories of workers according to the nature of work:

1) performing work repetitive, mechanical, regulated by certain rules and specifications. These include the functions performed by the personnel responsible for office work and part of the responsible executors (for example, registration of documents, typing);

2) performing a complex of repetitive works that make up basically identical cycles. Many types of activities of responsible executors are of this nature (for example, accrual wages employees, development of a labor plan, etc.);

3) performing non-repetitive work or those whose execution cycle is very long. They are carried out mainly by managers and some of the responsible executors (for example, research at subordinate objects).

To engineering - technical workers(ITR) include specialists who perform the functions of technical, organizational and economic management, as well as enterprise management: engineers, economists, accountants, legal advisers, etc. Specialists are divided into categories: specialist 1, 2, 3 categories and specialist without a category.

Employees are those people who are busy with accounting, statistical, office work and administrative and economic functions: clerks, cashiers, timekeepers, accountants, etc.

Leaders are distributed by structures and management units. According to the management structures, managers are divided into linear and functional.

According to the levels of management, managers are divided into:

1) higher (director, CEO manager and their deputies);

2) secondary (heads of the main structural divisions - departments, departments, workshops, as well as chief specialists);

3) the lower level (working with performers - heads of bureaus, sectors; masters).

In the context of the transition to a market economy in the domestic terminology, new elements appeared in the classification of personnel - managers of different levels. These include heads of all levels of management, as well as specialists in management services: managers for advertising, personnel, sales, etc.

Junior service personnel include workers,

carrying out the functions of caring for office premises, servicing workers, engineers and employees.

The watchdog and fire department monitor the safety of material assets and property of the enterprise.

The ratio of the listed categories of workers in their total number, expressed as a percentage, is called the structure of personnel corresponding to the applied equipment and technology, the conditions for ensuring the processes of production of labor, the established management regulations. The frame structure is a set individual groups employees, united on any basis.

Personnel policy firm is the main direction of work with personnel, the totality of the most important, fundamental of its foundations. It is designed for the long term. Its essence is in a clear definition of goals with personnel at this stage and in the future. Orientation to long-term management calls for a long-term personnel policy. The personnel policy not only defines new tasks, but also indicates what is outdated, hinders development, and what needs to be eliminated. As a result, new requirements are being developed: general management personnel(entrepreneurship, efficiency, economy, etc.); specific at a particular stage of development of the company and management (in one company - the tasks of financial stabilization, in another - the introduction new technology etc.).

Composition and quantitative ratios certain categories and groups of employees of the enterprise characterize the structure of personnel. Personnel of the enterprise directly related to the process of production of products (services), i.e., employed by the main production activities, represent industrial and production personnel. It includes all employees of the main, auxiliary, auxiliary and service shops; research, design, technological organizations and laboratories that are on the balance sheet of the enterprise; plant management with all departments and services, as well as services engaged in capital and current repairs of equipment and Vehicle enterprises.

trade workers and Catering, housing, medical and health institutions, educational institutions and courses, as well as institutions of preschool education and culture, which are on the balance sheet of the enterprise, refer to the non-industrial personnel of the enterprise.

Employees of industrial and production personnel are divided into two main groups - workers and employees. Workers are divided into main and auxiliary.

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

- managers - persons empowered to take management decisions and organize their implementation. They are divided into linear, heading relatively separate economic systems, and functional, heading functional departments or services;
- specialists - employees engaged in engineering, economic, accounting, legal and other similar activities;
- actually employees - employees who prepare and execute documents, accounting and control, economic services and office work (agents, cashiers, controllers, clerks, accountants, draftsmen, etc.).

The personnel of the enterprise are divided into professions, specialties and skill levels.

Profession refers to a special kind labor activity, requiring certain theoretical knowledge and practical skills, and under the specialty - a type of activity within the profession, which has specific features and requires additional special knowledge and skills from employees.

Qualification characterizes the degree of mastery of a particular profession or specialty by employees and is reflected in the qualification (tariff) categories and categories that are assigned to them depending on theoretical and practical training. Tariff categories and categories are at the same time indicators that characterize the degree of complexity of the work. Detailed description the positions of each category and the requirements for them are contained in the Tariff and Qualification Directory for the positions of managers, specialists and employees, which covers only employees. All-Russian classifier employment contains information about all employed in the labor market.

The skill level of workers is determined by the categories that they are assigned depending on their theoretical and practical training. For enterprises and organizations in the public sector, tariff and qualification characteristics (requirements) for industry-wide positions and professions are established in the normative manner, which can also be applied at enterprises in the non-state sector of the economy. Tariff and qualification characteristics serve as the basis for the development of job descriptions, as well as for the differentiation of the level of remuneration of these workers on the basis of a single tariff scale.

Factors affecting the structure personnel service

1) The scope of the organization
2) The number of personnel of the organization

In small companies (up to 100 people), two personnel officers are enough; in medium-sized organizations (up to 500 people), it is advisable to create a personnel department of three or four personnel specialists, in more large companies(over 1500 people) from seven to ten employees of the personnel service. The order of organization and functioning of the personnel body cannot be considered in isolation from its organizational structure and numerical strength. But first of all, it is necessary to understand the content of the concepts of "organizational structure" and "strong strength".

The organizational structure of the personnel department means its main and auxiliary divisions. As a rule, these divisions concentrate their work on independent areas personnel work and closely interact with each other in the course of daily activities.

The numerical composition of the personnel department is characterized by the total number of employees of this unit, as well as the quantitative ratio of their main categories - managers, specialists and performers (both as part of the personnel department as a whole and as part of its internal structural units). Woz- Under the internal structural unit (in the range of sources - "basic structural unit") should be understood as a mini-division as part of the main structural unit (group, sector, etc.). The number of such mini-divisions usually does not exceed 2-5 specialist workers, one of whom also performs administrative functions in combination, being the immediate supervisor for the rest of the workers. The presence of mini-divisions in the structure of the personnel body is most typical for enterprises with a staff of 500 to 1000 people.

The personnel body of the enterprise is headed and its work is managed by the head - as a rule, the head of the personnel department (NOC). All employees of the personnel department, including the management (deputies and assistants of the head), specialists and performers, are subordinate officials in relation to the head, who, in turn, reports directly to the head of the enterprise (his first deputy or his deputy for personnel). If the personnel department has several divisions, then each of them, in turn, is headed by a chief (except for mini-divisions). In necessary cases, the positions of deputy chiefs (according to general issues, in the most important areas of personnel work), as well as the positions of assistant chiefs. A winning managerial move is the combination of positions, heads of divisions of the personnel department with the positions of deputy heads of the personnel department - this saves money, increases the material interest of workers occupying combined positions. As a rule, most often the personnel department is a structural unit within the personnel service. The organizational structure of the personnel department is determined, first of all, by the number of employees of the enterprise, as well as the nature (volume and complexity) of the tasks of personnel work.

The organizational structure of the personnel management system is a set of interrelated divisions of the personnel management system and officials. Subdivisions - carriers of personnel management functions - can be considered in a broad sense as a personnel management service. The specific place and role of this service in the overall management system of the organization is determined by the place and role of each specialized personnel management unit and the organizational status of its immediate supervisor.

In the most general form, there are four groups of factors that must be considered when creating a draft organizational structure:

1) external environment and the infrastructure in which the organization operates;
2) technology of work and type of joint activity;
3) features of personnel and corporate culture;
4) prototypes and already existing, and proved to be effective organizational structures of similar organizations.

The initial data for building an organizational management structure are:

- calculation of the number of control levels;
- calculation of the number of personnel;
- typical structures management.

When building an organizational structure, the following principles must be observed:

Flexibility. It characterizes the ability to quickly restructure in accordance with changes in personnel and production.

Centralization. It consists in the reasonable centralization of the functions of employees, departments and services of the enterprise with the transfer to the lower link of the function of operational management.

Specialization. It is provided by assigning certain management functions to each division.

Ruleability. This is the observance of a rational number of subordinates for each leader: the top link - 4-8 people, the middle link (functional managers) - 8-10 people, the lower link (masters, teams) - 20-40 people.

Unity of rights and responsibility. It means that the rights and responsibilities of departments and employees must be in dialectical unity.

Delimitation of powers. Line management provides decision-making on the release of products, and functional management ensures the preparation and implementation of decisions.

Profitability. Characterizes the achievement of minimal necessary costs on the construction and maintenance of the organizational structure of management.

Organizational form can be understood as a combination of two important concepts:

- organizational and legal form;
- parameters of the organizational structure (type of structure, power of individual divisions, features of the structure configuration, etc.).

The management structure is the accepted form of division of labor in the personnel management system, which assigns the appropriate management functions to individual services and employees. The totality of all functions and controls determines the organizational structure of the personnel and production management system.

Any organizational structure, firstly, includes the number and types of management links at each of its levels, secondly, establishes the mutual arrangement, communications and subordination of these links, thirdly, determines the goals, objectives, rights and obligations of each link, the list and the volume of general and special functions performed, fourthly, characterizes the number and professional and qualification composition of the personnel.

As part of each system or subsystem, the following interacting factors or elements can be distinguished:

- people, employees involved in the implementation of the main tasks of the organization;
- means, objects of labor available at the disposal of the enterprise;
- information, communications that establish links between people and the objects of their activities.

The main links and relationships between the elements of the management structure between personnel and service managers can be of two types: vertical - links of subordination and leadership, horizontal - links of relations and cooperation of equal elements. Vertical connections, in turn, can be linear and functional. Linear connections provide for mandatory subordination on all management issues, for example, director - shop manager - foreman - worker, functional ones involve subordination to certain group personnel problems, such as selection, training, placement, evaluation, motivation, etc.

An important characteristic of the main connections is the scale of manageability, the range and scope of leadership, determined by the number of subordinate workers or links to one leader. To establish the scale of horizontal links, the indicator is used total employees or units with whom the necessary contacts occur in the management process.

Personnel and production management is carried out by special management bodies built according to known types of organizational structures: linear, functional, linear-staff, combined, etc.

The linear structure of personnel management has the most simple shapes links between the subject and objects of management; Each division is headed by one manager who performs all managerial functions. Each employee of the department and the organization as a whole is directly subordinate only to the specified leader, and they carry out only his orders.

Advantages: receiving tasks and orders by the employee from his immediate supervisor, the full responsibility of each manager for the results of the work of his subordinates, ensuring the unity of personnel management from top to bottom. Disadvantages: the manager must have multilateral knowledge of all managed objects, which is difficult to implement in the conditions of the dynamic development of the production market.

The functional structure of personnel management contributes to improving the efficiency of personnel management by attracting more qualified managers in a particular area of their activity. Management bodies are created for individual functions: marketing, planning, design, management, financing.

Advantages: flexibility in market conditions, easily responds to changing requirements for expanding the production of competitive products by creating new divisions and services. Disadvantages: often leads to a violation of the unity of management and a decrease in the responsibility of performers for the quality and timing of work, since an individual performer may receive different tasks from functional services.

The linear-functional or combined (staff) management structure is a combination of the two systems we have considered. With linear-functional management, the line manager has a so-called headquarters, consisting of various functional bodies, links, departments, groups or individual specialists corresponding to a specific management function.

Weaknesses: increase in numbers management personnel and the cost of its maintenance, the isolation of the administrative apparatus from production.

IN pure form line management is retained in the management of production sites, especially with a non-shop management structure and with the leadership of teams.

With this management structure, the shop manager is relieved of numerous responsibilities for operational planning and accounting for the work performed by the functional services of the enterprise. The head of the workshop and his two deputies for shifts, and not for functions, section chiefs and foremen ensure a stable rhythm mass production, rational use of working time, effective employment of personnel. For flow-mass regulated production, a workshopless personnel management structure is considered the most efficient and economical.

In the personnel management system at domestic enterprises, in addition to traditional ones, other well-known management structures can be used: matrix, product, process, corporate, informal, etc. informal approach to the construction of management structures, it is not the organizational forms of the division of labor that are of decisive importance, but the consideration of socio-psychological factors, the personality of workers, their abilities and relationships with each other in the process of work. Informal personnel management structures increase the interest of employees in the results of their work, create additional conditions for achieving more complete job satisfaction and thus ensure higher efficiency of the functioning of both the personnel management system itself and the entire system for organizing production and market services.

A common form of organizational structure is matrix structure. With such a structure, the design structure is superimposed on a constant functional structure organization management. At the same time, the project structure means a temporary structure created in order to implement specific project for which the personnel are united in project groups. Members of the project team report to the project manager and heads of functional units where they work constantly. Project managers establish the content and sequence of work, and department heads are responsible for their implementation.

The structural location of the personnel service depends on the degree of development and characteristics of the organization. There are several such options.

Option 1: the personnel service is structurally subordinate to the head of administration. The main premise of this option is to concentrate all central coordinating services in one functional subsystem. The performance of tasks by the personnel service is considered within its role as a headquarters unit.

Option 2: the personnel management service as a headquarters department is structurally subordinate to the general management of the organization. The advantage is the proximity to all areas of management of the organization. This structure is most appropriate for small organizations at the initial stages of their development, when management has not yet clearly defined the status of the personnel service. However, the danger of multiple subordination to conflicting instructions should be excluded with this option.

Option 3: the personnel service as a headquarters body is structurally subordinate top management. This option is most appropriate at the initial stages of the organization's development, when the first manager is trying to raise the status and role of the personnel service in this way, although the hierarchical level of deputy managers is not yet ready for the perception of the personnel department as a unit equivalent to the second level of management.

The personnel service (CS) of an organization is a structural association that performs the duties of controlling personnel. The initial task is to optimize the labor process.

The level of competence of the Constitutional Court and the limits of authority are divided as follows:

Full subordination to the administrative manager (all coordinating schemes are in a single subsystem).
Direct reporting to the director of the enterprise.
It has the status of the second step in the vertical after the head.
The CS is included in the management of the enterprise.

The organizational chart of the service depends on:

activities;
the number of employees by state;
level of managerial potential of the CS.

Organizational structure of the personnel department

Quick response to changes, additions.
Optimization of the functions of employees with the transfer of direct control to the lower management level.
Distribution, consolidation of appointments within the organization.
Regulation of a rational number of employees subordinate to the manager.
Compliance with the rights and obligations of employees.
Clear distribution of organizational powers.
Minimization of expenses of the management structure.

This is an incomplete list. The following groups of factors influence the scheme of work:

Features of the device organization.
Technologies, type of production.
Style of corporate ethics.
Developing or following effective existing patterns.

One or more factors can influence the design of a service organization. For the initial data, indicators are taken:

The number of levels of leadership.
State.
Control type.

The structure of the personnel department combines two levels - functional and linear. The first type of management reflects the division between the management of the enterprise and other links. For its construction, fixing technological sequence production for each manager (or authorized person) apply the principle of the matrix.

Responsibilities of personnel officers

Job Responsibilities of these specialists are formulated in the Labor Code of the Russian Federation.

The main attention is paid good governance regular resources:

Building relationships.
Evaluation of the suitability of the applicant for the position.
Development of training programs and social projects for company employees.

These functions require regular internal innovations, training of specialists for the service, development of programs, and trainings.

Actions are due to the need for high-quality performance of a number of functional tasks:

Establishing a qualification level in accordance with current economic requirements.
Controlling the increase in workflow costs.
Formation of corporate policy, taking into account the established multinational mix of employees.
The HR Department deals with the settlement of working relations with the Labor Code of the Russian Federation.
Implementation of remote access to organization resources.

Conventionally, there are two functional areas of the CS:

Control of relations in the team.
Documentation of the employment contract.

The first paragraph means:

State planning.
Staffing of the enterprise.
position held.
Education, career workers.
The system of encouragement in the social sphere.
Compliance with safe working conditions.

Terms labor agreement should be recorded in the documents of the personnel department:

Instructions, orders.
Filling in established accounting information forms.
Preparation and maintenance of labor documentation.
Formation.
Consulting services.
Calculation of the schedule of working hours.
Issuance of documents for payments (benefits, allowances).

The functional range of the CS requires a high-quality selection of its employees.

Organization of the work of the personnel department

The number of specialists for the CS is justified by rational delimitation and stabilization labor process everyone a separate enterprise. To do this, use the "Qualification Handbook", which indicates the positions:

management staff;
specialists;
technical performers.

For each there is a characteristic, including prescriptions:

range of duties;
special knowledge;
qualification requirements.

The organization of work takes place in accordance with the level of complexity and volume of tasks. Each employee must have the knowledge and skills to:

Full possession of information about the specifics of the enterprise.
Management and leadership qualities.
Learnability.
Possession of the basics of financial formation.
Diplomatic skills.

CS organizations provide the following vacancies:

Head of Human Resources Department.
Manager:
- for personnel work;
- social benefits;
- compensation;
Specialist:
- on work with applicants;
- learning;
- employment;
- personnel management.

The availability of positions is determined by the specifics of the enterprise and the functional tasks of the personnel service.

The determining factor in the development of production is the personnel of the enterprise, directly performing certain functions of economic activity.

Personnel- this is a set of employees of various professional and qualification groups employed by the company and included in its payroll.

Organization staff- the totality of all human resources that an organization has.

It is a set of employees of certain categories and professions engaged in a single production activity aimed at achieving the goals of the company and its own goals.

The structure of the organization's personnel

The staff is the most important part of the enterprise and has a complex interconnected structure(organizational, functional, role-playing, social and staff).

Types of organizational management structures:

Organizational structure- this is the composition and subordination of interconnected management links.
Functional structure reflects the division of management functions between management and individual units.
Role structure determines the composition and distribution of creative, communication and behavioral roles between individual employees of the enterprise and is an important tool in working with personnel.
social structure characterizes labor collective on social indicators(sex, age, profession and qualifications, nationality, education, etc.).
determines the composition of units and the list of positions, sizes official salaries and payroll.

Enterprise personnel structure

By structure ( specific gravity each element of the workforce) personnel are divided into workers, specialists, technical executives and managers (united in a group of employees), as well as security workers (property, secrets and managers), junior staff and students. Workers include individuals directly involved in the creation of labor products in production. Workers according to the method of participation in the production process are divided into main and auxiliary. The main workers either directly (potter, carpenter, bricklayer) or with the help of labor tools (turner, miller, tailor, etc.) act on the object of labor in order to obtain a product of labor. Auxiliary workers provide the main workers with raw materials, material, fuel, energy, transport services, etc., that is, they are assistants to the main workers, providing the workplace with everything necessary.

The specialists include workers engaged in the preparation of production, engineering support for the course of production and the sale of labor products. Technical performers are workers who provide the work of specialists. Managers carry out managerial functions in the divisions of the enterprise and in the whole enterprise. They also include chief specialists, deputy heads, bosses, managers, managers, etc. Security workers provide the functions of protecting property, secrets from unauthorized use and theft, and managers are protected from threats of violence and physical destruction. Junior service personnel clean the premises, maintain common areas, etc. The enterprise needs apprentices to replenish the workforce and to replace those who leave due to age and other reasons.

Personnel are characterized quantitatively and qualitatively

Quantitative characteristics include indicators of payroll and attendance numbers, average headcount (working, industrial and production personnel, non-industrial personnel, categories of workers). The payroll is determined on a certain date according to the list, taking into account the employees hired and fired on that date. Turnout number is the number of employees who showed up for work on a given date. This indicator is used in determining the loss of time, absenteeism. Average headcount employees is determined by summing the number of employees on the payroll for each calendar day of the month and dividing this amount by the number calendar days month.

Qualitative characteristic of personnel is professional and qualified performance of work. A profession is a kind of labor activity that requires special training and is a source of livelihood. Specialties are distinguished in each profession. For example, the profession of a locksmith is a plumber, or the profession of an economist is an accounting specialization. Qualification - the degree of skill, characterized by the number of the category (1st, 2nd, 3rd, etc.) or categories (1st, 2nd, 3rd), or class (3rd, 2nd th, 1st, highest).

The requirements for the degree of skillfulness in performing work in working professions are set out in qualification handbooks. The main one is Unified Tariff and Qualification Directory works and occupations of workers (ETKS). Additional - industry qualification guides and qualification guides of enterprises for work not included in the ETKS. The requirements for the degree of skillfulness of the performance of work by employees are set out in the qualification reference books for the positions of employees (KDS), in the regulations and job descriptions. A position is a kind of mental activity necessary to perform qualification requirements at a special workplace of an employee.

The professionally qualified composition of the employees of each firm (enterprise) is formed on the basis of the laws of supply and demand operating in the labor market and production. The derivative nature of the demand for labor resources depends on the magnitude of the demand for finished goods and services means.

When determining the needs of the company in the relevant category of workers, it is necessary to take into account:

labor productivity or labor intensity of products;
the market value or price of the products produced;
skill level, technology used;
organization of production.

Determining the need for personnel is carried out separately for groups of personnel. The number of PPP is determined for each category of workers. When planning the number of workers, the payroll and attendance are determined. The payroll includes all permanent, seasonal and temporary employees. Attendance - the number of workers who must be at work in this shift. The initial data for planning the number of workers are usually production volumes, labor intensity production program, staffing tables, service rates, balances of working time of one average worker, shift schedules. The balance of working time characterizes the average number of days and hours that one worker can work in the planning period.

Labor collective

The employees of one enterprise are labor collective, i.e., a group of employees united by a common goal of the enterprise and performing the corresponding types of labor activity.

The labor force employed in various sectors of the economy of the country and its regions differs by gender, age, nationality, education, workforce, profession, specialty and qualifications.

All employees are divided into two categories:

industrial and production personnel (personnel of the main activity);
personnel of non-industrial organizations on the balance sheet industrial enterprises(personnel of non-core activities).

The number of industrial and production personnel of the enterprise includes employees:

main and auxiliary workshops (sites);
ancillary industries;
serving electrical, thermal networks, substations, etc.;
employed in loading and unloading operations and transport and storage operations;
research, design, design, technological organizations that are on the balance sheet of the enterprise;
production laboratories;
engaged in commissioning;
employed on treatment facilities on the balance sheet of the enterprise;
communication centers that are on the balance sheet of the enterprise;
information and computing centers;
all types of protection;
factory showers and baths serving only the personnel of this enterprise in production;
employed in the overhaul and current repairs of equipment, etc.

Personnel employed in non-core activities of industrial enterprises (non-industrial personnel) include employees:

transport, which is on the balance sheet of the enterprise and serves housing, utilities and other organizations of non-core activities;
construction laboratories;
work organization design groups and design bureaus, groups, geodetic services of construction organizations;
employed in the overhaul of buildings and structures, produced by an economic method;
trade and catering;
enterprises constantly engaged in the procurement of agricultural products, as well as agricultural raw materials for industrial processing;
ancillary agricultural enterprises, which are on the balance sheet of industrial enterprises;
editorial offices of newspapers and radio broadcasting;
housing;
communal enterprises and consumer services enterprises;
serving medical institutions (medical units, health centers, dispensaries, boarding houses, camp sites, etc.);
institutions physical culture(stadiums, sports palaces, Sport halls etc);
educational institutions and courses;
institutions of preschool education;
cultural institutions;
libraries, except for technical ones, etc.

Workers and employees

All employees of enterprises are divided into two groups: workers and employees.

workers(workers of mass professions) is the most numerous group, which is divided into workers of the main jobs and auxiliary work. Basic work workers are employed in the main production of enterprises. Ancillary workers help the main workers to perform work on the main activity of the enterprise.

By skill level, workers can be:

qualified;
unskilled;
unqualified.

Their ratio at the enterprise depends on the types and volumes of work performed.

Employees are managers and experts. Managers and specialists perform the functions of general management and technical management. Specialists include workers with higher or special secondary education. Required for certain professions higher education. For other professions, education can be either higher or specialized secondary. According to the level of education, specialists are divided into categories.