Rationing of labor and calculation of the number of engineers and employees. Headcount management Determination of the number of senior management personnel

The main characteristics of the organization's personnel are the number and structure.

The number of personnel of the organization depends on: the nature, scale, complexity, labor intensity of production and management processes, the degree of their mechanization, automation, computerization.

These factors determine its normative (list) value. More objectively, the staff is characterized by the attendance (actual) number, i.e. the number of people who officially work in the organization for this moment time.

The personnel structure is a set of separate groups of workers united according to some criterion.

The organizational structure is the composition and subordination of interrelated links in management, which include the management apparatus and production units.

The functional structure reflects the division of management functions between management and individual divisions. The management function is a part of the management process, allocated according to a certain attribute (quality, labor and wages, accounting, etc.); usually allocate from 10 to 25 functions.

Role structure - characterizes the team in terms of participation in the creative process in production, in terms of communication and behavioral roles. Creative roles are characteristic of enthusiasts, inventors and organizers, they characterize an active position in solving problem situations, in the search for alternative solutions (generators of ideas, scholars, critics). Communication Roles determine the content and degree of participation in information process, interaction in the exchange of information. Allocate leaders, liaisons, coordinators. Behavioral roles characterize typical psychological models of people's behavior at work, at home, on vacation, in conflict situations (optimist, nihilist, conformist, slanderer, etc.).

The staffing structure determines the quantitative and professional composition of personnel, the composition of departments and the list of positions, wages and fund wages workers.

Social structure - characterizes labor collective organizations as a set of groups by sex, age, national and social composition, level of education, marital status.

Sex and age structure of personnel - the ratio of groups by gender (men, women) and age. The age structure is characterized by the proportion of persons of the corresponding ages in total strength personnel. When studying the age composition of personnel, the following groups are distinguished: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-44, 45-49, 50-54, 55 -59, 60-64, 65 and older.

The structure of personnel by level of education (general and special) characterizes the allocation of persons with higher education, including by level of training: bachelor, specialist, master, incomplete higher, specialized secondary, general secondary, special secondary, primary education.

The qualification structure of personnel is a set of employees of various levels of qualification (qualification - the degree and type of professional training, the level of knowledge in the specialty) necessary to fulfill certain labor functions.

The structure by length of service can be considered in two ways: by total length of service and length of service in a given organization. General experience grouped by the following periods: up to 16 years, 16-20, 21-25, 25+30, etc.

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

The social structure of an organization can be statistical or analytical.

The statistical structure reflects the distribution of personnel and its 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-core activities (employees of repair, housing and utilities, departments 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.

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 certain categories workers, for example, "engaged in hard work with the help of the simplest devices and without them"; “performing work by hand, not with machines; "performing manual work maintenance of machines, mechanisms”, “employed at machining centers”, etc.

The criterion for the optimality of the personnel structure is the ratio of the number of employees of various job groups to the amount of work inherent in each job team expressed in terms of time.

According to the nature of the complexity and responsibility of the functions, personnel management is divided into 3 groups:

1) leaders

2) specialists

3) other employees.

The regulation of the work of managers is carried out with the help of management standards, which refers to the number of employees or departments that should be managed by 1 manager.
For the director of the plant, the norm of controllability is the number of his deputies, as well as the number structural divisions who are directly subordinate to him; for the master - the number of workers or the number of foremen.

Within the services and departments of the organization, for the placement of people, the norms of ratios are used, which are a kind of norms of manageability.

Under ratio norm refers to the number of employees of a particular qualification or position, which should account for 1 employee of a different qualification or position. With the help of the ratio norms, first of all, the optimal ratios between the number of managerial personnel, managers, specialists and employees are established.

In order to provide some scientific basis for calculating the number of managerial personnel, industry standards for the number of managers by management functions (economic planning, accounting, etc.) have been developed.

One of the promising areas for further improvement of labor rationing and calculation of the number
personnel is to apply the method of microelement rationing.
Its essence lies in the fact that the whole variety of labor actions can be reduced to a limited number of simple movements and set the execution time for each of them.

When arranging personnel for divisions and services of the organization, it is necessary to take into account differences in the number of attendance, payroll and average payroll composition of workers.

The attendance staff includes both employees who came to work, and employees who are on vacation, on a business trip, who did not appear due to illness, etc.

The list of personnel in connection with hiring and dismissal is constantly changing and can only be given for a specific date. Therefore, to characterize the number of personnel for a month, quarter, year, when planning and accounting, the average number is determined. It is determined (per month) by summing the payroll for all days of the month and dividing the result by the number of calendar days in the month.

The headcount exceeds the headcount, tk. it takes into account planned absenteeism during vacations, illness, etc.

To determine the payroll (Ch s), it is necessary to multiply the attendance (Ch I) by a coefficient that takes into account the planned absenteeism.

K = 1 + % of planned absenteeism / 100%

Thus, the list number of employees of a given profession and qualification is calculated by the formula:

H s \u003d Q * K / F * K 1

Q - the amount of work of this type (person / hour)

F is the employee's time fund, for which the volume Q was completed (hours)

K - coefficient taking into account absenteeism

K 1 - coefficient taking into account the level of compliance with the norms

Job description- an organizational and legal document that defines the functions, tasks, basic rights, duties and responsibilities of an employee in the performance of official activities in accordance with the position held.

Tasks- a system of goals, the implementation of which this employee must ensure in the framework of achieving the general goal of society.

Job Responsibilities - a set of actions implemented by an employee to perform prescribed tasks.

To calculate the required number of employees for individual professions, aggregated time standards for operations recommended by industry research institutes are used.

An example of calculating the number of instructors by personnel

Initial data:

Payroll 1887 people.

Assembly production includes 6 subdivisions.

Type of operations performed	Work units	card number	Norm of time per unit of measurement of the labor intensity of work (person / hour)	Organizational and technical service coefficient	Piece time per unit of measurement	Volume of work for the quarter	Labor-intensity-bone of standardized work per person / hour	Notes
1. Paperwork when hiring workers	1 worker		0,46	1, 08	0,5		207,5	List number of employees 1887 people.
2. Paperwork upon dismissal of workers	1 worker		0, 39	1,08	0, 42
3. Making a transfer to another subdivision	1 worker		0,8	1,08	0,41
4. Registration of holidays	1 worker		0,11	1,08	0,12		22,8
5. Registration of a sheet of incapacity for work	1 sheet		0,05	1,08	0,054		15,3
6. Filling in and issuing certificates from the place of work	1 reference		0,05	1,08	0,054		10,8
7. Paperwork for an employee retiring by age	1 worker		3,3	1,08	3,56		53,4
8. Drafting statistical reporting on the number of employees by sex, age and education	1 report		18,8	1,08	20,3		20,3
9. Etc. in accordance with job descriptions	-	-	-	-	-	-	418,17
							918,3

The labor intensity of the work, the rationing of which is provided for by the collection, is 278 people / hour.

The total labor intensity for the month T pcs = 918.3 + 287 = 1196.3 people / hour.

Coefficient taking into account absenteeism: K = 1.1

Coefficient taking into account the processing of norms: K 1 \u003d 1.05

The time fund for a month is taken equal to 500 hours (F c).

list normative number personnel instructors is determined by the formula:

H s \u003d T pcs * K / F in * K 1 \u003d 1196.3 * 1.1 / 500 * 1.05 \u003d 2.51

Therefore, 3 HR inspectors are needed.

Management of the number and composition of employees is the most responsible link in the overall system of functions of personnel management of a trade enterprise. The main goal of managing the number and composition of personnel is to optimize the cost of human labor for the performance of the main types of work related to the activities of a trading enterprise, and to ensure that the necessary jobs are filled by employees of the relevant professions, specialties and skill levels. The implementation of this function of personnel management to the greatest extent should be linked to the overall strategy of trade management, because the labor potential formed at the enterprise will ensure the implementation of all strategic goals and directions of its activities.

The management of the number and composition of personnel covers a number of sequentially performed stages of work, graphically presented in the figure

The design of labor processes at enterprises provides for the determination of the total scope of work and its distribution in the context of individual groups of performers. At trade enterprises, the total volume of work performed is determined, first of all, by the planned volume and composition of retail trade turnover, as well as the range and volume of additional services buyers.

The total amount of work performed should be distributed among individual groups of performers. This distribution is based on the division of labor, i.e. on relative isolation various kinds activities of a trading company. The main types of division of labor in trade enterprises are functional, technological and qualification.

The functional division of labor is carried out, first of all, in the context of the main categories of personnel - management, trade and operational and auxiliary.

The technological division of labor is carried out, as a rule, according to the categories of trade and operational and support personnel. The division of these categories of personnel in the context of professions is determined by the volume of individual operations of the main and auxiliary trade and technological processes.

The qualification division of labor is determined by the difference in the work performed on commercial enterprise according to their level of complexity.

Rationing of labor costs for execution individual works provides for the development and use of a certain system of labor standards at trade enterprises. This system may include: population norms, time norms, production norms, service norms.

The norms of the number determine the number of workers required to perform a certain amount of work. The rules of time determine necessary costs time for one or a group of employees to complete certain types works (per unit of work). At trade enterprises, such norms are usually set at the operations of an auxiliary trade and technological process (packaging of certain groups of goods, unloading of certain types of transport, etc.). Such norms are expressed in man-hours or man-minutes.

Planning the number of employees of individual positions, professions and skill levels provides for the establishment of the planned number of these employees. Planning the composition and total number of employees operating enterprise preceded by an analysis of the dynamics of personnel, and the efficiency of the use of working time in the preplanned period.

The calculation of the planned number of employees can be carried out on the basis of the developed standards or on the basis of the number of jobs and the planned balance of working hours. When planning required amount employees of these professions determine their attendance and average number.

The turnout number is the number of employees who must be at work every day to ensure that all the provided jobs are filled during the entire time the store is open, taking into account the time spent on preparatory and final operations (layout of goods, calculation of revenue, etc.).

The calculation of the attendance number of employees of these professions is carried out according to the following formula:

The average headcount is the total number of employees that the store needs, taking into account the replacement of employees who go on vacation, are absent due to illness or for other reasons. It is determined by multiplying the headcount by the replacement rate for temporarily absent workers. This coefficient is calculated by dividing the nominal working time fund in the period (i.e. the total number of working days in the period) by the planned number of working days per employee in the same period (taking into account the planned absenteeism for good reasons provided for by the current labor law, collective employment contract or the terms of individual labor contracts). The calculation of the average number of employees of these professions is carried out according to the following formula:

The calculated planned average number of salespeople, cashiers, cashier controllers can be reduced taking into account the performance of part of their work by employees of other positions and professions (if such a practice has developed at the enterprise).

Based on the results of the calculation of the planned need for employees of individual positions, professions and skill levels, the company draws up a staffing table. It also reflects workers employed part-time or part-time (for such positions and professions, the corresponding share of the staff unit is shown).

The formation of the personnel of the enterprise provides for the implementation of a set of measures to select the necessary workers in the labor market, their training in the relevant educational institutions, as well as to improve the skills of their own employees. This ensures the replacement of retired workers.

When solving problems of personnel movement management Special attention should be given to preventing its fluidity. The level of staff turnover is estimated by the formula:

Prevention of dismissal of employees due to own will is ensured by identifying and satisfying their labor motivation, as well as ensuring the adaptation of newly hired workers (especially in the first six months of their work).

What is the number of employees of a company or enterprise? Further we will understand in detail all aspects of this issue, including what this definition means. The essence of this concept is determined by the nature of the company's activities, how laborious and complex its production processes are. Factors such as the degree of mechanization and automation of these processes should also influence the headcount indicators.

It is on the basis of these indicators that the planned, i.e. normative, the number of employees of the enterprise. In reality, it is extremely problematic to provide. The characteristics and exact figures of the so-called payroll will be more objective. In other words, here we are talking about actual number, i.e. on the number of employees officially registered in the organization. In this case, the total number of employees is divided into three main categories.

What are the categories of company employees?

They can be divided into the following types.

1. Permanent employees. That is, these are those employees who were hired for a period of at least a year under a contract, and most often indefinitely.
2. Temporary. These are those employees who were hired for up to 2 months. This also includes people taken into the organization to replace an employee who is absent for any reason. In this case, they are accepted for up to 4 months. It usually does not make sense for such employees to also be included in the headcount statistics.
3. Seasonal. Adopted for execution seasonal work for up to six months. Especially often such workers are hired by agricultural enterprises. Usually in the summer their number of employees increases significantly, in the winter it decreases.

There are also casual workers. This group includes external part-time workers, as well as employees who were involved in special or one-time work, or those with whom civil law contracts were concluded. And also - those who receive a scholarship from the enterprise or were sent to study from it. Non-listed employees also include certain other employees.

The payroll can also be used to determine this average for a certain period, for example, for a month or a year. At the same time, a statistical study of the number determines the indicator for the turnout number. This is actually legitimate, because. often not all employees attend their workplace daily. Therefore, the turnout indicator is the most objective. If you need to account for the number of employees according to the most accurate indicators, you should use the latter method.

On the importance of headcount management

For any company, whatever its size or profile of activity, employee management plays a crucial role. Without good specialists, no organization simply can achieve its goals and successfully continue its activities, therefore, people management is the most important, if not the most important, aspect of management theory and practice. In our time, there are many new principles of organization of production. Many of them are really noteworthy and, along with optimal systems and procedures, play an important role in the work of any organization.

But the implementation of all these opportunities directly depends on the employees of the enterprise, i.e. from living people. The most important role is played by their competence, knowledge, qualifications, the ability to solve problems as quickly as possible, learn and improve their skills. For example, in order to manage new technology, the employee must know thoroughly how the old one works. And this is at least. For success in the competitive struggle, it is important that each of the employees of the enterprise has sufficient knowledge. There should be enough workers themselves to successfully solve the tasks.

Predicting the supply and demand for employees, absolutely any company can at least approximately understand how many people it needs to achieve the goal, what their qualifications should be, how to make the most reasonable placement of personnel.

Ceteris paribus, the larger the figure can be called, speaking about the number of employees of the enterprise, the greater will be the volume of output as a result.

Who is the object of the company's headcount management?

Good human resource management is essential to their success. This concept is close in its meaning to the concept of human resource management. The control object is the same in both cases. The difference lies only in the approach to each employee and his workforce. And she, as you know, is the main resource.

It is the employee himself who is the object of headcount management. In addition, when managing the number of employees of the company, their totality, that is, the workforce, is also studied. Under the team can be understood as the entire staff of the company, and the composition of one of its structural units, such as a workshop or department. It depends on the characteristics of the company. A production cell (for example, a team) can also be an object of study.

A feature of a group of company employees, when they act as an object of management, is their relationship. It is she who makes them a single team, and it is formed due to the fact that this group of people in their work pursues common goals.

The subjects of headcount management are personnel officers and managers, and absolutely all possible levels.

The workforce management system concerns a large number of issues. Let's dwell on them in more detail.

About the headcount management system

In what cases is it necessary to deal with the management of the number of employees of the organization and in general indicators of the number of employees? This is especially true in the following cases:

1. When production volumes change significantly, both in the direction of decrease and increase.
2. When an organization has significant financial problems.
3. If the owner of the organization changes.
4. If the organizational structure of management changes.
5. If there is an IPO.
6. If foreigners appear among the investors or owners of the company.
7. When new IT technologies are introduced into control systems.
8. If competition intensifies in the region in the company's industry.

Let's take a closer look at each of these cases:

Financial problems and significant changes in production volumes.

In this case, workforce planning is the most important task. The problem of exceeding the number of employees is especially relevant for companies whose demand for products is rather seasonal, and the rest of the time it is very low. This problem is especially important in our time, when competition is growing in almost all areas, this reduces the demand even for the products of companies that cannot be called relevant only in some seasons. This, in turn, causes a decrease in production volume. A company, in order to achieve success, is obliged to increase profits. What is needed for this? Increase production volumes while reducing production costs. How can the cost be reduced? Only by optimizing the number of employees. In some cases, it also includes a reduction in the number of employees of the organization.

The number of working staff should be optimal. If there are too many workers, this increases the cost of their maintenance. If it is not enough, it does not allow creating as many products as necessary to meet demand and make a profit.

If the reason for optimization is complex financial position organization, you should first determine how the volume of production depends (and hence, financial indicators, because one depends on the other) on the number of personnel.

IPO, change of ownership, foreign investors.

All these factors directly affect the change in the number of employees of the organization, because they are usually followed by significant changes in the management of the company, working conditions, wages. This often happens when a new management team joins the organization. They want to study all aspects related to the company's activities and, if necessary, make changes. Diagnosis of the workforce system is one of the main issues that interests them.

Increasing competition.

If competition increases in the area in which the company operates, it becomes necessary to make the company and its work more competitive. Improving the system of labor and production is one of the most important issues in this case. For example, in the majority of Russian companies, the system of support personnel (for example, maintenance personnel) is poorly developed, only a small number of such employees are officially registered, or forms of collective labor organization are poorly used, although such forms help to reduce the number of employees and, accordingly, the cost of their maintenance.

Besides, in Russian companies(in any case, in the main part of them) labor rationing has not been sufficiently introduced. There are rules, of course. The only problem is that most of them are outdated and are at the level of the 80s of the last century. These were just some of the factors affecting the number of staff.

What methods are used for headcount management?

Often, when forming systems for managing the number of employees of an enterprise or company, standard methods of expert consulting are used. These can be expert and installation interviews, data collection, analysis of enterprise documents, setting up diagrams and modeling the necessary business processes. The latter is carried out using various techniques. An example of such a technique can be one that is based on functional analysis.

Most often, these methods are used in the following order:

1. Conducting installation interviews, that is, the products or services that the business is engaged in are specified, key features responsible for the business processes of the division.
2. The analysis of documents is usually carried out at the second stage.
3. This is followed by interviews with department heads. They relate to the content of business procedures, standards for their implementation, quality assessment. The result of these interviews are, among other things, recommendations for optimizing the headcount.
4. The last step is to analyze economic efficiency activities of the enterprise, recommendations are given for its improvement.

Concept " labor resources" is used to characterize the working-age population on the scale of a country, region, sector of the economy or organization. Within a single organization, the most commonly used concept is "staff".

Staff (from lat. personalis - personal) - this is the personnel of the organization, including all employees, as well as working owners and co-owners.

The main criterion for referring an individual to the "staff" group is his involvement as a carrier of the labor force in labor Relations within a particular organization.

The main features of the staff are:

• - the presence of his labor relations with the employer, which are drawn up by an employment contract;
• - possession of certain quality 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. creation of conditions for the employee to achieve the goals of the enterprise.

Providing a single and integrated impact on the personnel of the organization as a whole, personnel management:

• - firstly, it is integrated into the overall management system of the organization, linking it with the strategic guidelines and corporate culture, as well as with the planning of research, production, marketing, quality improvement, etc.;
• - secondly, it includes a detailed system of permanent and program measures for regulating employment, planning jobs, organizing the selection, placement and training of personnel, forecasting the content of work, etc.;
• Thirdly, it requires careful consideration personal qualities and professional characteristics of employees, as well as an assessment of their activities;
• - fourthly, it centralizes labor management in the hands of one of the leaders of the organization, and also takes measures to improve the mechanism of personnel work.

The personnel of the organization can be considered according to the physiological, psychological and socio-cultural characteristics (Fig. 1.3).

The main characteristics of the organization's personnel are number and structure.

Rice. 1.3.

Number and structure of personnel

Number of staff - This is an economic, statistical indicator that determines the number of people belonging to a particular category on a certain basis.

The number of personnel of the organization depends on the nature, complexity, labor intensity of production (or other) and management processes, the degree of their mechanization, automation, computerization.

In the practice of accounting for personnel, payroll, average and attendance are distinguished.

AT payroll of the organization's personnel should include all employees hired for permanent, seasonal, and also temporary work for a period of one day or more, from the date of their admission to work. In the payroll of employees for each calendar day, both actual employees and those absent from work for any reason should be taken into account.

To determine the number of employees for the reporting period, it is calculated average headcount, which is used to calculate labor productivity, average wages, turnover ratios, staff turnover and other indicators.

The average number of employees for the reporting month is calculated by summing up the number of employees on the payroll for each calendar day of the reporting month, i.е. from the 1st to the 31st, including holidays (non-working) and weekends, and dividing the amount received by the number of calendar days of the reporting month.

For correct definition the average number of employees, it is necessary to keep a daily record of the number of employees on the payroll, which must be specified on the basis of orders (instructions) on the admission, transfer of employees to another job and termination of the employment contract.

The average number of employees for the year is determined by summing up the average number of employees for all months of the reporting year and dividing the resulting amount by 12.

From the payroll of employees should be distinguished attendant composition, which shows how many people on the list showed up for work. The number of actually working shows the number of personnel who not only appeared, but also actually started to work. The difference between the attendance number and the number of actual employees shows the number of people who are idle all day long (for example, due to lack of electricity, materials, etc.).

The structure of the organization's personnel is a set of individual groups of workers, united according to a number of characteristics and categories. depending on participation in manufacturing process stand out:

• – industrial and production personnel (PPP) - these are employees directly related to production;
• – non-industrial personnel - these are employees who are not directly related to production and its maintenance, and employees of the social infrastructure of the enterprise (employees of children's and medical institutions on the balance sheet of the enterprise, etc.).

Industrial and production personnel, depending on the nature of labor functions, is divided into categories:

– workers - these are employees directly involved in the creation of material values ​​or the provision of production and transport services. Workers under

are divided into the main, directly related to the production of products; auxiliary, related to the maintenance of production;

• – specialists - employees performing economic, engineering, legal, administrative and other functions. These include economists, engineers, technologists, lawyers, personnel inspectors, accountants, etc.;
• – employees (technical executors) - employees performing financial and settlement functions, preparation and execution of documents, economic services and other functions. These include secretaries, timekeepers, cashiers, freight forwarders, etc.;
• – leaders, performing the functions of enterprise management. Managers can be conditionally divided into three levels: the highest (director, CEO manager and their deputies); medium (heads of the main structural divisions - workshops, departments, departments, as well as chief specialists); grassroots (working with performers - heads of bureaus, sectors, masters).

The division of the organization's personnel into categories is carried out in accordance with normative document – Qualification guide positions of managers, specialists and other employees, developed by the Institute of Labor and approved by the decree of the Ministry of Labor and social development RF of August 21, 1998 No. 37 (with add.).

The gender and age structure of the personnel of the enterprise is the ratio of groups of personnel by gender (men, women) and age. The age structure is characterized by the proportion of persons of the corresponding ages in the total number of personnel. When studying the age composition, the following groups are recommended: 16, 17, 18, 19, 20–24, 25–29, 30–34, 35–39, 40–44, 45–49, 64, 65 years and older.

The structure of personnel by level of education characterizes the allocation of employees with higher education, incomplete higher education, secondary specialized, secondary general.

The structure of personnel by length of service can be considered according to the general seniority and length of service in the company.

The professional structure of the personnel of an enterprise is the ratio of representatives of various professions or specialties (economists, accountants, workers) with theoretical and practical skills acquired as a result of training and work experience in this field.

The qualification structure of personnel is the ratio of employees of different skill levels (degrees of professional training) necessary to perform certain labor functions. In our country, the skill level of workers is determined by category or class, and for specialists - by category, category or class.

Organizational structure is composition and subordination officials in accordance with organizational structure enterprises.

Functional structure reflects the functional division of labor in the field of enterprise management and the ratio of individual groups of personnel depending on the tasks performed by them specific functions management (personnel management, finance, repair, etc.).

staff structure reflects the composition of the staff in accordance with staffing enterprise, provides for the delimitation of rights and responsibilities and is expressed in the system of positions, in the order they are held.

social structure characterizes the workforce of an enterprise as a set of groups distinguished by gender, age, marital status, education level, income level, etc.

Role structure the team determines the composition and distribution of creative, communicative and behavioral roles between individual employees. Creative roles are characteristic of organizers and inventors. Communicative roles determine the content and participation of employees in decision-making. Behavioral roles characterize the typical patterns of behavior of employees at work, at home, in conflict situations.

Analysis of the personnel structure should be carried out systematically in order to make timely decisions by the head of the enterprise and personnel service for its improvement and compliance with the management and production tasks to be solved.