1. Brief description of the company and its main activities.
2. Measures and forms of organization of work on the formation of the internal image of LLC _______________.
3. Organization of work and procedures for the selection and recruitment of personnel.
4. Organization of the personnel assessment and certification procedure.
5. The main provisions of the internal labor regulations in LLC _________.
6. The main provisions of the scheme for building material motivation in LLC _______.
7. Basic provisions of the construction scheme non-material motivation at ______ LLC.
8. Evaluation of the organization of personnel management in LLC _______.
An individual task for an internship in the specialty “Personnel Management”
Name of the object of practice OOO _____
The purpose of the practice (according to the program)
Practice objectives (according to the program)
1. Acquaintance with the company, which is the base of practice
2. The study of the organizational structure and forms of organization of work in the organization's personnel management
3. Acquaintance with the structure of specialized units in the personnel management system and job descriptions
4. Acquaintance with the regulatory and methodological documentation regulating the processes of personnel management of the enterprise, the system and procedure for the implementation of document management
5. Acquisition of practical skills in working with documents that determine the organization of the work of individual subsystems in the personnel management system
What documents will be presented to the student for review
2. Internal labor regulations
3. Regulations on the personnel department
4. Job descriptions of employees of the personnel department
5. Regulations on the selection, selection and hiring of personnel
6. Questionnaire for employment
7. Regulations on the assessment and certification of personnel
8. Regulations on the system of material and non-material motivation of personnel
In the performance of what work and the preparation of what documents the student will take a personal part
1. Collecting statistics and filling out recruitment reports
2. Inviting candidates for an interview
3. Participation in the interview and primary selection of candidates
4. Development of alternative sources of staff recruitment
5. Advising applicants on open vacancies by phone
The form of student participation in the performance of work and the preparation of the document:
Get advice Yes No
Will take part in the survey Yes No
Perform calculation of indicators yes No
Create an auxiliary table yes No
Working with initial information Yes No
Practice leader
from the enterprise _____________/____________(_________)
signature, date
Head of SFU Practice _____________/____________ (____________-)
signature, date
Student _____________/____________ (_____________)
signature, date
1. Brief description of the company and its main activities
__________ LLC (chain of stores) is a universal type supermarket and offers more than 35 thousand items: household goods and stationery, souvenirs, gifts, cosmetics, perfumery, accessories. The seasonal assortment is regularly updated (gifts for the holidays, gardening equipment, school supplies).
From the very beginning of its activity, the company used elements of self-service in the trade of stationery and household chemicals.
In accordance with the Charter, the Company was established to carry out economic activity in order to meet public needs for its products, goods, works, services and the implementation of the economic interests of participants and members on the basis of the profit received labor collective Society.
To achieve the goals and objectives, the Company carries out the following activities:
1. Trade and procurement activities, including wholesale consumer goods, foodstuffs, industrial and technical products;
2. Foreign economic activity;
3. Organization of catering points (cafes, bars, restaurants);
4. Production and sale of food products, consumer goods;
5. Manufacture and sale of stationery and interior items;
6. Organization of service centers for servicing the goods sold;
7. Manufacture of medical equipment and medical products, medicines, sale of medicines, raw materials;
8. Intermediary, dealer, distribution;
9. Carrying out construction, repair and construction, installation, commissioning, production of building materials;
10. Printing activities, replication and sale of printed materials;
11. Wholesale, retail and commission trade;
12. Household services;
13. Organization of exhibitions, fairs, auctions.
The supreme governing body is one Founder, whose share in the authorized capital is 100%. All decisions on issues related to the competence of the general meeting of the Members of the Company are taken by the Founder of the Company solely and are drawn up in writing.
Management current activities The Company is carried out by the sole executive body represented by the Director, who is appointed by the Founder for a period of up to 5 years and is accountable to the Founder of the Company.
Labor relations of the Company's employees are built on a contract basis. Labor income of each employee is determined by his personal contribution, taking into account the final results of the Company's work, is regulated by taxes and is not limited to maximum amounts.
The minimum wage for the Company's employees is established by the laws of the Russian Federation.
The form, system and amounts of remuneration, as well as other types of income of employees, are established by the Company independently, depending on the profession, qualifications of employees, the complexity and conditions of the work performed.
Contract workers may receive remuneration in the form of wages, and in the form of a share of profit in the presence of a mutual agreement between the employee and the Company.
Employees of the Company are subject to social, medical insurance, social security in the manner and on the terms established for workers, employees of state enterprises of the Russian Federation.
The Company provides employees with safe working conditions and is liable in accordance with the procedure established by law for damage caused to their health and ability to work. The employee is responsible for the damage caused to the Company in case of violation of the technical safety rules by the employee.
Labor relations of the Company's employees, including their social and pension provision, as well as issues of the Company's social development, are determined in internal documents Companies, including the collective agreement.
The structure of LLC __________ has a linear-functional principle of construction based on unity of command (Appendix 1). The number of staff is 300 people.
The Human Resources Department is represented by the HR Director, the HR Development Manager, the HR Manager, the Human Resources Specialist personnel office work.
The HR Director is the head of the Human Resources Department and performs the following functions:
1. Ensuring the competitive advantages of the company through the creation of an effective personnel policy that allows forming a team of highly qualified specialists;
2. Development and implementation of the personnel policy of the enterprise;
3. Development of standards and regulations for the selection, adaptation, placement, retention of personnel;
4. Coordination of the implementation of technologies in the field of HR by all employees of the Department;
5. Setting goals and organizing the practice of fulfilling tasks in the field of human resource management in all departments;
6. Increasing the professional level of employees;
7. Staff motivation;
8. Ensuring the effective use of personnel;
9. Establishment and control of the personnel movement accounting system;
10. Ensuring healthy and safe working conditions;
11. Ensuring compliance with labor laws.
HR Development Manager:
1. Conducts focus groups with company personnel to determine the need for training programs;
2. Develops special trainings for staff;
3. Plans, accompanies and supervises special courses;
4. Researches, evaluates and selects third party programs;
5. Provides leadership in the development and delivery of programs;
6. Improves teaching aids and resources;
7. Manages the maintenance of documents related to the training of employees;
8. Performs typical managerial duties in planning, evaluating, organizing, debriefing and monitoring;
9. May also be responsible for overseeing staffing, conducting performance appraisals, training and professional development of subordinates, promotions, salary increases, layoffs, disciplinary action, etc.
HR manager:
1. Determines the company's need for personnel;
2. Studying the state of the labor market, the level of wages, social programs at various enterprises to develop the concept of recruitment;
3. Develops cards of vacancies and vacancies;
4. Draws up a schedule for the search for workers needed by the enterprise;
5. Determines the sources of personnel search;
6. Gets acquainted with the resumes of applicants; meets with applicants; conducts interviews with applicants; organizes professional, psychological questioning and testing of applicants; studies the business and professional qualities of applicants; checks the recommendations of applicants; examines the characteristics and information from the previous jobs of applicants;
7. Evaluates the results of interviews and testing of applicants, selects applicants that meet the requirements of the enterprise.
8. Maintains recruitment statistics (Appendix 2).
The Human Resources Specialist is responsible for:
1. Accounting for the personnel of the organization, its divisions;
2. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations and orders of the head of the organization;
3. Keeping personal files of employees, making changes in them related to labor activity;
4. Filling, accounting and storage of work books;
5. Accounting for the granting of vacations to employees;
6. Registration of documents on pension insurance and their submission to the social security authorities;
7. Drawing up the established reporting;
8. Timekeeping.
2. Activities and forms of organization of work on the formation of the internal image of LLC _______________
The success of the company, in many ways, lies in the fact that it began with creative and cheerful people. This is still of great importance in the policy of recruitment. Employees of _______________ LLC are successful positive people who skillfully combine freedom combined with responsibility, innovation and creativity, appreciating the traditions of partnership with customers, suppliers and colleagues.
The employees of the chain of stores have every reason to be proud of their work, because the company provides all the conditions for this: decent, regularly indexed wages that objectively reflect the professional level of the employee, social guarantees, career opportunities, confidence in the future. As well as:
1. Corporate discounts on the employee's personal card for goods and services of the company;
2. Organization of preferential hot lunches for employees of all departments;
3. Providing material assistance to employees of the enterprise in extreme situations;
4. Annual free flu vaccination of employees;
5. Gifts for employees' children;
6. The most comfortable workplaces;
7. Overalls;
8. The opportunity for all employees to visit the sports complex (gym, swimming pool, volleyball, basketball, football) free of charge.
3. Organization of work and procedures for the selection and recruitment of personnel
Recruitment policy
The site formulates the basic principles that the company adheres to when recruiting for vacant positions:
1. “Competence is the main requirement for candidates. We study biographical data, professional career and recommendations, determine the level of professional knowledge and skills, business and personal qualities, health status, predict the success of adaptation in the team. We focus on growing specialists and leaders structural divisions within the enterprise;
2. Objectivity - we strive to minimize the influence of the subjective opinion of persons making a decision on the admission of a candidate;
3. Continuity - we are constantly working on the selection of the best specialists, the formation of a personnel reserve from external candidates and employees of the enterprise;
4. Scientific - we use the most modern methods in the recruitment process.
|
Assessment Method |
Advantages |
Flaws |
Reliability |
|
Questionnaire |
Allows you to collect key information about the candidate that is important when making a decision |
High probability of exaggeration by the candidate of his qualities, skills, knowledge |
Average, additional clarification needed |
|
Initial interview |
Allows you to personally verify the accuracy of the information contained in the questionnaire and evaluate the behavior of the candidate |
Inability to fully assess the candidate's abilities and motivation, a high degree of influence of subjective factors |
|
|
Psychological testing |
Allows you to assess the degree of compliance of the psychometric characteristics of the candidate with the specifics of the workplace, as well as the compatibility of the candidate with the socio-psychological climate of the organization |
Difficulty in interpreting results special training, strong influence external factors on the condition of the candidate at the time of testing |
Medium or high when using several types of testing that evaluate the same factors |
|
Workplace internship |
Opportunity to look at the candidate "in work" |
Separation from the work of a specialist mentor |
Average, because in the process of acquiring skills and adapting to the company, the candidate is not able to fully express himself |
|
Assessment of the conformity of the information provided with reality |
The procedure for selection and selection of personnel
1) Determining the need for personnel:
Stage 1 - Application for a job opening. Responsible for stage 1 - line manager. The application justifies the need to open a vacancy, the need for workplace equipment, and the job responsibilities of a new employee. An application for opening a vacancy is filled in on a special form by the line manager in whose department the opening of a vacancy is planned, and submitted to the Human Resources Department.
Stage 2 - Examination of the vacancy. Responsible for stage 2 - HR Director. Based on the application for opening a vacancy, an examination of the vacancy is carried out (identification of the objective need of the department for a new employee). With a positive result of the examination of a vacancy, an application for opening a vacancy is sent for approval to the director.
Stage 3 - Description of the requirements for the candidate in the form of a specification as an addition to the application for a vacancy. Responsible for stage 3 - HR Director. The specification is drawn up by a specialist of the Human Resources Department together with a line manager on the basis of an application for opening a vacancy signed by the director.
2) Technology of personnel search:
The HR Director determines the list of vacancies based on the requests of managers, develops a strategy and tactics for searching for candidates (depending on the vacancy, the time required to close the vacancy, requirements for candidates and financial resources), as well as the choice of candidate selection methods.
The search for candidates is carried out by posting vacancy announcements in the following resources: mass media (newspapers), recruitment agencies, recruiting agencies, specialized and higher educational institutions, employment centers, the Internet, specialized stands in stores. Responsible for posting information about vacancies - recruitment specialist.
The company's requirements for candidates and the form for submitting an advertisement and specific media are determined by the HR director.
The recruitment specialist controls the release of announcements and files it into the archive, as well as requests and submits to the accounting department all the necessary reporting accounting documents (invoice, certificate of completion, etc.).
3) Technology of selection of candidates. The following methods are used in the selection of candidates:
1. Questioning.
All incoming calls for vacancies are taken by a recruiter. Responsible for the positioning of the company, the correctness of the information provided - a recruitment specialist.
Applicants at the professional level and above are encouraged to send a resume or application form to email recruitment specialist. Once every 2-3 days, the recruiter sends the resumes of applicants for current vacancies in printed form to the HR director.
Candidates below the level of a specialist are invited to fill out questionnaires of the established form in stores. Candidates leave completed questionnaires in mailboxes. Every day at 9-00, a recruitment specialist collects questionnaires from mailbox store and registers them indicating the desired position, the source of information about the vacancy and the required salary level, i.e. collects statistical data.
The recruitment specialist ensures the formation of a personnel reserve of candidates by registering and storing questionnaires / resumes of potentially interesting candidates for the company.
2. Initial interview.
The recruiter informs the HR manager about the number of applicants. The HR manager coordinates the date and place of interviews with the head of the department and informs the recruiter of the need to schedule an interview.
The initial interview with candidates from the specialist level and above is conducted with the obligatory participation of the HR Director. Initial interviews with candidates below the specialist level are conducted by the HR manager and the head of the department. The initial interview with the "grassroots" personnel (electricians, drivers, cleaners, janitors) is conducted by a recruiter and the head of the unit.
Responsible for organizing initial interviews is a recruitment specialist. The recruiter records scheduled interviews and their outcome in an interview log.
3. Psychological diagnostics (if necessary).
Responsible for conducting diagnostics recruitment specialist. The place of diagnostics is the central office. Time - every working day from 11-00 to 13-00.
4. Workplace internship. Duration 2-5 days
Based on the results of the interview and testing, the line manager together with the HR manager make a decision on the candidate's exit for an internship and determine a mentor.
Invites a candidate for an internship - a recruiter (after the interview) or a HR manager (during the interview). Informs the mentor about the date of release of the trainee - the head of the unit (mandatory).
Documents accompanying the internship: an intern's memo (issued to the intern), an internship program and an evaluation sheet (issued and filled out by the mentor). Responsible for maintaining the specified documentation and presenting it at the final interview is the head of the unit.
At the end of the internship, a commission consisting of: the head of the department, the line manager, the HR manager, the HR director (if necessary) conducts a final interview and decides on inviting the candidate to work.
Responsible for assessing personal qualities, motivation and forecasting the professional success of candidates is the HR director / HR manager. Responsible for evaluation professional qualities, knowledge and skills, as well as for the decision to hire a candidate for work - the head of the unit.
The official invitation to work is made by the HR director or HR manager.
Documents, the presence of which at the final interview is mandatory: the candidate's profile, the results of psychological testing, the five-day internship program. Responsible for the organization and control of the internship procedure and the final interview is the HR manager.
At the stage of the candidate's internship, the recruitment specialist checks the candidate's recommendations. The reference form is attached to the questionnaire. Responsible for checking references is the recruiter.
The procedure for registering an employment relationship with a candidate
1. Preparation for applying for a job.
Upon the invitation of the candidate to work, the candidate writes an application for employment. The application is endorsed by the head of the unit (with a pencil).
Responsible for the correctness of filling out the application, the date of admission and the name of the position - the head of the unit. The candidate takes the application with him and submits it, along with other documents, to the inspector of the personnel department on the day the employment relationship is formalized.
The candidate is given a list of documents that you need to have with you when applying for a job. Job application forms and a list of documents are kept by office managers. Responsible for issuing forms - office manager.
2. Registration for work and initial adaptation.
Responsible for the implementation and correctness of registration for work in accordance with the Labor Code of the Russian Federation is the personnel inspector. Registration of labor relations with the employee is carried out every day at 9-00 in the central office.
The personnel department inspector introduces the employee to the organizational structure of the company, the main regulations, rules, social package, official duties etc.
Responsible for the development of the familiarization package (adaptation) is the HR manager. Responsible for familiarization - the inspector of the personnel department.
4. Organization of the personnel assessment and certification procedure
Personnel assessment is carried out in the form of a monthly assessment (assessment of the results of the employee's work and their compliance with the standard of work at a given workplace) and in the form of periodic certifications (assessment of the compliance of an employee's qualifications with the requirements of this position)
Assessment goals:
Monthly assessment
Monthly assessment of employees is carried out by the line manager as a summing up of the results of the month. Until the 3rd day, the line manager evaluates each of his employees according to three blocks of criteria (heads of sections and departments according to four blocks of criteria):
Block A: Disciplinary work standards
Block B: Technological work standards Compliance with established technology (no errors)
Block B: Behavioral performance standards
Block D: Standards for organizing the work of the department (for heads of sections and departments)
On a monthly basis, the line manager submits a proposal for consideration by the commission to change (increase or decrease) the category (for each position there are 15-25 categories and, accordingly, 15-25 salary steps) with mandatory arguments.
The proposal of the line manager in the period up to the 7th day of the current month is discussed by the commission consisting of: line manager + direction director + deputy. director + HR director. The final decision on the proposed changes is made on the basis of its comparison with the results of the work of the entire unit or department.
Prior to the issuance of wages for the past month, the line manager must conduct an interview with each of his employees and announce a decision to change or not change his rank.
Certification
Certification is subject to all employees of the enterprise with work experience at the enterprise from 1 month (including all heads of all departments and divisions).
Certification can be of the following types:
- at the end of the probationary period
- another
- extraordinary
When hiring or transferring to another position, the deadline for the first certification is assigned (not earlier than one month after the actual admission to work and not later than 2 weeks after the end of the probationary period).
The next certification is carried out every 6 months for the following positions: sales assistant, cashier, storekeeper, office manager, freight forwarder. For other positions, the next attestation is carried out annually.
Extraordinary certification is carried out on the proposal of the immediate supervisor of the person being certified. The employee himself can also declare his desire to undergo extraordinary certification. In the event that the immediate supervisor refuses to recommend him for early recertification, the employee with this question can contact a higher manager (through the level), whose decision on admission to certification is final.
The certification results are the basis for establishing qualification category the size of the base part of the salary (the cost of an hour with hourly pay).
Certification procedure
Stage 1 - filling out the certification sheet by the certified employee. Responsible - employee of the personnel department.
Stage 2 - professional testing. To assess employees in positions such as a salesperson, cashier, storekeeper, accountant, personnel inspector, etc., professional tests are used (questionnaires consisting of 10-50 questions related to the employee's subject activity). Responsible for updating the questionnaires, conducting testing and checking tests - the director of personnel.
Stage 3 - analysis of the results of work for the certified period.
Responsible - the immediate supervisor (prepares a characteristic for the certified employee).
Stage 4 - certification interview. To conduct an attestation interview, an attestation commission (3-7 people) is created, which includes the immediate supervisor of the certified employee, the head of the unit, a representative of the Human Resources Department (permanent staff), heads of related departments, deputy. CEO (variable composition). The chairman of the attestation commission is a representative of the Human Resources Department.
The meeting of the attestation commission should be held in a friendly, unbiased atmosphere in working time. Certifying commission before the start of the interview, he gets acquainted with the characteristics of the immediate supervisor. Members of the attestation commission ask questions to the person being certified and put down marks in an anonymous evaluation sheet according to the established factors. For all completed evaluation sheets the average grade is displayed, which is rounded up - this is the qualification category of the certified employee. When attesting managers and some specialists of an enterprise, the result of certification is a quality grade A,B,C,D(real results of work and competencies at the level of expected, lower, significantly lower or higher than expected). At the end of the attestation interview, the first part of the attestation sheet is filled in, where the recommendations of the attestation commission are made.
Certification results
The results of the attestation are brought against signature to the attested employee no later than 1 week after the attestation interview. Responsible - immediate supervisor (during a personal meeting, the immediate supervisor explains the results of certification, the assigned category and the corresponding salary, as well as comments and recommendations of the certification commission, personal tasks for the specified period). The result of certification can be both an increase in the qualification category and its decrease, in addition, the category may remain unchanged.
Based on the results of certification, a personnel reserve enterprises (the first candidates for promotion and for vacant positions in other divisions of the enterprise). All information obtained as a result of an employee's appraisal (including the appraisal results) is confidential and is stored in the personnel department.
5. The main provisions of the internal labor regulations in LLC _____
Internal labor regulations - local normative act ___________________, which regulates, in accordance with the Labor Code of the Russian Federation and other federal laws, the procedure for hiring and dismissing employees, the basic rights, obligations and responsibilities of the parties employment contract, working hours, rest time, incentives and penalties applied to employees, as well as other issues related to the regulation of labor relations in the Company.
Employment in the Organization is carried out on the basis of a concluded employment contract. When concluding an employment contract, a person entering a job submits to the personnel department of the Company the documents specified in Art. 65 of the Labor Code of the Russian Federation. Employment is formalized by the order of the Director of the Company, issued on the basis of the concluded employment contract.
For all employees hired under an employment contract for the main job, who have worked in the Company for more than 5 days, work books are maintained in the manner prescribed by current legislation.
An employment contract may be terminated at the initiative of the Employee and the Employer on the basis and in the manner prescribed by the Labor Code of the Russian Federation. The termination of the employment contract is formalized by the order of the director.
On the day of dismissal, the employer is obliged to give the employee his work book with a record of dismissal entered into it, other documents related to work - at the written request of the employee and make the final settlement with him.
LLC ____________ and employees of the company have rights and bear obligations in the manner prescribed by the Labor Code of the Russian Federation. The list of duties (works) that each employee performs in his position, specialty, profession, is determined by job descriptions (functional duties) drawn up taking into account the provisions of the Unified Tariff and Qualification Handbook of Works and Professions of Workers, Qualification Handbook positions of managers, specialists and other employees.
The Company establishes three types of work schedules:
1) daily work with a five-day work week with a normal
working hours (40 hours per week). Start of work - 09:00 End of work - 18:00. Break time from 13:00 to 14:00. Days off: Saturday, Sunday.
2) daily work with a six-day work week with normal
working hours (40 hours per week).
3) shift mode of working time; weekends, according to the shift schedule. Cycle - five working days, two days off.
The work schedule is specified in the Employment contract by the employee;
Based production tasks and functional responsibilities of certain categories of employees, flexible working hours, irregular working hours or part-time working hours can be established in individual labor contracts.
Work outside the normal working hours is carried out at the initiative of the employee - part-time work or at the initiative of the Employer - overtime work, and cannot exceed 4 hours a day and half of the monthly norm of working time. Application overtime work The employer may carry out in exceptional cases with the written consent of the employee, in the manner and within the limits provided for by labor legislation.
The employer is obliged to remove from work (not allow to work) the employee on the grounds specified in Art. 76 of the Labor Code of the Russian Federation.
Work on weekends and non-working holidays allowed only for employees of those departments in which shift work is established; for all other categories of employees, work on weekends and holidays is not allowed. The working time on the day preceding the non-working holiday is reduced by 1 hour.
Employees are provided with an annual basic paid leave of 28 calendar days. Non-working holidays falling on the period of vacation are not included in the number of calendar days of vacation and are not paid.
By agreement between the employee and the Company, annual paid leave may be divided into parts; In this case, the duration of one of the parts of the vacation must be at least 14 calendar days.
The provision of annual paid leave is carried out in accordance with the vacation schedule and on the basis of a written application from the employee.
At the written request of the employee, the company provides an additional paid leave of 3 working days in the following cases: marriage registration (to spouses), birth of a child (to the child's parents), death of a close relative (parents, children, spouses, brothers, sisters).
For exemplary performance of labor duties, success in labor competition, increasing labor productivity, improving product quality, continuous and flawless work, innovation in work and for other achievements in work, the following incentives are applied:
1) rewarding with a valuable gift;
3) payment of a cash bonus;
3) declaration of gratitude.
Incentives are announced in the order, brought to the attention of the entire team and entered in the work book of the employee. When applying incentive measures, a combination of moral and material incentives for labor is provided.
6. The main provisions of the scheme for building material motivation in LLC ________
The system of remuneration and motivation of the personnel of LLC _________ is aimed at ensuring stable guaranteed development of its production and commercial divisions. The purpose of the wage system is to determine the share and contribution of each employee as a result of the work of the unit and distribute in accordance with these criteria the income of the unit.
The basis for the payment of wages to employees of subdivisions is the payroll fund, which includes the following payments in cash:
Salary in cash:
- wages for work performed;
- incentive payments;
- compensatory payments related to a special mode of work and working conditions;
- payment for time not worked.
The system of remuneration and motivation of personnel is based on the following principles:
- focus on achieving the final result;
- a combination of collective and personal interest;
- payment depending on the quantity and complexity of work;
- refusal to equalize wages;
- normative method of labor planning;
- encouragement for combining professions;
- the employee's salary is an official secret;
- evaluation of work is carried out directly by the head;
- additional payment at the expense of social benefits and guarantees;
- additional payment for seniority;
- fines for causing material and moral damage.
The total salary of a full-time employee (manager, specialist) consists of the official salary and bonus based on the results of work for the quarter. The salary of employees of the trade department consists of the official salary and remuneration for the final result of the activity, and for the employees of the trading floor, hourly payment labor. The official salary of an employee of the company is determined by the staffing table and is fixed in his contract.
The fixed part of the wages (official salary) of employees of subdivisions is determined on the basis of a system of categories. Assignment of work performed to certain tariff categories(positions) and the assignment of appropriate qualifications to employees is carried out by the immediate supervisor in the manner determined by the documents regulating relations between the employee and the company. Assignment to an employee of a higher rank and, accordingly, an increase in wages is carried out based on the results of periodic certification.
Tariff rates (salaries) by categories are differentiated according to the complexity of the work performed and the assessment of the employee's potential. The amount of remuneration for the final result is determined by the results of work for the month.
7. The main provisions of the scheme for building non-material motivation in LLC ______
The system of non-material motivation of employees of LLC _______ includes the following methods:
- gratitude announcement;
- awarding with Certificates of Honor LLC __________
- inclusion in the reserve for promotion to a higher position;
- Gratitude is declared to the staff of the company for the following achievements:
- performance at a high level of their labor functions;
- a significant improvement in the technologies used in the company;
- overfulfillment of planned targets;
- progress in improving the quality of work performed and services rendered;
- carrying out separate, one-time events on behalf of the management of the company or division;
The certificate of honor is awarded to employees for conscientious and impeccable work, professional skills and having at least 1 year of work experience in the organization, as well as contributing to the development of the organization and the achievement of the company's strategic goals.
Inclusion in the reserve for promotion to a higher position. The attestation commission, based on the results of the attestation, has the right to submit motivated recommendations to the head of the organization for consideration on including him in the reserve for promotion to a higher position.
If the head of the department considers it necessary to encourage the employee, he prepares a presentation addressed to the head of the organization on declaring gratitude to the employee, rewarding diploma or making a decision to promote an employee to a higher position. All incentive decisions are made by order of the General Director or by order of his deputies and heads of departments and are announced at a general staff meeting.
An entry about announcing gratitude, awarding a certificate of honor or making a decision to promote an employee to a higher position, indicating the date and number of the order (instruction) on promotion, is entered into the employee’s personal card in the information base.
8. Evaluation of the organization of personnel management in LLC _______
Personnel management in LLC __________ is distinguished by a fairly high level of organization. All personnel processes are clearly regulated, almost all procedures are enshrined in regulations, instructions, rules, etc. There is a clear division of personnel management functions into areas: recruitment, development and evaluation, personnel records and general management of the department, as well as the development of a human resource development strategy.
________ LLC uses modern personnel technologies in the selection process, in the system of material and non-material incentives, assessment and certification of personnel. Corporate ethics is developed and based on mutual assistance, creativity and self-realization of each employee.
The organization regularly conducts all kinds of trainings, training seminars that allow maintaining and improving the skills of employees at the proper level. For new employees, the onboarding program provides for introductory training and mentoring.
The results of developments and projects are carefully monitored through comprehensive statistical analysis to identify the most effective ways of implementation.
___________ LLC also cooperates with recruiting and consulting organizations to improve the effectiveness of personnel decisions.
Hello dear reader.
This article is divided into the following sections:
- How to calculate the days for practice
- Then an example of filling out a diary of undergraduate practice
- Many items that can be used when filling out a diary
- Some important questions at the end of the article
If you don’t want to fill out a pre-graduation practice diary yourself - you can always order it at any student exchange - this is a fairly inexpensive job that will be done for you in a very short time.
To order a practice diary, I can recommend you to use any exchange of student papers, for example, author24 - simply because there are the most performers: https://author24.ru/
How to fill in the diary of undergraduate (or industrial) practice of an economist? To complete it, you need to follow several steps:
- Determine how many days the practice goes in total (This is written in the training manual or in the order for practice, options: 2 weeks, 4 weeks, 8 weeks)
- Put the dates in the diary - from the first day to the last (except weekends).
Dates can be viewed using this service:.
That is, for each week in practice, you will have 5 lines in your diary (Monday, Tuesday, Wednesday, Thursday, Friday). - Opposite each day, you will need to write a few tasks that you did. You will get something similar to the picture below. Compliance will be marked by the supervisor. Usually they write the word "done".
If in reality you didn’t exist at all in practice, you will have to come up with points. There should be 3-5 pieces in each cage.
I think you already understand the logic of filling out the diary. What follows is a list of possible items and some important questions.
- Getting to know the company as a whole
- Acquaintance with the management of the enterprise and with its immediate supervisor
- Acquaintance with the head of the practice
- Registration of documents on arrival for practice
- Signing the order on access to the enterprise
- Passing a safety briefing
- Familiarization with the provision on trade secrets
- Signing trade secret documents
- Corporate behavior coaching
- Acquaintance with the employees of the organization
- Familiarization with the organizational structure of the organization
- Drawing up an organizational chart of company management
- Familiarity with the activities of the organization as a whole
- Evaluation of the scale of the company's work
- The history of the creation and development of the enterprise
- Drafting brief description enterprises
- Acquaintance with the enterprise industry in Russia
- Studying the legal aspects of the organization's activities
- The study of legal acts regulating the work of the enterprise
- Drawing up a contract for the provision advisory services company client
- Copying sales contracts and adjusting them for new customers
- Answering telephone calls and telephone consultations
- Acceptance of service requests
- Filling out invoices
- Filling in receipts
- Collection of reports on the operational activities of the organization
- Studying the archives of the organization
- Copying and filing documents of the organization for archiving
- Participation in negotiations with suppliers
- Participation in the operational meeting
- Reconciliation of settlements with counterparties based on financial statements
- Making changes to counterparties in the 1C: Enterprise program
- Studying the theory on the topic of work and report
- Selection of sources for analysis
- Compiling a list of applications
- Compilation of a list of references
- Preparation of applications with reporting
- Compilation of tables with general indicators of the organization
- Preparation and analysis of accounting documents
- Preparation of the structure of the analysis of the financial condition
- Selection of sections for conducting financial status
- Checking collected documents for typos and other errors
- Assessment of the dynamics and structure of the company's property
- Assessment of the dynamics and structure of the company's capital
- The main indicators of the economic condition of the organization
- The main indicators of economic results of the organization
- Assessment of the main indicators of the economic condition and economic results
- Studying the technical and economic indicators of the enterprise
- Preparation of materials for analysis
- Schema analysis
- Choice of sections of analysis
- Studying the reporting forms used by the organization
- Preparation of management reporting for analysis
- Analysis of indicators of financial and economic activity of the enterprise
- Assessment of the economic security of the enterprise
- Analysis of the marketing activities of the enterprise
- Analysis of competitors' prices and preparation of an explanatory note for the manager
- Analysis of cash flow, credit and settlement transactions
- Studying the staffing of the enterprise and the organizational tasks of the company
- Conducting an analysis finished products and inventories
- Analysis of fixed assets and intangible assets
- Analysis of labor efficiency and payroll calculations
- Assessment of depreciation of equipment at the enterprise
- Participation in checking the completion of the company's reporting
- Preparation of initial data for an individual task
- Communication with the head about the mission and objectives of the organization
- The study of the organization, main activities, composition and structure of the organization.
- The study normative documents governing the activities of the organization, types and content of constituent documents, organizational and legal form of the enterprise, form of ownership, types of statutory activities.
- Constituent documents and main legal acts
- Exploring responsibilities and job descriptions employees of the organization.
- The study of technical and economic indicators.
- Introduction to accounting procedures.
- The study of the organization of the system of payment and incentives.
- Study of sales plans of the organization, study of planning standards, orders for the organization of planning in the organization, guidelines and orders.
- The study of the main indicators used to evaluate the activities of the organization.
- Evaluation of the balance sheet of the enterprise (the dynamics of accounts payable and accounts receivable, inventories, finished products in stock, balance sheet, etc.)
- Analysis of accounts receivable, study of own, borrowed money, analysis of the formation of working capital of the organization.
- Analysis accounts payable organizations.
- The study of the order and mechanism of pricing (determining the cost) of the goods sold.
PC, programs and office equipment used in the work of the institution. - Work in the program "1C Enterprise 8.0" and "Client-Bank".
- Conducting an analysis of the financial stability of the enterprise
- Conducting an assessment of the liquidity of the enterprise
- Conducting an assessment of the solvency of the organization.
- Studying the practice of relations between the organization and banks and other credit institutions.
- Study of payment and settlement procedures operating in the organization
- State of settlement and payment discipline.
- Studying the forms of calculations used by the organization.
- Participation in the preparation of primary documents (invoices, waybills)
- Studying the relationship with tax institutions, budgets of various levels, extra-budgetary funds.
- Studying the relationship with customers (suppliers and customers or buyers).
- Participation in payment and settlement work.
- Studying the procedure for the formation, development and approval of the product range
- Studying the sources of receipt of goods
- Analysis of the product range. Working with price lists
- Familiarization with the order of acceptance and delivery of goods, their documentation and the types of vehicles used.
- Participation in the preparation of primary documents.
- Participation in the preparation of applications for the importation of products from suppliers.
- Study of work with suppliers to determine the price level for the supplied goods.
- Familiarization with promotional activities enterprises
- Participation in ordering promotional products, business cards, souvenirs for customers, etc.
- The study of the organization of liability.
- Studying the procedure for conducting inventories, recovering losses and shortages.
- Conducting an assessment of the economic situation.
- Analysis of the income statement
- Analysis of the organization's own capital.
- Studying contracts of suppliers and buyers.
- Work with primary documents and correspondence.
- Studying the requirements for the design of the report
- Compiling a report template
- Compiling the content of the report
- Preparation of an internship report
- Verification of the conclusions and official documents of the organization
- Preparation of conclusions on the performed analysis
- Preparation of charts and graphs in the report
- Identify areas for improvement
- Studying similar situations in other companies
- Proposing recommendations for improving the company's activities
- Proposal for improvement measures
- Preparing a draft practice report
- Filling out a practice diary
- Obtaining the characteristics of the head of practice from the enterprise
- Submission of a report for verification to the head of the practice
- Preparation of a final version of the practice report
- Preparation of a practice report and submitting it for verification to the head of the practice.
- Collection of documents, signatures and seals
Now a few important questions that arise when filling it out.
- Is the practice diary strictly checked? No, not strictly. It simply describes what the trainee does every day at the practice site. What is there to check. They check the practice report in more detail (more on that).
- Is it possible to write directly in it, without drafts? Yes, you can. Some students fill out this diary just before taking the exam. Although if you have doubts, you can do it on a draft first. But it doesn't make much sense.
- And if every Monday an economist does the same thing, then you can write like that - the same thing every Monday? You can do the same thing, as long as it doesn’t catch your eye: use synonyms, change the order of the items and all that
- Is it possible to write the same thing, if this is true? Basically the same is possible. But, again, it's better to unify a little. For example: analysis of the implementation of the plan = assessment of the achievement of goals for turnover.
- Where to put stamps on the practice diary (Inzhekon). It is necessary to put three round seals of the enterprise (as of spring 2013): on the title page(over the words "Head of practice from the enterprise"); in the characteristic for a student from the place of internship(in the lower right corner); in the review of the head of practice from the organization(also in the lower right corner).
You can ask your questions about undergraduate practice for economic specialties in the comments to this article or in contact.
"Togliatti State University"
Institute of Finance, Economics and Management
Department of Finance and Credit
A DIARY
PRACTICE INTERNSHIP
Student ________________________ course ______________________ group
Specialties_ 080105.65 "Finance and credit" ________________________
Surname, name, patronymic of the student ____________________________________
Institute of Finance, Economics and Management __________________________
Name of organization, enterprise _____________________________
2013 academic year
I.CALENDAR TERMS OF PRACTICE
Practice leaders
From university
Surname Kovalenko_______________________________
Name Oksana _____________Middle name____ Grigorievna
Position, academic title, degree___ PhD in Economics, Associate Professor
From the enterprise
Surname _________________________________________
Name _______________ middle name _ ______________________
Job title_____________ _ ______________________________
______________________________________________________
APPROVE
Head Department of Finance and Credit
"_____" _________________ 201___
II.TASK OF THE DEPARTMENT
11.02.2013-15.02.2013
Acquisition of skills in filling out and compiling financial documentation of the organization under the guidance of the head of undergraduate practice.
18.02.2013-22.02.2013
Detailed study and analysis and evaluation of financial activities. A detailed study of the organization's financial management structure. Providing information on the study of financial activities to the head of undergraduate practice from the organization. Formation of a report and a diary on the passage of undergraduate practice. Signing of this documentation by the head of the practice.
V. CONTENT OF THEORETICAL LESSONS
the date | Topic | Surname, initials and position of the head of studies |
Familiarization with established rules internal regulations, rules of conduct, established mode of work, work and rest. | ||
Analysis and evaluation of financial (accounting) information on the example of organization documentation. | ||
Acquisition of skills in filling and compiling the financial documentation of the organization. |
VI. SCIENTIFIC RESEARCH WORK OF STUDENTS AT PRODUCTION
No. p / p | Conclusion of the head of the enterprise on the work of the student |
|
Collection, analysis and evaluation of financial information of the organization. | ||
Filling and formation of financial documentation (reporting). | The work was completed without comment |
VII. USING A COMPUTER TO PERFORM A TASK IN PRACTICE
During the period of undergraduate practice, computers with the established legal systems "Garant", "Consultant" were used in order to collect and study theoretical material related to the financial activities of the organization and the service program "1C: Accounting" - collection and processing of financial information.
VIII. CHARACTERISTICS ACCORDING TO THE RESULTS OF PRACTICE
Student _______________________________________________________________
(surname, initials)
FULL NAME. student passed undergraduate practice from December 24, 2012 to February 24, 2013. During the undergraduate practice, he showed a high level of theoretical and practical training, good knowledge reading financial statements and financial records. During the entire undergraduate practice, F.I.O. the student was responsible for the assigned work. Actively participated in the study of financial documentation, helped (a) employees financial department organizations in the collection and processing of documentation, conducted an analysis and assessment of the financial and economic activities of the organization over the past three years, got acquainted with the procedure for maintaining financial documents, with the procedure for storing forms of strict reporting, participated in various daily work.
Comments on the passage of practice to the F.I.O. no student.
Practice leader from
enterprises _________________________________
(signature)
IX. REVIEW OF THE SUPERVISOR FROM THE UNIVERSITY ON THE RESULTS OF THE PRACTICE
the date | Comments and instructions of the head of practice from the university |
EDUCATION
VLADIVOSTOK STATE UNIVERSITY
ECONOMY AND SERVICE)
INSTITUTE OF CORRESPONDENCE AND DISTANCE LEARNING
REPORT
ON TRAINING PRACTICE
gr. D / BUP-12-032 _______________________ A.E. Fighters
Supervisor
Art. teacher _______________________
Supervisor
from the enterprise _______________________
Vladivostok 2014
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
State educational institution higher professional
education
ECONOMY AND SERVICE»
INSTITUTE OF LAW AND MANAGEMENT
CHAIR OF HR MANAGEMENT AND LABOR LAW
P U T E V K A
Student Boytsov Anton Evgenievich
Department of "Personnel Management and Labor Law" gr. D/BUP-12-032
Sent by Scientific Progress - M LLC
For an introductory internship in the specialty "Personnel Management"
Practice leader: __________________________
Marks on completion and timing of practice
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
State educational institution of higher professional
education
"VLADIVOSTOK STATE UNIVERSITY
ECONOMY AND SERVICE»
INSTITUTE OF LAW AND MANAGEMENT
CHAIR OF HR MANAGEMENT AND LABOR LAW
A DIARY
2nd year student gr. D/BUP-12-032
Boytsov Anton Evgenievich
Place of internship
Head of practice from the enterprise __________________________________
(last name, first name, patronymic, position)
|
Subdivision |
Practice leader's signature |
||
|
Studying the procedure for registering Scientific Progress-M LLC and licenses. |
|||
|
Human Resources Department of Scientific Progress-M LLC. |
Study of the product profile of Scientific Progress - M LLC |
||
|
Human Resources Department of Scientific Progress-M LLC |
|||
|
Human Resources Department of Scientific Progress-M LLC |
Weekends |
||
|
Human Resources Department of Scientific Progress-M LLC |
Studying the management structure of Scientific Progress-M LLC based on the staffing table. |
|
Subdivision |
Brief description of the work performed |
Practice leader's signature |
|
|
Human Resources Department of Scientific Progress-M LLC |
Study of the product profile of Scientific Progress-M LLC |
||
|
Human Resources Department of Scientific Progress-M LLC |
Analysis of the location, characteristics and characteristics of the population served. |
||
|
Human Resources Department of Scientific Progress-M LLC |
Weekends |
||
|
Human Resources Department of Scientific Progress-M LLC |
Introduction to staffing. |
||
|
Human Resources Department of Scientific Progress-M LLC |
Familiarization with the features of the organization of the work of the personnel officer of the company |
||
|
Human Resources Department of Scientific Progress-M LLC |
Study of the employment contract LLC "Scientific Progress-M" |
||
|
Human Resources Department of Scientific Progress-M LLC |
Studying the motivational component of the sales department |
Start of practice 02.06.2014 End of practice 21.06.2014
Trainee Signature________________
___________________________________________
(last name, first name, patronymic of the head)
____________________________
personal signature
Feedback on the work of a VSUES student based on the results of undergraduate practice
Student Boytsov A.E., group D / BUP-12-032, 2nd year, Institute of Law and Management, specialty "Personnel Management") in the period from 06/02/2014 to 06/20/2014 passed an introductory practice at LLC "Scientific progress - M "as an employee of the personnel department - a trainee.
The professional important qualities of the future specialist revealed during the practice were evaluated according to a 5-point system as follows:
Professional - business and organizational qualities
Personal qualities
The level of training of a future specialist in accordance with the requirements of your organization is estimated as
In order to improve the “quality” and competitiveness of a future specialist in the labor market, attention should be paid to
development of qualities,
Acquisition of knowledge,
Improving practical skills and abilities,
Formation of a culture of behavior
Other (specify problem areas)
Practice leader
from the enterprise _____________________________________________________________
(position, I.O. Surname)
Introduction ................................................ ................................................. .......................................... ten
First block. Theoretical basis personnel management ................................................................ ......... eleven
Second block ................................................................ ................................................. ...................................... fourteen
1 general characteristics enterprises ................................................. .......................................... fourteen
2 Analysis of the activity of the enterprise .............................................. ............................................... fifteen
3 Management of personnel motivation and incentives .......................................................... ............... eighteen
3.1 Conducting a sociological study of the sources and types of motivation .............................................. 18
3.2 The effectiveness of the organization and the motivation of personnel .............................................. .................... 19
3.3 Influence of hygienic factors on staff motivation .............................................................. .............. twenty
3.4 Factors of intrinsic motivation............................................................... ................................................. ... 24
Third block .................................................. ................................................. ............................................... 29
Conclusion................................................. ................................................. ...................................... thirty
List of references .............................................................................. ................................................. .. 31
Introduction
In accordance with the goal, the following tasks were set:
- to study the concept and determine the place of personnel as the most important resource of the organization;
- to study the methodological foundations for the selection and evaluation of personnel in the organization;
- to analyze the theory of development of personnel motivation abroad and determine the possibility of using foreign experience in this area in the conditions of domestic organizations;
- explore the problems of personnel policy and staff turnover at Scientific Progress-M LLC
- develop principles and methods of motivating personnel in the organization;
- to substantiate the mechanism for the selection, evaluation and motivation of personnel in the department of the organization;
- develop an organizational project to improve the process of recruitment and evaluation of personnel;
- develop recommendations on staff motivation;
- to test the methodology and method of functioning of the proposed mechanism through empirical research using sociological methods.
The subject of the study is the process of personnel management in the departments of Scientific Progress-M LLC.
The object of the study is the organization LLC "Scientific Progress-M"
The tools of economic analysis, methods of statistical research, such as questionnaires, surveys, testing were used as research methods.
First block. Theoretical foundations of personnel management
In order to successfully compete in a rapidly developing market, organizations need to constantly and comprehensively improve their activities. The departments of marketing, sales, finance, logistics are more and more actively oriented towards Western models and practices, IT systems are being introduced, and new brands are being created.
Compared to the above aspects of the work of companies, the sphere of personnel management still in some cases remains the least technological and manageable.
And since any organization is a single whole, each of its “weak links” inevitably affects the productivity of other parts of the corporate mechanism (production, marketing, financial block, etc.).
That is why the leaders of large Russian companies are increasingly feeling the need to build effective personnel management systems. After all, any innovations - whether technical or ideological - are used and managed by people, the efficiency and success of the organization in the market depends on them. Any team is a group of people united for a particular joint activity.
One of the ways to improve personnel management is to maintain the connection of the personnel management system with the goals of the organization. The effectiveness of the functioning of any system of management of the organization is determined by its contribution to the achievement of organizational goals. This is all the more true in relation to human resource management, which permeates all areas of the organization and affects the effectiveness of other management systems - if the sales system does not work effectively enough, this is a reflection of ineffective personnel management, because the wrong people work in the sales department, they are not motivated enough, professionally prepared, etc.
Personnel management is effective to the extent that the employees of the organization successfully use their potential to achieve its goals, i.e. to what extent these goals are achieved. The approval of this provision as one of the basic values of the organization is the most important condition for creating an effective personnel management system. For many organizations, the opposite trend is characteristic - to evaluate the effectiveness of personnel management using indicators specially created for this purpose: employee satisfaction, staff turnover, hours spent on professional training in isolation from the goals of the organization. Taken in isolation from the goals of the organization, these potentially important indicators contribute to the isolation of the personnel management service from the organization. The development of this trend is facilitated by the widespread perception that HR professionals are far from the main activity and have little or no influence on it.
In order to ensure the required compliance, organizations can use the following techniques and methods:
- conduct periodic audits of existing personnel management systems in terms of their compliance with the goals of the organization (ensuring the required organization of production behavior). Similar audits should also be carried out in the event of a change in the organization's development strategy;
- involve HR staff in the development and revision of strategic short term plans organizations. Inform the personnel management service in detail about the goals of the organization and progress in their implementation;
- ensure the constant participation of the top management of the organization in the development and revision of personnel management systems, evaluate (including material remuneration) the work of the personnel management service based on the results of the organization's work (the degree of achievement of organizational goals).
Another way to improve personnel management is to maintain the compliance of the personnel management system with the state external environment and culture of the organization.
The external environment in which the organization operates is in constant motion - equipment and technology, customers, competitors are changing. The people themselves are changing - the current and potential employees of the organization. Personnel management systems, which were well combined with the external environment some time ago, may be in a state of acute conflict with it at the present time. The organization must constantly monitor the extent of this discrepancy and make adjustments to its systems to prevent a crisis. Indicators of the need for change, i.e. the actual inconsistency of personnel management systems with the state of the external environment can be an increase in turnover, a decrease in productivity, the emergence of conflicts between employees and administration, and organizations with government agencies.
In the event of a reorganization of personnel management systems that no longer correspond to the state of the external environment, the organization's management may face another conflict generated by the rejection of new methods by the organizational culture of the organization. Such a conflict can be no less painful and destructive in its consequences. Therefore, the compliance of personnel management systems with organizational culture is also necessary condition effective functioning of the latter. In practice, organizations can reduce the risk of conflict between management practices and organizational culture by:
- accounting organizational culture at the stage of creating personnel management methods and using elements of the existing organizational culture as a basis for introducing new methods;
- explaining the need and inevitability of change to all employees of the organization (creating a sense of crisis);
- explanations of the benefits and advantages that new methods will bring to each employee and the organization as a whole;
- trial introduction of new methods in one of the departments of the organization in order to develop them and assess the impact on the employees of the organization;
- a targeted campaign to change the culture of the organization, including speeches by managers, publications in intra-organizational publications, mass events, etc.
Therefore, when creating personnel management systems, management should take into account such a factor as the presence of a specific culture of the organization. Taking into account the presence of organizational culture in practice means building personnel management systems in such a way that they enhance the positive aspects of this culture from the point of view of the organization's goals and, conversely, neutralize the features that hinder the implementation of organizational goals.
An important area for improving personnel management is maintaining the integrity of the personnel management system.
The task of the personnel management system is to form the production behavior of its employees, ensuring the achievement of organizational goals. The desired production behavior is determined by two main factors - motivation and the ability of the employee to perform the required functions. The mechanism of human motivation is very complex, therefore, the desire of an employee to fulfill the necessary production functions influence all methods of personnel management. The same is true for the ability of an employee, determined primarily at the stage of selection and developed by the organization in the process of vocational training, depending on the feedback and remuneration received by the employee from the organization.
Therefore, the integrity of the personnel management system is the most important condition for the effective management of employees of any organization. If the systems for selecting and developing leaders of an organization focus on achieving strategic goals, in-depth knowledge of the business, a broad outlook, the ability to assimilate and use new knowledge, and feedback and reward systems mark special professional skills, accuracy in the implementation of individual plans, employees of the organization receive contradictory " “signals” of what behaviors are valued by the organization that negatively impact their performance.
An organization can achieve the integrity of its HR system by:
- clearly defining the organization's own goals and communicating them to all its employees;
- detailed modeling of the "ideal" production behavior for all positions (employees) of the organization;
- coordination in the work of divisions of the human resources service;
- constant interaction of human resource specialists with line managers who directly manage personnel.
Effective personnel management is impossible without the active and constant participation of the top management of the organization in determining the tasks of personnel management arising from the goals of the organization, modeling production behavior, creating and implementing personnel management systems, and evaluating their effectiveness. Since people are the most important organizational resource, the leader of an organization should devote most of his time to managing people. Unfortunately, this does not happen in all modern organizations, especially at the lower levels of the hierarchy - at the level of workshops, brigades, groups. This significantly reduces the effectiveness of personnel management in the organization as a whole, since managers are essential tool implementation of personnel management methods, and insufficient attention on their part to these issues is transformed into a poor quality of personnel management.
An organization can achieve a higher degree of managerial involvement in personnel management by:
- effective communication, including explaining the need and benefits of the participation of line managers in personnel management in an understandable latest language of numbers, costs, profits, performance, etc. Unfortunately, quite often HR specialists are not well versed in the specifics of the organization and cannot explain themselves in the language familiar to managers;
- attracting managers to participate in "attractive" forms of work with personnel - conducting interviews with candidates, training sessions, managing individual projects. This will allow them to gain experience of direct participation in the development and application of personnel management methods and will provide an opportunity to form a more objective view of personnel management in general;
- special training in personnel management, which allows to form an idea of this function of organization management, corresponding to today, and to develop practical skills in working with personnel.
Thus, the organizational structure and set of procedures performed by the personnel department may depend on many factors, the main of which are the following:
- strategic goals of the organization;
- line of business (trade, production);
- stage of development of the organization;
- business unit development strategy (in the case of holding structures);
- the level of management at all positions, starting with the first persons;
- participation of the head of the personnel department in strategic management;
- the degree of trust in the head of the personnel department;
- number of staff;
- priority areas of work with personnel, determined by the mission of the organization.
At the same time, the personnel management processes should become the assembly point of the organizational and functional structure of personnel management. The personnel management strategy sets the requirements for the content of these processes.
Second block
1 General characteristics of the enterprise
Scientific Progress-M Limited Liability Company was established and registered in 1996 in Moscow as a private commercial company with various activities. Since 1998, the company has been supplying electrical products (automatic switches and residual current devices) for domestic and industrial use, and then also supplying switching, protective and lighting equipment for the aviation and space industries. Over time, the range of products supplied has expanded significantly, and work on the assembly and supply of aviation technical equipment (ATI) has become one of the main activities of the company.
From 1998 to the present, Scientific Progress-M LLC has established business relations with many domestic enterprises, developers and manufacturers aviation technology and ATI. For more than 10 years, our company has been cooperating with Elektroavtomat OJSC (Alatyr, Chuvash Republic), being its official dealer and implementing a number of joint programs with the plant for the development of new products.
A joint program for the development and development of new products is carried out with the Engel Experimental Design Bureau "Signal" named after. A.I. Glukharev (EOKB "Signal"), the purpose of which is to create two travel explosion-proof switches of the type PPV-2s and PPVD-2s for the new launch complex "Angara" by order of the Federal State Unitary Enterprise GKNPTs im. M.V. Khrunichev. In addition, by order of the Tianjin Aviation Electromechanical Company (China), together with EOKB "Signal", the work on the creation and development of two types of pressure alarms CXM-0.8A and CXM-3A (flapping membrane alarm) for the diesel engine protection system has been almost completed from overheating and fire.
In the last two years, business cooperation has been established and a program of cooperation with the Federal State Unitary Enterprise “Ufa Aggregate Production Association(FGUP UAPO), whose products the company supplies to domestic and foreign markets. In the future, we are counting on a significant expansion and deepening of cooperation with FSUE "UAPO".
The company is directly related to flight simulators. At one time, on the basis of the office, with organizational and financial support by the Company, the Open Joint Stock Company "Aviation Simulators" was established, which is a business partner and "subsidiary" enterprise of LLC "Scientific Progress - M"
Long-term business relations are maintained with such domestic manufacturers of aviation products as:
OAO Sarapul Power Generation Plant (SEGZ)
OJSC "Saratov Electric Unit Production Association"
OJSC Plant Electropribor, Alatyr
OJSC "Design Bureau of Electrical Products of the 21st Century", Sarapul
JSC "Moscow Plant of Electromechanisms"
CJSC Firm "TESS-engineering", Cheboksary
The products of these manufacturers are supplied by Scientific Progress - M LLC to aircraft repair enterprises, airlines and organizations on its own behalf and at its own expense. Contractual relations for the supply of ATI have been established with Kuban Aviation Lines OJSC, Irkutsk Aircraft Repair Plant No. 403 OJSC, 308 ARZ Federal State Unitary Enterprise of the Russian Ministry of Defense, ARZ 810 OJSC, Kirov Machine Plant 1 May OJSC, AviaDelta CJSC, CJSC VneshAviaTrans, Federal State Unitary Enterprise Rostov-on-Don Research Institute of Radio Communications and a number of other ATI consumers.
In his practical activities Scientific Progress-M LLC focuses on close cooperation with Russian manufacturing plants for a complex range of products and equipment. The program for mastering the production of new developments has been completed at the plant of JSC Elektroavtomat fire fighting equipment and began their serial production.
Through close ties with Russian manufacturers Scientific Progress-M LLC fulfills orders for the assembly and supply of products, equipment and spare parts, both for Russian and foreign customers, including a wide range of aircraft. Has experience in deliveries to China, the Baltic countries, the CIS and Latin America.
Working with us, you will reduce delivery times, save time, nerves and money.
2 Analysis of the activities of the enterprise
In the course of the study, the personnel composition of the company Scientific Progress - M LLC was analyzed in the organization (6 employees). Socio-demographic characteristics of employees are given in Table. one.
Table 1 - Socio-demographic characteristics of employees (%)
Thus, the age of most of the employees is from 41 to 50 years. Only a balanced distribution of employees of the organization for all age groups can provide the necessary level of continuity.
Table 3 - Distribution of personnel by level of education
In the organization under study, there is a fairly high level of education of employees. Thus, 33% of employees have higher education, which for the most part represent the administration of the company. At the same time, 33% of employees have secondary specialized and secondary technical education.
In addition, I believe that in order to manage personnel today at a large commercial enterprise, higher education is required.
Table 4 - Dynamics of the composition of personnel by length of service
As an analysis of the dynamics of personnel by length of service shows, the number of new employees practically does not increase - with experience of up to one year against the background of a declining number of employees who have worked at the enterprise from 1 to 3 years. The number of employees with higher experience remains virtually unchanged. Thus, we can conclude that there is no turnover in the company.
Table 5 - Dynamics of staff turnover at Scientific Progress - M LLC. in 2012-2014
There is no problem of staff turnover at the considered enterprise as a whole. Thus, there can be no talk of looking through the personnel policy.
The lack of turnover can indicate a good salary level and working conditions.
In general, issues related to staff turnover are among the most difficult in the entire science of personnel management. These issues cannot have a simple and quick solution, since the interests of the enterprise's management and ordinary employees are manifested in different ways. To solve the existing problems described, one should often resort to the use of psychological techniques and individual approaches.
3 Management of personnel motivation and stimulation
In order to study the motivation of the organization's personnel, a sociological study of the personnel of Scientific Progress - M LLC was carried out. The study is aimed primarily at identifying motivational reserves.
To study the motivation of staff, we conducted a detailed study, consisting of several stages:
First stage. Study of sources and types of motivation.
Second phase. The relationship between staff motivation and labor productivity.
Third stage. Influence of hygiene factors on staff motivation.
Fourth stage. Identification of motivators for the growth of labor productivity and staff satisfaction.
Each of these stages consists of a number of studies. The methods of conducting the research were the questioning of all personnel, the enterprise LLC "Scientific Progress - M". For the survey, standard questionnaires were used, as well as questionnaires compiled by the author.
As methods for processing the questionnaires, the methods of direct counting, cumulative total, group average, as well as the OIR method were used. The processing of questionnaires was carried out by machine using resources software product Microsoft Excel 2013.
3.1 Conducting a sociological study of the sources and types of motivation
The first stage of the study is devoted to the study of the sources and types of personnel motivation in the enterprise under consideration based on the study of objective and subjective motivation in the organization.
A questionnaire was used as the basis of the study.
essence this survey is to show what motives dominate the work of the staff of Scientific Progress - M LLC.
The conducted survey makes it possible to judge that the sources of moral and power motivation stimulate the employees of the enterprise most of all. This means that on this moment on the one hand, the staff is satisfied with the moral aspects of their work (indirectly, this may indicate a good climate in the team, an understanding of their social significance, etc.) on the one hand and the presence of a very strong power, i.e. administrative motivation, under the influence of which people perform their work. This is indirectly a sign of a strong and strict administration.
In the second part of this study, we need to test the data obtained, and also try to understand what, according to the employees themselves, motivates them most. The meaning of this study is to determine the objective or "real" and subjective "desired" signs of motivation of the staff of LLC "Scientific Progress - M"
An analysis of the obtained this “real” picture of motivation allows us to conclude that, in general, the above study is correct. Although direct motivation received the highest score, power motives still have very strong positions. And still least of all at this stage of development of the organization, the staff is stimulated by material motivation. This is true - after all, the average salary in the company is not much more than 35 thousand rubles, which, although not a bad indicator for the region, certainly cannot be considered worthy. salary.
Thus, we were able to slightly correct the obtained results.
Now let's try to determine what, in the opinion of the employees themselves, would stimulate them in the best way. To do this, workers were asked to identify the five most significant factors.
There is a fundamentally opposite picture here. Naturally, employees of Nauchny Progress-M LLC are most interested in financial incentives for their work. Another an important factor they rightly believe moral aspects his work. At the same time, employees are least interested in power motivation, i.e. they do not recognize administrative pressure on them.
Comparing the results obtained, we can conclude that at this stage of the development of the LLC "Scientific Progress - M" a good team with great moral motivation has formed. However, at the same time, administrative pressure is very strong on the staff. Despite the great need and interest in material incentives for labor, the management, unfortunately, makes little use of these levers.
In this regard, the company's management can be recommended, firstly, to increase the material motivation of employees, actively use bonuses, incentive gifts, organize contests, such as "Best Seller of the Year", etc. with a cash prize. And, secondly, to ease the administrative pressure on the staff, weaken the already tight control and cancel the "punitive" methods.
3.2 Organizational performance and staff motivation
The successful work of the organization as a whole increases the motivation of its employees. Table 6 shows the respondents' overall assessment of the results of the organization's work.
Table 6 - Overall score organization performance respondents (%)
|
Fairly successful |
Not Successful Enough |
Difficult to answer |
The majority of respondents of Nauchny Progress - M LLC believe that they are working successfully (60%). A large number of respondents (19%) believe that the company is not working successfully enough, apparently, this is due to the large number of competing enterprises.
The quality of the services provided directly affects the motivation of the staff. Quality is seen as a component of an organization's performance. The higher the quality, the stronger the feeling of satisfaction of the staff for the results of the work.
Table 7 - The degree of satisfaction of respondents with the quality of services provided (%)
A small number of respondents are completely satisfied with the quality of services provided. About half of the employees of Scientific Progress - M LLC are only partially satisfied with the quality. At the same time, the number of those who found it difficult to answer is quite large. This is 7% of the respondents, which indicates, first of all, a lack of interest in the affairs of the organization, a low level of self-motivation among some employees.
3.3 Influence of hygiene factors on staff motivation
These factors are designed to reduce employee dissatisfaction. Among other motives, they are satisfied first of all as a matter of course. They must be present within certain limits so that the highest degree of dissatisfaction does not arise.
These factors include:
- organization management policy;
- personnel management policy;
- remuneration;
- working conditions;
- team relationships, etc.
In the presence of favorable factors of satisfaction, a state arises that leads to a decrease in the feeling of dissatisfaction with work, however, satisfaction does not increase.
The effectiveness of the personnel policy in the organization was assessed by employees of the company "Scientific Progress - M" (Table 8).
Table 8 - Evaluation by employees of the level of work with personnel %
The results of the study indicate that personnel management in the organization is not effective enough (this is according to the staff). Thus, the procedure for selecting and placing personnel is considered effective by only 30% of employees. The same number of employees of the enterprise (30%) say that the selection and placement of personnel are not effective enough.
A fairly large number of the company's personnel (22%) consider personnel assessment to be insufficiently effective. Apparently, the personnel assessment procedure has not been worked out well enough.
Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 70% of employees. As for advanced training, the data shows that the staff is practically not trained, and if they are trained, it is not effective enough (30%). Training is essential. Quality is improving in Japan, as through continuous training, even low-level employees acquire analytical and statistical skills.
Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 78% of employees.
Thus, the respondents are not satisfied with the level of personnel management in the organization, which leads to a weakening of motivation.
As part of the third stage, we also conducted a study of job satisfaction using the FIR method.
Among the methods for measuring job satisfaction, preference was given to the technique developed by P. Smith, L. Kendall and W. Halin. This technique is called descriptive index, abbreviated OIR. The choice of this technique was due to the following considerations:
- simplicity of final scales;
- the method makes it possible to measure the phenomenon of job satisfaction in a multidimensional way, i.e. we can talk about the assessment of various parameters of labor activity.
Job satisfaction is considered by us as a certain form of labor attitudes, which is a fixed attitude, the formation of which occurs in the process of active interaction between the subject of labor activity and the organizational environment.
3.3.1 Brief description of the FIR method
The theoretical value of this method lies in the fact that it actually summarizes the main results concerning job satisfaction problems, analyzes sometimes very contradictory data and identifies their causes. Establishing the reasons for satisfaction or dissatisfaction is in itself of great importance in improving the psychological climate of the organization.
Job satisfaction is a good indicator of the functioning of the organization, because it most compactly reflects the changes that occur in the management of the organization, which in turn affects the actual behavior of employees.
This study was conducted in five groups: work, manager, salary, promotion and employees.
This study showed that the employees of the company are most satisfied with their colleagues. This is confirmed by previous studies. A good microclimate in the team, of course, is an excellent motivating incentive for good work.
In general, there is a fairly high satisfaction with the immediate supervisor and work. This is a good sign and can serve as a basis that the management has good contact with subordinates and is not separated from their problems. In addition, the majority of respondents consider their work interesting and socially significant.
However, all this is observed against the background of extremely low satisfaction with wages. As we have already said, material incentives must be introduced as actively as possible at this enterprise.
3.3.2 Motivation and working conditions
The importance of working conditions for employees of the organization is increasing today. Good conditions work does not increase motivation, however, poor working conditions sharply reduce it.
Table data. 9 indicate that the majority of employees of the enterprise (68%) are completely dissatisfied with their working conditions. 22% are only partially satisfied with working conditions.
Table 9 - The degree of satisfaction of respondents with working conditions (%)
More than half of the respondents of Nauchny Progress - M LLC (54% of respondents) noted that poor working conditions also lead to conflicts in labor collectives.
3.3.3 Motivation and reward
The remuneration includes salary and additional payments and benefits. The level of staff motivation is largely determined by the level of wages, which should depend on the cost of living, the financial condition of the organization, the level of wages in competing organizations and the order of state regulation.
The vast majority of employees of the company "Scientific Progress - M" are not satisfied with the level of wages or are only partially satisfied with them.
Table 10 - The degree of satisfaction of respondents with the level of wages (%)
The low level of wages sharply reduces the motivation of staff to productive work.
The system of material incentives is designed to link the results of the work of each employee with the material reward received.
The study showed that a small number of respondents were satisfied with the existing system of material incentives (Table 11).
Table 11 - The degree of satisfaction of respondents with the system of material incentives (%)
Two-thirds of the company's employees are completely dissatisfied with the current system of material incentives.
In a number of factors to improve the efficiency of the organization, one of the first places respondents put material rewards. So, 78% believe that improving the work of the organization is possible through effective financial incentives, which corresponds to the actual state of affairs, since the level of income today is too low to not think about it while working, and direct all your efforts to solving organizational problems.
3.3.4 Team relationships
The effectiveness of personnel is inextricably linked with the conditions of social tension in labor collectives. As a rule, the more favorable the environment, the better the employees work. Favorable psychological climate of labor collectives is characterized by a high degree trust of team members, exactingness to each other, mutual responsibility for the results of their work, cohesion, psychological compatibility. This is manifested, first of all, in the satisfaction of the staff with the relationship with colleagues, with the immediate supervisor and the head of the unit.
Table data. 12 indicate a high degree of satisfaction of respondents with their relationships with their colleagues (76%). At the same time, every tenth of the respondents is not satisfied with the relationship in the team.
Table 12 - The degree of satisfaction of respondents with relationships with colleagues (%)
With a relatively high degree of satisfaction of the majority of employees, the problem of dissatisfaction of some of them can be solved by purposefully moving these employees to other departments. Here we can talk most likely about psychological incompatibility.
Most of the respondents (Table 13) are satisfied with their relationship with their immediate supervisor. However, 19% of the employees of Scientific Progress - M LLC are not satisfied with their relationship with their supervisor.
Table 13 - The degree of satisfaction of respondents with the relationship with their immediate supervisor (%)
In addition, a large number of those who found it difficult to assess the relationship with the immediate supervisor. This is every fifth respondent.
The study revealed a fairly high degree of dissatisfaction of respondents with their relationship with their immediate supervisor in the organization under study. This problem is quite relevant today. A modern leader should be able to create a good psychological climate in the team.
The study revealed even lower rates of satisfaction of the personnel of organizations with the relationship with the head of the unit (Table 14).
Table 14 - The degree of satisfaction of respondents with the relationship with the head of the unit (%)
Every third of the respondents found it difficult to assess the degree of satisfaction with the relationship with the head of the unit. Taking into account that the teams of departments in LLC "Scientific Progress - M" are from 3 to 20 people, we can conclude that the middle managers of all the organizations under study do not pay due attention to creating a good psychological climate in teams, which leads to a decrease in motivation among quite a large number of workers.
According to 23% of employees, the head of the department does not know how to create a favorable psychological climate in the team.
Thus, the problem of relationships in the team has a direct impact on the performance of the staff.
Motivational reserves associated with job satisfaction factors can and should be used, however, the increase in staff motivation in this case will be short-term and superficial.
3.4 Factors of intrinsic motivation
Through motivators, intrinsic motivation to work is satisfied, which creates long-term satisfaction and increases performance.
Factors of intrinsic motivation (motivators):
- interesting job;
- a responsibility;
- independence:
- career opportunities;
- recognition of merit;
- opportunities for self-realization, etc.
Overall job satisfaction contributes to a good work environment.
The production climate is, first of all, the state of satisfaction or dissatisfaction among the majority of employees of the organization. Factors of the production climate are the style of leadership, intra-company information policy, personnel promotion systems in the organization, etc.
3.4.1 Motivation and interest
The most important motivator of successful labor activity is to provide a person with a job that would meet his personal interests, inclinations and would contribute to the maximum disclosure of his labor and creativity. At the same time, job satisfaction comes, a person gets the opportunity to use his knowledge and abilities, to achieve high professionalism.
If a person finds his work interesting, he is usually more satisfied and works with more efficiency. The work should be interesting, require skill and not be too easy. This can be achieved by improving the organization of work and developing a non-specialized career.
Perceive their work as interesting, requiring ingenuity and creative search, 18% of employees of LLC "Scientific Progress - M". For 13% of employees, the work is calm, not requiring much stress. At the same time, every fourth of the respondents considers their work to be monotonous, of the same type and boring. For the majority (57%) the work is very hard.
Not every job can be interesting and creative. But the problem of selection and placement of personnel is still quite relevant today. If a person is not engaged in his own business, then it is hardly necessary to talk about his high motivation for work.
3.4.2 Motivation and responsibility
A person, as a rule, is ready to take on great responsibility for activities, the results of which are associated with his name. The data in Table 15 indicate that the employees of the company "Scientific Progress - M" LLC feel a fairly large responsibility for the affairs in their team.
Table 15 - The degree of responsibility of respondents for the affairs in their team (%)
|
Difficult to answer |
||
Every tenth company surveyed is irresponsible in its work. In addition, 21% of workers found it difficult to assess the degree of their responsibility. There is a direct relationship between responsibility and performance. Without a sufficient degree of responsibility, there can be no good result.
The personnel of the enterprise under study have an ambiguous attitude to the performance of their work (Table 17).
Table 17 - Attitude of respondents to the performance of their work (%)
So, only every third employee of the company strives to give all his strength and knowledge to work. Half of the interviewed employees of the enterprise do only what is required of them, but no more. One in five works without desire at all, out of necessity.
Thus, analyzing the attitude of the personnel of the organization under study to their work, we can conclude that the motivation of many employees is not high enough.
3.4.3 Motivation and career
Opportunities for job and professional growth of employees are a good motivator. If an employee does not move up the career ladder, then his dissatisfaction does not increase, at the same time, if an employee moves up the hierarchy, then his satisfaction grows, which leads to increased motivation and increased performance.
A career involves a progressive change in the skills, abilities and professional opportunities associated with the worker's activities. Personal development and professional growth is one of the most effective ways to increase the contribution of staff to the work of the organization.
When studying career motivation, researchers proceed from the fact that most individuals are tuned in their lives to success. Though there are many who are oppressed by a constant sense of fear of failure.
The internal drive to advance (introverted motivation) is formed under the influence of a person's dynamic traits. These are needs, interests, attitudes. External motivation for official and professional growth (extrovert motivation) is provided by the stimulation of this process on the part of the organization by the line manager or the personnel management service.
Table 17 - The degree of satisfaction of respondents with their official and professional growth (%)
Figure 21 - The degree of satisfaction with their official and professional growth
The study showed that the vast majority of employees are either completely dissatisfied with their job growth (42%) or partially satisfied with it (41%). And only 12% of employees are satisfied with their career. Considering that the Geometry of Fitness fitness club has almost thirty employees and can create career opportunities for its employees using such methods as rotation, formation and development of a reserve, apparently no work is being done in this direction.
Employees need constant help in their promotion. Promotion procedures should ensure that promotion is solely for business merit.
3.4.4 Involving employees in team management
One of the most common methods of motivation today is participation, that is, the involvement of employees in managing the affairs of the team. This can be carried out using the mechanism of equity capital or the type of organization of Japanese "quality circles".
Employees have a natural desire to participate in the processes taking place in the organization that are related to their activities. If a person in an organization takes an interested part in various intra-organizational activities, then he thereby, receiving satisfaction from this, works with greater efficiency, better, more efficiently and productively.
Participation in decision-making, in setting goals and in their subsequent implementation contributes to meeting the needs for achieving self-realization and self-affirmation. Participation in decision-making makes the expectation of the result of their activities and possible remuneration more real and clear for the employee.
Table 18 - Evaluation of their opportunities to participate in the management of the affairs of the team (%)
In the considered enterprise LLC "Scientific Progress - M" there is a rather low level of satisfaction with participation. 37% of employees are completely dissatisfied with the opportunity to participate in managing the affairs of the team, 26% are partially satisfied, and 30% found it difficult to answer.
In order to direct the ability of the employee to achieve the goals of the organization, it must be allowed to participate in the development management decisions, to allow a certain freedom of action within the framework of the functions performed by him.
Conclusions on the state of human resource management of the enterpriseOOO "Scientific Progress - M"
The solution to the problem of staff turnover in the company should be addressed comprehensively: through, firstly, improving the system of selection and evaluation of personnel, and secondly, by organizing a motivational mechanism in the departments of the enterprise.
When determining the requirements for candidates, the following principles should be used:
- Every choice of candidates for the position is, the inevitable compromise - even the best have weaknesses. The key to selection should be a clear idea of what qualities and qualifications are really necessary for a given position, and which, if necessary, can be neglected.
- The greater the number (within reasonable limits) of candidates considered for each position, the greater the likelihood of positive selection results; the fewer candidates, the more likely a serious compromise on a number of important characteristics.
- A clear distinction must be made between the skills that must be acquired before entering a job and those that can be acquired after entry. Additional qualification requirements should not be introduced unnecessarily, especially for positions with few applicants.
- Increased requirements for "current" qualifications may result in a lack of attention to the overall potential of the applicant, which may be in demand in the future.
- Different combinations of characteristics for candidates may be equivalent to the performance of job duties.
- A clear definition of the requirements for the position removes the inevitability of the subjectivity of assessments.
- When determining the qualification requirements for an applicant for a position that is part of a team, you can try to compensate for individual weak sides this team, due to the professional and personal characteristics of its members, having formulated the corresponding additional requirements for candidates. Studies indicate that the climate of the organization, its goals and objectives, the characteristics of the members of the labor collective also determine the specific features required by candidates for the position.
Based on the above principles, the job specification allows you to determine the "ideal" candidate, in terms of his competence. Competence in this case should be understood as the unity of knowledge, professional experience, abilities and behavioral skills of the individual, determined by the goal, organizational role and situation. Therefore, it is necessary to identify professional, methodological and social competence within the framework of competence as such.
In addition, it seems to us that the personnel assessment system in the company under consideration is far from optimal.
The company often trusts personnel and recruiting agencies with the problem of recruiting employees.
In the process of self-assessment, the specifics of the vacant position are not taken into account; those professionally important qualities that the applicant must possess are practically not explicitly distinguished. Also, there is no qualitative and quantitative assessment of these qualities.
An analysis of the personnel composition of the personnel of the LLC "Scientific Progress - M" enterprise and its dynamics showed that there is no problem of turnover of young personnel with little experience, who for the most part are sales managers. This indicates a good moral atmosphere in the company and an acceptable motivation for the labor market today. But if the company's policy does not change and individual motivational components are not introduced, then staff turnover is inevitable.
As the analysis showed, the motivational management of the company is rather poorly developed, although the motivational reserves of the personnel of the department under study are quite high. In my opinion, they can be involved in creating an effective organizational motivation mechanism using appropriate methods and principles. Meanwhile, according to the opinion of many specialists in the field of personnel policy, the system of personnel motivation has a huge potential, which, if developed, can achieve very good results.
Third block
- How does the HR manager analyze the results of his work, according to what criteria?
The main criterion is the dynamics of staff turnover, the lower the turnover, the better the manager's work is performed
- Describe the level of satisfaction with the work of HR specialists (subjective characteristics, the degree of satisfaction with various factors - working conditions, socio-psychological climate, wages, career opportunities and professional development etc).
The specialist is satisfied with the work according to the following criterion:
- working conditions - by 4 points
- socio-psychological climate - by 4 points
- salary - 3 points
- career opportunities - 2 points
- professional development - 3 points
- What professional and personal qualities are in demand in the activities of a human resources specialist, and which ones still need to be developed?
The ability to analyze the preparedness of a specialist for the planned work
- What areas of retraining and advanced training are relevant for employees of the HR department, what form of training is optimal for them (on the job, field seminar, training at an internal corporate university, etc.)?
Field seminar and on-the-job training
- What knowledge, skills and abilities from specialized and related areas are required in the activities of a human resources specialist in this organization?
Knowledge labor law, knowledge of the basics of economics and wage systems
Conclusion
An analysis of the personnel composition of the staff of the LLC "Scientific Progress - M" and its dynamics showed that there is a problem with the motivation of the staff. The staff works, but does it automatically, without much enthusiasm. This problem can be solved by organizing various departmental competitions to fulfill the sales plan.
The solution to the problem of motivation of the company LLC "Scientific Progress - M" should be solved comprehensively, I test some methods and see which of them are most effective for this company.
Also, it is necessary to exclude the possible turnover of staff, because with a given average income of the staff, it is possible, because. There is quite strong competition for good specialists in the labor market in Moscow today. It is also necessary to properly recruit staff.
The right decisions in the field of selection for vacant positions cannot be found until the requirements for the applicant for the position are clearly defined. Only in this case can the characteristics of the candidates be measured against the established criteria.
Revealing the theoretical and methodological foundations of the formation of recruitment methods in the enterprise, and demonstrating the place and role of the selection of managerial personnel in ensuring efficient operation enterprises, the author, pointing out that the activities of the LLC "Scientific Progress - M" is carried out under the direct control and with the participation of management personnel, draws the following conclusions:
- availability of qualified labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel are the main factors in ensuring the competitiveness of an enterprise in the conditions of the formation of the Russian market.
- intensification of management and improvement of the quality of personnel work is possible only through the use of fundamentally new approaches to work with personnel, a change in the role of personnel services of enterprises and firms, and an increase in funds allocated for work with personnel.
- the creation of management systems, to the greatest extent possible to reveal the creative abilities and initiative of employees at all levels of the management hierarchy, should be the goal of production reorganizations as part of the transition to a market economy in Russia.
So, in the course of the study, an analysis was made of the methods for selecting and evaluating the personnel of Scientific Progress - M LLC, a number of shortcomings of the methods used were identified, and conclusions were drawn on the directions for improving these methods. In addition, a number of proposals have been developed and substantiated to improve the structure of the selection and evaluation of personnel. The improvement program was developed on the basis of the initial data on the activities of the enterprise, and is also associated with a specific composition of positions and jobs that the enterprise currently needs.
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- Yuksvyarov R. Management consulting: theory and practice / R. Yuksvyarov, M. Khabaluk, Ya.A. Leimann - M.: 2006.
- Iacocca L.E. Manager's career / L.E. Iacocca - M .: Progress, 1990.
Glukhov V.V. Fundamentals of management. Study guide. - St. Petersburg. : Special Literature, 2006, p. 34
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Introduction……………………………………………………………….
1. Theoretical part
1.1 The concept of personnel management in the enterprise……….
2.1 Methods of personnel management of the enterprise………………
2. Analytical part
2.1 General characteristics of the enterprise………………………….
2.2 Analysis of the organizational structure of management
enterprise………………………………………………………………...
2.3 Analysis of personnel utilization………………………………
2.4 Analysis of the use of working time……………………..
2.5 Analysis of selection, selection, hiring of personnel……………………..
2.6 Analysis of staff motivation…………………………………...
2.7 Analysis of advanced training……………………………………………………….
3 Conclusions on the analytical part………………………………...
Bibliography…………………….................
Introduction
Personnel management at an enterprise is a type of activity that allows you to implement, generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. Broadly speaking, there are three factors that affect people in the enterprise.
The first is the hierarchical structure of the enterprise, where the main means of influence are relations of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.
The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make an individual behave in this way and not otherwise without visible coercion.
The third - the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.
These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise.
In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the enterprise is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.
New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement the personnel policy and coordinate human resources management activities at the enterprise . In this regard, they begin to expand the range of their functions and from purely personnel issues are moving to the development of work incentive systems, management of professional promotion, conflict prevention, market research labor resources etc.
In the system of personnel management methods, there are:
· Administrative method;
· Economic method;
· Socio-psychological method.
In this thesis each method will be considered separately.
1. Theoretical part
1.1 The concept of personnel management in the enterprise
The concept of personnel management of an enterprise is a system of theoretical and methodological views on understanding and determining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of enterprises.
The basis of the concept of personnel management of an enterprise is currently the increasing role of the employee's personality, the importance of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise.
Changes in the economic and political systems in Russia in the 1990s simultaneously provide great opportunities and contain serious threats to the stability of the existence of each individual, introduce a significant degree of uncertainty into the life of almost every person.
Personnel management in such a situation is of particular importance, as it allows to implement, generalize a wide range of issues of adaptation of an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. In summary, there are three factors that affect the employees of the enterprise.
The first- the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.
Second - culture, i.e. developed by society, enterprise, group of people, the scale of values, social norms, attitudes of behavior that regulate the actions of the individual, force the individual to behave this way and not otherwise without visible coercion.
Third - market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.
These factors of influence are quite complex concepts and in practice are rarely implemented separately. The nature, quality of the economic situation at the enterprise is determined by the factor that is given priority.
In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. Inside the enterprise, the main thing is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to initiative, not thoughtless execution. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.
A generalization of the experience of domestic and foreign enterprises allows us to formulate the main goal of the personnel management system: staffing, their effective use, professional and social development (Figure 1.1).
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Providing the enterprise with personnel, their effective use, professional and social development |
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Level 2 Goals |
Development of a personnel management strategy taking into account the use of new technologies |
Forecasting and advanced planning of personnel |
Building a motivational management mechanism, a social security system |
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Level 3 Goals |
Analysis of the requirements of new technologies for specialists, jobs Development of a list of new specialties, positions |
Analysis of personnel development dynamics Analysis of individual staff development plans Personnel and career planning |
Analysis of labor processes Quality of life analysis Social development planning |
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Figure 1.1 Enlarged tree of objectives of the management system
enterprise personnel
In accordance with these goals, the personnel management system of the enterprise is formed, in which the functions of personnel management are implemented. It includes a subsystem of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions.
The subsystem of general and line management carries out: management of the enterprise as a whole, management of individual functional units, management of individual production units. The functions of this subsystem are performed by: the head of the enterprise, his deputies, heads of functional and production units, their deputies, foremen, foremen.
Functions of the personnel planning and marketing subsystem: development of personnel policy and personnel management strategy, analysis human resources, analysis of the labor market, organization of personnel planning, planning and forecasting the need for personnel, organization of advertising, maintaining relationships with external sources that provide the enterprise with personnel.
The personnel recruitment and accounting subsystem carries out: organization of personnel recruitment, organization of interviews, evaluation, selection and admission of personnel, accounting for the reception, movement, incentives and dismissal of personnel, professional orientation and organization of the rational use of personnel, employment management, office support of the personnel management system.
The subsystem of labor relations carries out: analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stress, socio-psychological diagnostics, compliance with ethical standards of relationships, management of interaction with trade unions.
Functions of the working conditions subsystem: compliance with the requirements of psychophysiology and labor ergonomics, compliance with the requirements of technical aesthetics, labor and environmental protection, paramilitary security of the organization and individual officials.
The personnel development subsystem carries out: training, retraining and advanced training, induction and adaptation of new employees, evaluation of candidates for vacant position, the current periodic assessment of personnel, the organization of rationalization and inventive activities, the implementation of a business career and service and professional advancement, the organization of work with a personnel reserve.
The personnel behavior motivation subsystem carries out: management of labor behavior motivation, regulation and billing of the labor process, development of wage systems, development of forms of personnel participation in profits and capital, development of forms of moral encouragement of personnel, organization of normative and methodological support of the personnel management system.
The social development subsystem carries out: the organization of public catering, the management of housing and consumer services, the development of culture and physical education, the provision of health and recreation, the provision of childcare facilities, the management of social conflicts and stress, the organization of the sale of food and consumer goods, the organization of social insurance.
The subsystem for the development of organizational management structures carries out: analysis of the existing organizational structure of management, design of a new organizational structure of management, development of the staffing table, formation of a new organizational structure of management, development and implementation of recommendations for the development of leadership style and methods.
The legal support subsystem carries out: resolving legal issues of labor relations, coordinating administrative and other documents on personnel management, resolving legal issues economic activity, consulting on legal issues.
The information support subsystem carries out: keeping records and statistics of personnel, information and technical support for the personnel management system, providing personnel with scientific and technical information, organizing the work of the enterprise's mass media, conducting patent and licensing activities.
The functions of the subsystems are performed by various HR departments of the enterprise. Depending on the size of the enterprise, the composition of the divisions changes: in small enterprises, one division can perform the functions of several subsystems, and in large enterprises, the functions of each of the subsystems, as a rule, are performed by a separate division.
1.2 Methods of enterprise personnel management
Methods of personnel management (PMP) - ways of influencing teams and individual workers in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological (Figure 1.2).
Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods are based on methods of motivation and moral influence on people and are known as "methods of persuasion".
Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, and a culture of work activity. These methods of influence are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their correspondence legal regulations operating at a certain level of government, as well as acts and orders of higher authorities.
Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence.
Organizational impact is aimed at organizing the production and management process and includes organizational regulation; organizational regulation and organizational and methodological instruction.
Administrative Economic Socio-
psychological
Technical and economic
Techno-economic
justification
Techno-economic
planning
economic
stimulation
Financing
Labor motivation
activities
Salary
Capital investment
Lending
Pricing
Participation in profits and capital
Ownership Participation
Taxation
Establishment of economic
norms and regulations
Insurance
Establishment of material
sanctions and incentives
Figure 1.2 The system of personnel management methods in the organization
Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. On the basis of the provisions, the staffing table of this unit is compiled, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.
Organizational regulation in organizations provides for a large number of standards, including: quality and technical standards ( specifications, organization standards, etc.) technological (route and technological maps etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the amount of working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of idle time of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedure for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning in an organization of an automated control system, arrays of norms and standards are organized on information carriers of a computer, in an information and computer center (ICC).
Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include:
1. job descriptions that establish the rights and functional duties of managerial personnel;
3. methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task;
4. work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.
The acts of organizational regulation and organizational and methodological instruction discussed above are normative. They are issued by the head of the organization, and in cases provided for by the current legislation - jointly or in agreement with the relevant public organizations and are obligatory for divisions, services, officials and employees to whom they are addressed.
The administrative influence is expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the solution of a problem.
The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.
Economic methods are elements of the economic mechanism by which the progressive development of the organization is ensured.
The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives promising and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is effective organization wages in accordance with the quantity and quality of work.
With a market system of management in a free market and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic methods management. They become the most important condition for creating a holistic, efficient and flexible system for managing the organization's economy.
Planned management of the economy is the main law of the functioning of any organization that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is argued that the organization is a free commodity producer, which acts on the market as an equal partner of other organizations in the social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.
To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Socio-psychological methods of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors * the interests of the individual, group, team in the process of personnel management.
Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.
Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.
Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.
Social planning ensures the setting of social goals, criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results.
Sociological research methods constitute a scientific toolkit for working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable personnel decisions to be made. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The observation method allows you to identify the qualities of employees, which are sometimes found only in an informal setting or in extreme situations. life situations(accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.
Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization.
Psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:
1. the formation of units ("teams") based on the psychological compliance of employees;
2. comfortable psychological climate in the team;
3. formation of personal motivation of people, based on the philosophy of the organization;
4. minimization of psychological conflicts (scandals, resentment, stress, irritation);
5. development of a service career based on the psychological orientation of employees;
6. the growth of the intellectual abilities of the members of the team and the level of their education;
7. formation of a corporate culture based on the norms of behavior and images of ideal employees.
It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists.
MUP can also be classified on the basis of belonging to the general management function: methods of regulation, organization, planning, coordination, regulation, motivation, stimulation, control, analysis, accounting. A more detailed classification of CBMs on the basis of belonging to specific function personnel management allows you to build them in the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel, socialization, career guidance and labor adaptation personnel, motivation of the labor activity of personnel, organization of a personnel training system, conflict and stress management, personnel safety management, organization of personnel work, management of business career and professional promotion of personnel, release of personnel.
2. Analytical part
2.1. General characteristics of ZAO SpetsMontazhStroy-5
ZAO "SMS-5" was founded in 1994 to meet the needs National economy in electrical, construction needs. The enterprise began its production activity on January 13, 1994. The total production area was 402 sqm, with 47 units technological equipment, number of staff - 250 people, of which a third were engineering and technical workers. The enterprise was given the task of mastering and providing competitive works to the market:
· on construction;
on electricity;
in plumbing;
for ventilation and air conditioning;
· on diagnostics of systems of ventilation and boiler installations.
CJSC SpetsMontazhStroy-5 further CJSC "SMS-5" - an enterprise engaged in the provision of work related mainly to construction work and related work during construction. CJSC "SMS-5" has a well-established system of quality and reliability of the proposed work, which is ensured by qualified technical control and medium-skilled personnel.
Putting into production only competitive works and permanent job over the quality of the work provided - these are the problems that are a priority for management. All work in this area is led by the Deputy General Director. Quality service technicians have been trained.
CJSC "SMS-5" has its own tool-technical and material-technical base. The experience of specialists and the available equipment make it possible to organize the production of high-quality products on the basis of the enterprise for their subsequent use in construction and related construction works.
The main part of the services, works of CJSC "SMS-5" (65%) are construction works. However, the continued growth of competition has led to the need to pay special attention to the work of other areas.
Performance indicators of the enterprise for 2005-2006
Table 2.1
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Indicators |
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deviation |
Growth rate % |
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Proceeds from the sale of products, works, services. |
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Number of employees including workers |
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Average annual output |
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payroll fund. including workers |
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Average annual salary 1 worker; working |
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Cost price |
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Profitability |
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To calculate the % change of the indicator, the data of the reporting year are divided by the data of the previous year.
The table shows that the proceeds from the implementation of works in comparison with 2005 decreased by 159375 thousand rubles, and with it decreased net profit enterprises for 91299.7 thousand rubles.
The organization is equipped with high-tech equipment for an easy, fast and high-quality process of providing work. Currently, the main consumers of CMS-5 work are Russian partners, including industrial commercial and state enterprises, the Ministry of Foreign Affairs, GlavUpDk, the Federal Security Service, banks, embassies, hotels, schools, hospitals, kindergartens, etc., and as well as private individuals (houses, cottages, apartments.
Currently CJSC "SpetsMontazhStroy-5" is working to increase the lists of the client base, and also plans to increase its potential in the market by 2010 by about 14.5% of the current volume.
Once a year, two or three people from different departments are sent for internships abroad to acquire new work skills and advance through the ranks.
2.2 Analysis of the organizational structure of enterprise management
Organization management structure her- a set of specialized functional units, interconnected in the process of substantiation, development, adoption and implementation of management decisions.
The main elements of the organizational structure are:
Management levels;
Divisions and management units;
Management communications.
General meeting
CEO
Chief Accountant Financial Director Chief Economist
Accounting Financial department Planning and
economic
Head. HR manager engineer
Engineers
Heads of departments
Department 1 Department 2 Department 3 Department 4 Department 5
Air conditioning Building Wiring Low-voltage Plumbing
roving and
ventilation
Figure 2.1 Organizational structure of enterprise management
Figure 2.1 shows that there is no personnel department in this management structure. This department, in general, completely replaces one person, in this case the head of the personnel department. The duties of which include the entire scope of the entire department. Which, in turn, does not cope with the duties of the whole department assigned to it, and because of this, there is no rational personnel management of the entire enterprise
The relationship between the elements of the management structure is maintained through links, horizontal and vertical. The first are in the nature of coordination and are single-level (for example, between departments). The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals. In the management structure of the organization, linear and functional relationships are also distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as powers is used: linear and staff. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise and help, but not order other members of the organization to carry out their orders (Planning and Economic Department). Between all the components of the organizational structure of management named above, there are complex relationships of interdependence: changes in each of them (the number of elements or levels, the number or nature of connections or the powers of employees) necessitate a revision of all the others. For example, if the management of an organization decides to introduce organizational structure management of a new body (whose functions have not previously been performed by anyone), it is necessary to simultaneously answer the following questions: What tasks will the new department solve? To whom will he be directly subordinated? What bodies and divisions of the organization will bring the necessary information to him? At what hierarchical levels will the new service be presented? What powers are given to employees of the new department? What forms of communication should be established between the new department and other departments? An increase in the number of elements and levels in the organizational structure inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration of the quality of the functioning of the organization's management. There are many requirements for the management structure, reflecting its key importance for management.
2.3 Analysis of the use of personnel in ZAO SMS-5
Tasks and sources of analysis. Analysis of economic activity plays an important role in improving the organization of wages, ensuring its direct dependence on the quantity and quality of labor, final production results. In the process of analysis, reserves are identified for creating necessary resources growth and improvement of wages, the introduction of progressive forms of remuneration of workers, systematic control over the measure of labor and consumption is ensured.
Analysis of headcount dynamics
The main objectives of the analysis are the following:
study and assessment of the security of the enterprise and its structural divisions with labor resources as a whole;
determination and study of staff turnover indicators;
The security of the enterprise with labor resources is determined by comparing the actual number of employees by category and profession with the planned need. Special attention is given to the analysis of the provision of the enterprise with personnel of the most important professions. It is also necessary to analyze the qualitative composition of labor resources by qualification.
The structure of the number of personnel of ZAO SMS-5
Table 2.2
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Deviation by app. weight % |
Growth rate |
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Udel. the weight % |
Udel. the weight % |
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Average headcount personnel Leaders Specialists Employees Main Auxiliary |
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Table 2.2 shows that the average headcount in 2006 decreased due to layoffs.
It is also important to note that the management of the enterprise drew conclusions from the wave of layoffs that swept in 2006, the bulk of those who quit were experienced specialists who had been working since the founding of the enterprise and were tired of empty promises and work on bare enthusiasm, as well as a number of key workers who were not satisfied with a number of rules and regulations brought to life a number of changes that primarily affected the improvement of conditions and the system of remuneration. As a result, a decrease in the number of quitters.
First of all, it is striking that throughout the analyzed years the enterprise worked with a shortage of personnel. This was the result of an ill-conceived personnel policy of the enterprise, and was often artificially caused by the staff themselves, since the opportunity to perform a larger amount of work made it possible to earn more. This fact indicates that the planned number of personnel is overestimated, due to the erroneous rationing of production indicators for the work of workers and employees. For the sake of fairness, it must be said that the main shortage of personnel is formed under the item "Employees", and this indicates an unreasonable inflation of the staff of the managerial level, indicates the need to revise staffing tables towards decreasing numbers.
Since the enterprise is quite young (the period under consideration covers half of its age), it is pleasant to note the emerging trend towards stabilization of the staff and weeding out random people, this is evidenced by the coefficient of constancy of the enterprise's personnel, which increased by 0.037. After 2005, which was marked by strong personnel changes, in 2006 stabilization was achieved in all indicators: the turnover rate on retirement decreased by 0.037, and the staff turnover rate by 0.03.
2.4 Analysis of the use of the working time fund
The completeness of the use of labor resources can be assessed by the number of hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund.
Useful working time fund per worker for 2006
Fp \u003d Dr * Rav \u003d 212 * 7.8 \u003d 1653.6
Where Dr is the number of working days in a year;
Рav - the average length of the working day. (7.8)
The balance of working time of one worker.
Table 2.3
When calculating the company's need for personnel, it is necessary to ensure the most rational use of labor resources, the optimal ratio of various categories of personnel, the maximum possible release of workers to use them for the development of new activities.
The planning of the number of main production is carried out according to attendance and payroll. First of all, it is necessary to note the emerging alarming trend of an increase in the number of days worked by one worker, both in comparison with the previous year, and a decrease in the number of days for vacation, but the useful fund of working time is increasing.
2.5 Payroll analysis
Analysis of the use of labor resources in the enterprise, the level of labor productivity must be considered in close connection with wages. In the process, it is necessary to carry out systematic monitoring of the use of the wage fund (wages), to identify opportunities for saving money by increasing labor productivity and reducing the labor intensity of products.
At CJSC "SMS-5" the salary of the main workers, specialists consists of two parts – basic (fixed and guaranteed salary) and additional (bonus). In 2006, the wage fund of the workers of the enterprise amounted to 18039276 thousand rubles, including workers employed in the main production.
Payroll fund for working personnel
Table 2.4
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Name professions |
Annual salary fund |
Deviation |
Growth rate |
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plumbers |
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electricians |
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builders |
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air conditioners |
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cleaning woman |
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It can be seen from the table that in 2006 the wage fund of a worker increased in comparison with 2005, albeit slightly, by only 8,028 thousand rubles.
Payroll Fund for Managers, Specialists and Employees
Table 2.5
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Job titles |
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Annual salary fund |
Deviation |
Growth rate |
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CEO |
Senior Manager |
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Commercial director |
Senior Manager |
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Chief Accountant |
Senior Manager |
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Head of Department; assistant |
Supervisor middle management |
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Accountant |
clerk |
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Secretary-referent |
clerk |
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Programmer |
Specialist |
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Specialist |
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Instrumentation Engineer |
Specialist |
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service engineer |
Specialist |
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Engineers |
Specialist |
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The administration of CJSC "SMS-5" employs 46 people and includes 4 categories of personnel, senior and middle managers, employees and specialists. The annual payroll fund in 2006 amounted to 11,312 thousand rubles. The table also shows that the emphasis on the wage fund is made in favor of highly qualified specialists.
When analyzing, you notice that the management has drawn some conclusions from the layoffs that have become more frequent in 2005. Significantly increased both payments for most items, and the total amount of the payroll. In 2005, it amounted to 45,000 rubles, having increased by 8,000 thousand rubles. in 2006 it became equal to 53,000 thousand rubles.
It cannot be said that any general pattern was observed in the dynamics of the main wage items; most likely, these are the results of short-term trends and momentary decisions related to specific production tasks. But something can still be noted.
First of all, this is an insignificant, but an increase in the share of the variable part in the total wage fund. After falling in 2005, this share increased in 2006, which indicates a shift in the emphasis of management in remuneration towards a single salary wage. It could be more significant, but unfortunately this system does not reflect the differentiation of wages on a contract basis, which also depends on the results of work.
2.5 Analysis of the actual state of recruitment and selection of personnel at the enterprise ZAO "SMS-5"
In this section, we will consider the actual state of recruitment and selection of personnel at CJSC "SMC-5" and identify shortcomings in the work of the personnel department.
The recruitment system used at the enterprise ZAO "SMS-5" is shown in Figure 2.2
Figure 2.2 Recruitment system
In this figure, there is not enough staff for hiring, or I would introduce a person who fully supervised the candidate for the probationary period. In three or four weeks, at least, this person would have learned everything or almost everything about the candidate and would have made an analysis of his performance or a report on his position, i.e. in three months, he could test three, four candidates, not just one.
Purpose: replenishment of the enterprise with highly qualified personnel.
Optimization of the recruitment area can significantly reduce the cost of this work, make hiring timely, efficient, reliable, economical, simple and convenient.
The search and selection system for new employees is designed to predict the professional success of candidates with a high degree of probability, making it possible to select the most promising employees and contribute to the timely filling of vacancies at the enterprise.
This system is built on the principles of the interconnectedness of recruitment with other functions of work with personnel and all its stages among themselves, the subordination of the recruitment process to the achievement of the overall goal of the organization, respect for mutual influence and interaction.
It should be emphasized that the requirements for the personnel of the enterprise are strict, standard and end-to-end, regardless of where the search and selection is made. Interview standards, professional and personality testing, preparation of the initial package of documents This is due to the need for highly qualified personnel for further growth and enterprise development.
Sources of recruitment of personnel of the enterprise ZAO "SMS-5" for
2005-2006
Table 2.6
According to the data of CMC-5 CJSC, indicated in Table 2.6, it can be seen that internal sources for hiring account for only 17% of the total. Also a small percentage (15%) is the recruitment of employees through consulting firms.
The selection of personnel at the enterprise ZAO "SMS-5" is carried out by the head of the personnel department. The company applies a methodology for accounting for business and personal characteristics.
Purpose: to obtain the necessary and sufficient information about the candidate and make a decision on inviting him for an interview or refusing it. By conducting telephone conversations at this stage, the following tasks are solved:
Identification of applicants' compliance with the most common criteria (age, education, adequacy of response to questions, etc.);
Formation and organization of a group of applicants (appointment of the interview time, transmission and reception of primary information).
At the same time, the results of the work at the previous stages are taken into account (selection criteria, selection conditions, requirements for the position, etc.).
The data obtained is entered into the telephone interview sheet. On their basis, an initial idea of the applicant is formed and a decision is made to invite him for an interview.
Responsible: employee of the department (reveals the candidate's compliance with the selection criteria that were developed at the previous stages); if the phone calls are received by a designated person, then he carefully fills out the telephone interview sheet.
The selection of candidates at CJSC "SMS-5" for senior positions is carried out according to the following requirements:
a) required:
Higher technical education;
Knowledge of a foreign language (intermediate level);
Knowledge of the basics of marketing (ability to work with clients);
b) desirable:
Knowledge of the economy (pricing, import rules and costs);
Communications;
Experience in working with foreign clients;
Ability to work on a computer.
At each stage of selection, the personnel department monitors and analyzes the effectiveness of the selected methods and forms of work (selection, study, selection) by the head of the enterprise, and, if necessary, additions and adjustments are made in order to create the most effective recruitment system.
Work on the selection, study and selection of personnel takes place with methodological assistance and under the control of the head of the personnel department of the enterprise, up to the coordination of hiring and moving personnel for all positions without exception.
The purpose of the selection: to create a primary idea of the degree of compliance of the applicant with the selection criteria for an existing vacancy. Select a candidate to fill a vacant position.
At this stage, the following tasks are solved:
Identification of the applicant's compliance with the criteria for compliance with the position (requirements for the position), professional and motivational suitability for this vacancy;
Formation of a group of applicants corresponding to the qualification requirements for the position, to conduct an expert assessment of knowledge and skills, to study personal characteristics.
These tasks are solved by:
Completion of an internal questionnaire by the applicant;
Conducting a structured interview and observation (motivational characteristics, erudition, external data, confidence, sociability, adequacy of reactions, ideas about future work and employees, expectations, necessary skills, etc. are diagnosed);
Identification of applicants most suitable for the criteria developed at the previous stages;
Collection and study of independent information about the candidate by the EB service (checking recommendations for previous jobs, checking at the place of residence, checking information on the candidate's loyalty to the enterprise, etc.).
At this stage, the requirements for the candidate for this position and the results of the survey of candidates for the position are studied and compared.
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Name of the assessed qualities |
Evaluation and selection methods |
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Personal data analysis |
Psychological testing |
Estimated business games |
Qualification testing |
Checking reviews |
interview |
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1. Intelligence |
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2. Erudition (general, economic and legal) |
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3. Professional knowledge and skills |
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4.Organizer- sky abilities and skills |
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5. Communication abilities and skills |
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6. Personal ability |
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7: Health and performance |
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8. Appearance and manners |
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9. Motivation (willingness and interest to fulfill the proposals his job in this organization) |
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Personnel assessment and selection methods
Table 2.7
Legend: ++ (most effective method);
+ (often used method).
The data in this table do not give full confidence that this method of the evaluated qualities of the candidate is one hundred percent of the result of his assessment.
2.6 Analysis of the existing system of motivation and incentives for the personnel of ZAO SpetsMontazhStroy-5.
Determining the type of management of ZAO SMS-5, it should be emphasized that it is major organization, therefore, historically, a bureaucratic type of management was formed in it. At the heart of this model is the idea of enterprises as "organized organizations" that make strict demands on both the people and the structures within which they operate.
The key conceptual provisions of the normative model of rational bureaucracy are as follows:
1. A clear division of labor, the use of qualified specialists in each position;
2. Hierarchy of management, in which the lower level is subordinate and controlled by the higher;
3. The presence of formal rules and norms that ensure the uniformity of the performance of their tasks and duties by managers;
4. The spirit of formal impersonality, characteristic of the performance by officials of their duties;
5. Implementation of hiring in accordance with the qualification requirements for this position, and not with subjective assessments.
The main concepts of the bureaucratic type of management structure are rationality, responsibility and hierarchy.
The central point of the concept is the exclusion of the displacement of "person" and "position", because the composition and content managerial work should be determined based on the needs of the organization, not the people working in it. Clearly formulated instructions for each work (what needs to be done and by what methods) does not leave room for the manifestation of subjectivity and an individual approach. CJSC "SMS-5" is a well-regulated mechanism, any malfunctions in the operation of which are excluded.
This model provides a well-coordinated clear work of large teams of people working for a common goal. These structures make it possible to mobilize human energy and cooperate with the labor of people in solving complex projects, in mass and large-scale production. However, they have inherent shortcomings, which are especially noticeable in the context of modern conditions and tasks of economic development.
There is also a flaw in the operation of this model: the bureaucratic type of structure does not contribute to the growth of the potential of people, each of whom uses only that part of his abilities that is directly required by the nature of the work performed, and this, in turn, sharply reduces the motivation to work. It is also clear: as soon as the issues of strategy and tactics of the organization's development are resolved only at the highest level, and all other levels are occupied exclusively with the execution of decisions "coming down from above", the general managerial intelligence is lost (which is considered today as the most important factor in effective management).
Therefore, one of the most important steps that management needs to take is to improve the management structure.
Bonuses for employees are carried out on the basis of the Regulations on bonuses approved by the General Director. It provides for the following indicators and the procedure for bonuses to employees.
1. Indicators of bonuses for employees of ZAO SpetsMontazhStroy-5:
1.1. Proper performance of the duties assigned to the employee by the job description.
1.2. Compliance with labor discipline.
1.3. Compliance appearance and rules of sanitation and hygiene.
1.4. Compliance with safety and fire safety requirements.
1.5. Respect for company property.
1.6. Quality customer service for the company.
1.7. Sociability.
1.8. Initiative.
1.9. Training.
1.10. Ability to make optimal decisions within their competence.
2. Procedure for awarding employees of ZAO SMS-5.
2.1. The heads of structural subdivisions and departments daily keep records of the fulfillment by their subordinate employees of the duties assigned to them and indicators for their bonuses.
2.2. For non-fulfillment or improper fulfillment of one or more bonus indicators, employees by decision Director General may be deprived of the bonus in whole or in part.
Proposals for bonuses and bonus deductions for employees are submitted by the heads of services to the head of the personnel department no later than the 30th day of each month.
2.4. The accrual of bonuses to employees of the enterprise is carried out on the basis of the order of the General Director.
Analyzing the above indicators and the procedure for bonuses to personnel, we can conclude the following:
¨ the subjective assessment factor is great,
¨ the employee will receive a full bonus if he simply performs his duties,
¨ the size of the bonus is not awarded for success or initiative, but is reduced for omissions in work.
Such a system cannot increase employee motivation. It, unfortunately, has been preserved in the practice of work since the days of a non-market economy, when a bonus was paid for the fact that an employee came to work and performed his job duties.
In order to stimulate the improvement of the professional skills of workers and increase their material interest and responsibility, the fulfillment of production tasks, differentiated bonuses are introduced to their tariff rates for professional skills.
Workers of the 3rd category - 12%,
4th category - 16,
5th category - 20,
6th category - 24,
7th category - 28,
8th category - 32% of the corresponding tariff rate. The specified allowance for time workers who are not rated by category is not established.
In the case of brigade work, for brigade leaders from among workers who are not released from their main work, additional payments for leading a brigade are set at a rate of up to 26% of the tariff rate of the 1st category, depending on the size of the brigade. Brigades are created with a strength of at least 5 people.
Drivers cars for an irregular working day, an additional payment of up to 25% of the tariff rate for hours worked is established.
Bonuses for the duration of continuous work (length of service in the industry) are established for workers, engineers and employees in an amount not exceeding 20% of the official salary, the tariff rate. When establishing these allowances, the following differentiation of their sizes is applied depending on the duration of continuous work (work experience):
from 1 to 5 years - 5%;
from 5 to 10 years - 10%;
from 10 to 15 years - 15%;
from 15 years and above - 20%.
Additional payment for work at night is made in the amount of 40% of the tariff rate (salary) of the employee for each hour of work at night (from 22:00 to 06:00).
Indexation of the wages of employees of the enterprise in connection with the growth of retail prices for goods and tariffs for services is carried out in the manner, by the enterprise itself.
It is desirable for management to reconsider the principle of formation of the bonus. The adopted social security program for employees increases motivation much more effectively. It includes in particular:
Free meals
Uniform, purge
Vacation 30 calendar days
Medical examination - once a year,
Dental preventive examination - 1 time per year
Christmas Eve
Vouchers to sanatoriums, pioneer camps
Professional education
Training and development under the programs of international hotel service.
After 12 months - a bonus based on the results of the year.
The lack of a coordinator in this area seems to be a significant shortcoming in working with personnel. Modern requirements to human resource management provide for the presence in such large enterprises, a powerful personnel service headed by the HR Director.
2.7 Analysis of training, retraining and advanced training of workers, operating at the enterprise.
The system of training, retraining and advanced training of workers, operating in CJSC "SMC-5" is carried out on the basis of the enterprise standard compiled on the basis of " model provision on continuing professional and economic training". This system establishes the forms and methods of training and retraining workers, upgrading their qualifications, shaping their high professionalism, modern economic thinking, and the ability to work in the new economic conditions.
Personal responsibility for the organization and educational and methodological work at the enterprises is carried out by the head of the enterprise personnel training. In his activities, the chief is guided by the current legislation, orders and instructions of higher organizations.
The following types of training for workers are organized at the enterprise, ensuring its continuity:
training of new workers;
retraining (retraining) of workers;
· training of workers in the second (related) professions;
· professional development of workers.
In a market economy, the needs of enterprises for skilled workers are largely met through their training and retraining directly in production. At the training enterprise, it keeps records of the number of trained personnel, employees who have improved their qualifications, have undergone retraining or internships, and also keeps records of costs for these purposes.
Let us analyze the data on the number of workers who improved their qualifications, were trained and retrained in educational institutions and directly at the enterprise (Table 2.8).
Vocational training of workers of CJSC "SMS-5" for 2004-2006.
Table 2.9
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Name |
2006 in % to 2004 |
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all employees who improved their skills, underwent training and retraining |
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improved the skills of all |
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including: in educational institutions |
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at the enterprise |
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completed vocational training and retraining of all |
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including: trained in the first |
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trained in other (related) professions |
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retrained |
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trained due to reduction |
From the data in Table 2.8 it can be seen that over the course of three years specific gravity of workers during training, retraining and advanced training increases in relation to the total number of employees of the enterprise who have undergone training, retraining and advanced training.
In 2004, the share of workers was 49.6%, in 2005 - 55.7%, in 2006 - 59.2%. This increase is mainly due to vocational training and retraining.
Analyzing the data in Table 2.8, it can be noted that in 2006 significant attention was paid to the improvement of the qualifications of workers in comparison with 2005. Thus, the share of workers in the total number in 2005 was 11.5%, and in 2006 - 32.8%. This, in turn, will have a result on the activities of the enterprise, since there is a relationship between the growth of labor productivity of workers due to advanced training. And if the productivity of labor increases, then the volume of output will also increase. with the improvement of the qualifications of workers, the quality of products is improved.
Let us dwell in more detail on the above forms of training operating at the enterprise.
The training of new workers in production is the initial vocational and economic training of persons admitted to the enterprise and who previously had no profession. They are required to complete a course of study in accordance with the program of vocational economic training. The training of new workers in production is carried out according to the course and individual forms learning.
During the course preparation, the theoretical training of workers is carried out in a training group. The number of groups is set from 10 to 30 people. Terms of study up to 6 months. Typical educational plans, curricula on the subjects of a general technical and economic course for the training of new workers are developed by profession by a scientific and methodological center for vocational training, as well as by association in accordance with the tariff and qualification directory of works and professions of workers and are approved by the chief engineer or his deputy.
At the end of the training, the new worker will perform trial work in accordance with the requirements of the tariff-qualification guide and is obliged to pass an exam for the right to receive a qualification rank by the shop qualification commission.
The tariff and qualification characteristics of the professions of workers are developed in relation to the six-digit tariff scale, with the exception of individual cases. The categories of work are set according to their complexity, as a rule, without taking into account working conditions. In necessary cases, working conditions are taken into account by establishing increased tariff rates approved by the relevant authorities.
In cases where the reference book provides for several ranks for a particular profession, and, consequently, for tariff and qualification characteristics, a worker with a higher qualification, in addition to the work listed in the tariff and qualification characteristics of the assigned category, must have knowledge, skills and ability to perform work, provided for by the tariff and qualification characteristics of workers of a lower qualification of the same profession. Therefore, those works that are given in the tariff-qualification characteristics of lower ranks, as a rule, are not indicated in the characteristics of higher ranks.
Tariffication of works at the enterprise is made on the basis of tariff-qualification characteristics. At the same time, the charged work is compared with the corresponding works described in the tariff-qualification characteristics, and with typical examples of work placed in the directory or in additional lists of examples of work, placed in the directory with examples.
The issue of assigning or raising a rank to a worker is considered by the qualification commission of the enterprise, based on the application of the worker and the presentation of the head from the relevant unit.
In individual training, the trainee studies the theoretical course independently and through consultations with the teacher, and industrial training takes place individually under the guidance of a qualified worker who is not released from the main work - an instructor of industrial training at the workplace.
Theoretical classes and industrial training in the preparation of new workers in production are carried out within the working hours established by labor legislation. For the enterprise, the terms for training new workers are set according to the list below (Table 2.9).
Table 2.9
Terms of training for new workers at ZAO SMS-5
The next type of training for workers operating at the enterprise is retraining (retraining) of workers. It is organized with the aim of mastering new professions by released workers who cannot be used for their existing professions, for example, due to a reduction in the number of jobs, as well as by persons who have expressed a desire to change their profession, taking into account the needs of production.
In 2006, not a single person was retrained at the enterprise due to the reduction in the number of jobs, which indicates the emerging stabilization of the enterprise.
The training of workers in the second (related) professions is the training of persons who already have a profession in order to obtain a new profession with an initial or higher level of qualification. This training of workers is organized to expand their professional profile, increase mobility and adaptability to changing working conditions, and acquire new skills. This type of training is relevant in modern business conditions. But at the enterprise in 2006, there were 13 fewer people trained in related professions than in 2005. The reason for this decline is the lack of funds for the retraining of workers.
Professional development of workers is training aimed at the consistent improvement of professional and economic knowledge, skills and abilities, the growth of skills in existing professions.
At the enterprise, advanced training of workers is carried out in two directions, namely, advanced training in educational institutions and directly at the enterprise. Advanced training in educational institutions can take place with or without interruption from production.
Training of workers for advanced training directly at the enterprise is carried out:
· on industrial and economic courses;
in targeted courses;
in schools of advanced techniques and methods of work;
in the courses of foremen.
Conclusions on the analytical part
Solving the problem of increasing the efficiency of production management in accordance with the legal status of joint-stock companies, holding companies and enterprises of other organizational and legal forms places high demands on ensuring the interconnection of both legislative acts and measures to reform management. These requirements necessitate the use of certain principles in the development and analysis of solutions to improve the enterprise management system, corresponding to the tasks of the period of transition to market relations. But it should be noted that the effectiveness of managerial work of employees depends on the subjective factor. If the labor productivity of a worker is relatively easily measured by the output produced per unit of time, then the result of the engineer's work cannot be determined by the most accurate calculation of the number of sheets of graphic material he has completed. The success of a specialist's work is fixed materially and reliably in the work of others. Therefore, the effectiveness of the work of a manager, specialist, employee is found in the following results: an increase in output by the production units of an enterprise, a decrease in the cost of production, an increase in labor productivity, profit, profitability, an increase in the solvency of an enterprise, in other words, it is determined by the level of impact on the production process.
Each enterprise management system is specific and is characterized by its own special combination of structural elements, applied forms, management methods. Thus, there are no universal rules that say which types of managerial work are obviously useless. A reliable assessment is possible only as a result of a specific analysis, knowledge of many circumstances, the correct assessment of which becomes available only after their detailed study at the enterprise. Therefore, in solving the problem of improving and reducing the cost of the control system, stereotypedness, refusal to take into account the features of production and its management are unacceptable. At the same time, one should not exclude the possibility and expediency of using standard developments and recommendations for improving management systems, but with the obligatory condition of adapting them to specific management goals.
The increase in labor productivity in the sphere of management is carried out much more slowly than in the sphere of main production. Managerial work has a number of specific features both in terms of objects, means, results of labor, and in terms of methods for assessing its effectiveness. The need for a flexible response to market demands requires qualitative changes in the existing systems of operational production management. To assess the quality of the implementation of management functions, the use of management methods, technology and information in individual structural elements of the management system at its various levels, private and general indicators are distinguished.
Particular indicators that characterize the quality of the implementation of the management function are: the use of enlarged accounting units in the formation of plans; interconnection of business planning and operational calendar planning; the use of lead values in the formation of planned targets for workshops, sections; use of optimization methods in planning; analysis of the implementation of approved tasks to predict the progress of production; use of the normative method of regulating the current course of production; the use of in-line, batch and single methods of organizing production; the use of the calculation-analytical method of rationing when setting the norms of time; organization of the control object, taking into account the subject specialization of production.
The effectiveness of management is measured, ultimately, by the general estimated indicators of the results of the production and economic activities of the enterprise. However, these indicators do not reveal an unambiguous connection and separation of the actual increase in management efficiency with the improvement of other aspects of economic activity at the enterprise. Among the generalizing indicators characterizing the quality of the implementation of the management function is the share of administrative and managerial personnel in the total number of industrial and production personnel of the enterprise, the share of management costs in the volume of sales. Indirectly, the effectiveness of the production management system can be measured by such general indicators as the level of profit, the level of fulfillment of contractual obligations and compliance with the rhythm of production, the size of work in progress, the level of equipment utilization, and the reduction in the duration of the production cycle.
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