Improving the personnel policy in the organization. Improving the personnel policy of the organization

Improvement of personnel policy

In modern conditions, the importance human factor in production and business: in a highly competitive market and a dynamic external environment, it is the personnel potential of the enterprise's personnel that become the main source of ensuring the efficiency, competitiveness and sustainability of its development. Today, personnel management is one of the strategic directions for the development of an enterprise, aimed at providing all its sections with highly qualified and motivated employees, at creating a creative work team capable of change, renewal, and development.

One of the key elements of the personnel management system, which ensures tactical and strategic compliance of the quantitative and qualitative parameters of the enterprise's personnel with its needs, is personnel policy.

The transition to market conditions introduces significant changes both in the principles and in the specific content of the personnel policy, in the ratio of the rights of the subjects involved in its development. At the same time, a specific mechanism for the formation and implementation of personnel policy in the new conditions has not yet been created.

In modern conditions, personnel policy should be focused on priority social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of every person.

the main objective personnel policy - the creation of a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees focused on convergence of the interests of the employee and the organization, achieving high labor productivity, increasing production efficiency, obtaining the best economic results for the organization.

Personnel policy is an integral part of all management activities and production policy of the organization. The formation and development of market relations in Ukraine largely depends on the successful work of enterprises today.

In the conditions of the modern market, the enterprise can no longer act as a passive consumer of labor. In order to function effectively, it is necessary to influence the entire staffing process, i.e. pursue an active personnel policy. This means, firstly, supplying the firm with a skilled workforce, secondly, its further development within the firm and, thirdly, its stabilization (consolidation). In view of the increasingly limited sources of ready-made skilled work force and its growing value, the task of developing and maximizing the use of the labor potential already available to the company has come to the fore.

Competent personnel policy is the key to successful and efficient operation of the enterprise. This necessitates the development of practical recommendations for improving the personnel policy of the enterprise.

It should be borne in mind that not only the organization has goals. Each employee of the organization has his own, each individual, goals. If the organization is counting on a long and stable period of activity, then it is necessary to take into account the main principle of personnel policy - the principle of matching the individual goals of employees to the goals of the organization. It lies in the fact that it is equally necessary to achieve individual and organizational goals. This means that when conflicts arise, fair trade-offs must be sought, rather than giving preference to the goals of the organization. A correct understanding of the essence of personnel policy is possible only if this circumstance is fully taken into account.

When forming a personnel policy, in order to comprehensively determine the direction of activity in an organization, it is necessary to take into account the basic principles of individual areas of personnel policy, namely:

1. Personnel management of the organization:

The principle of the equal need to achieve individual and organizational goals - determines the need to seek honest compromises between the administration and employees, and not give preference to the interests of the organization;

2. Selection and placement of personnel:

The principle of conformity - determines the need to match the scope of tasks, powers, responsibilities with human capabilities;

The principle of professional competence - determines the need for a level of knowledge that meets the requirements of the position;

The principle of practical achievements - determines the presence of a certain level of experience;

The principle of individuality - determines the presence of individual qualities of an employee, character traits for performing the necessary work;

3. Formation and preparation of a reserve for promotion to leadership positions:

The principle of competition - determines the need to select candidates on a competitive basis;

The principle of rotation - determines the need for a systematic change of position vertically and horizontally;

The principle of individual training - determines the need to prepare a reserve for a specific position according to an individual program;

4. Evaluation and certification of personnel:

The principle of selection of evaluation indicators - determines the need to compile a system of indicators that includes the purpose of evaluations, criteria and frequency of evaluations;

The principle of assessing the performance of tasks - determines the need to evaluate the results of activities according to the selected criteria;

5. Personnel development:

The principle of advanced training - determines the need for periodic training of personnel in accordance with the individual development strategy of the employee;

The principle of self-expression - determines the need for independence, influence on the formation of methods of execution (for managers);

The principle of self-development - determines the need for development in the presence of the ability to do so;

6. Motivation and stimulation of personnel:

The principle of compliance of remuneration with the volume and complexity of the work performed - determines the need for effective remuneration of employees;

The principle of a proportional combination of incentives and sanctions - determines the need for a specific description of tasks, responsibilities and indicators;

The principle of motivation - determines the need to establish incentive factors that affect the individual desire to complete the tasks.

To improve personnel policy, the following activities are usually carried out. Consistency in the selection of personnel is being strengthened and the whole spectrum is covered by this work: from hiring to leaving an employee. The nomination procedure is being improved: information about vacancies, candidates, responsibility of recommenders, regulation of the right to nominate candidates, procedures for discussion, appointment and induction. If we take each of these moments separately, they seem not very significant. But taken together, they allow us to raise all the work of recruiting to a new level.

In order to ensure the stable operation of the organization, planning its development, long-term planning of the personnel policy of the enterprise is very important.

It is desirable to analyze the factors external environment to make sure that there is an offer of certain professions for staffing by such employees, which are not yet in the staff of the organization.

As a result of the forecast of supply and demand for labor resources, any organization can find out the number of people it needs, their level of qualification and the placement of personnel.

As a result, a coordinated personnel policy can be developed, including systems for recruiting, training, improving and remunerating personnel, as well as a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs.

A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made on the sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees. Since companies employ people of very different skill levels and need a wide variety of specialties, the recruitment network of employees should be sufficiently wide and diverse. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them in order to participate in contracts for vocational training schoolchildren. Majority large companies also take part in annual meetings with graduates of higher educational institutions in order to provide them with information about career opportunities. Sources for recruiting more qualified employees leadership positions are diverse, among them employment centers, special agencies and recruitment consultants, as well as consultants for the search for executive administrative workers. It is very important to create a reserve for the recruitment of highly qualified personnel in order to attract high-class specialists to vacant vacancies. If this happens, the recruitment errors become less significant.

In the improvement of the personnel policy of most enterprises at the present stage, a number of directions and main trends can be distinguished.

The first and main trend is the humanization of management activities. Modern organizations perceive a person as their main value, the main resource. Any managerial activity is the activity of managing people.

The second trend follows logically from the first. This is the transition from personnel work how to account for the employees of an enterprise to personnel management and human resource management - as a tactic and strategy for using human potential. An organization striving for competitive activity in the market needs to manage personnel, search and hire the right workers, motivate and evaluate, train and develop, plan a career, etc.

The third trend is the improvement of personnel management methods. This trend is typical for all elements of personnel policy - recruitment and selection, motivation, evaluation, training, career planning, and release of personnel. For example, in personnel assessment it is necessary to use such methods as Assessment center, business games, management by objectives (MBO).

The fourth trend is the introduction of information technologies into personnel management systems. Enlargement of the enterprise requires the automation of personnel records, modern organizations use different software for personnel records, control and documentation. Computer technologies should also be used in planning, training, and personnel assessment. In addition, thanks to the Internet and other network technologies, new forms of interaction between a person and an organization are emerging - such as SOHO (Small Office Home Office) - remote work that does not require the presence of a person in the office. Accordingly, the personnel policy should be adjusted to this type of organization of work.

The fifth trend is connected with global globalization processes. Firstly, in the context of globalization, human resources are becoming more mobile not only within the country, but also between states, competition for the best personnel exists not only at the level of organizations, but also at the level of states (there is such a phenomenon as “brain drain”). Secondly, transnational companies are emerging, whose employees are representatives of different countries and cultures. Under these conditions, a new task appears in personnel management - the organization of conflict-free and effective interaction of employees with different national mentality, national system values, culture.

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Thesis

Analysis and improvement of personnel policyIn the organisation

Introduction

Relevance of the topic thesis is determined by the fact that in the conditions of the emerging way out of the financial and economic crisis, the understanding of many socio-economic processes and phenomena is changing. It is obvious that today, more than ever, among the most important problems of reforming the economy, one should single out the quality of labor and the most complete implementation of the human factor, since the importance of the place and role of workers in relation to equipment and technology seems to be fundamental. People, their experience and knowledge are a decisive prerequisite for the formation of a company's survival strategy in harsh market conditions. Not only the efficiency of the enterprise, but also the fate of socio-economic reforms as a whole, largely depends on how fully the creative and intellectual potential of the personnel is revealed.

The successful development of any enterprise is unthinkable without appealing to the staff. In order to ensure its effective functioning, a highly professional team must be formed on it.

Until the early 1990s, the very concept of "personnel management" was absent in domestic management practice. True, the management system of each organization had a functional subsystem - personnel management and social development team, but most of the work on personnel management was performed by line managers of departments. The need to improve the personnel management system for present stage determined by many factors. This is the need to optimize the number of employees and their functions; and implementation automated systems management, and development modern systems decision making. At the same time, it is important to ensure the coordination between the strategy of personnel management and the strategy of entrepreneurship.

Personnel management is carried out in the process of performing certain actions and involves: determining the goals and main areas of work with personnel; means, forms and methods of achieving the goals; organization of work for the implementation decisions taken; coordination and control over the implementation of the planned activities; continuous improvement of the system of work with personnel. When overall strategy organization is realized, it becomes possible to establish individual functions of personnel management, which will be combined with the strategy of the organization in the best possible way.

In practice, the following main functions of personnel management can be distinguished:

A clear understanding and implementation of the strategic and tactical goals of your company;

Forecasting the situation in the labor market and in your own team to take proactive measures for staffing;

Analysis of the existing human resources potential and planning of its development taking into account the future;

Selection, selection and hiring of personnel for the best achievement of production goals;

Motivation of personnel, assessment and training of personnel, assistance in adapting employees to innovations, creating social comfortable conditions in a team, solving particular issues of psychological compatibility of employees, etc.

The functions of personnel management are very closely interconnected and together form a certain system of work with personnel, where the changes that occur in the composition of each of the functions cause the need to adjust all other related functional tasks. At the same time, the traditional tasks of administrative work with personnel are preserved.

In modern conditions, any enterprise, organization, institution, in order to achieve its goals and solve problems, needs personnel with appropriate training, experience and skills. Today, a whole range of measures is needed to develop and implement personnel policy.

Problems effective management human resources in organizations are considered in the works of A.Ya. Kibanova, N.I. Arkhipova, O.L. Sedova, A.P. Egorshina, T.Yu. Bazarova, B.L. Eremina, S.A. Shapiro, S. Ivanova, A.N. Averin and other authors.

From the foregoing, we can conclude that personnel management takes important place in the management system of the organization, therefore, the study and improvement of methods and approaches in this area continues.

Trade provides services to the population by identifying and satisfying consumer demand, providing customers with the opportunity to choose the right goods, creating comfortable services for them to purchase goods and organizing quality service. In the interests of a flexible response to dynamically changing market conditions, increasing the stability of the organization and its ability to quickly respond to variability in consumer demand, ensuring the high quality of services provided, enterprises should purposefully carry out organizational changes in the field of not only production, but also personnel policy. Therefore, it is this problem that formed the basis of this thesis project.

The purpose of the thesisth work- analyze the theoretical and practical foundations of personnel policy and develop specific practical advice for its improvement at JSC Seventh Continent.

To achieve this goal, the thesis is supposed to solve the following main tasks:

Determine the essence of the personnel management system, the role and place of personnel policy in it;

Consider the goals, objectives and types of car policy;

Analyze the conditions and stages of development of the company's personnel policy;

Examine Essence economic evaluation personnel and performance indicators of personnel management of the enterprise;

Give general characteristics OJSC Seventh Continent;

Conduct an analysis of the company's personnel policy, applied technologies in the field of personnel management;

Determine the main directions and ways to improve the company's personnel policy.

object graduation research is JSC "The Seventh Continent".

Subject research - personnel policy of the company.

The systematic and behavioral approaches served as the methodology for analyzing the topic of the thesis.

theoryCzechbasis diploma research were the legislative acts of the Russian Federation on labor relations (Labor Code of the Russian Federation, Civil Code RF), organization of activities of joint-stock companies ( the federal law of the Russian Federation dated December 26, 1995 No. 208-FZ “On Joint Stock Companies”), as well as the work of specialists on personnel management in general and the personnel policy of the organization in particular (Arkhipova N.I., Sedova O.L. “Management ( Personnel management)", Kibanov A.Ya. "Basics of personnel management", Egorshin A.P. "Personnel management", Savitskaya G.V. "Analysis economic activity enterprises, etc.).

Articles in periodicals L. Nikiforova, A.V. Medvedev, I.L. Simonenko and others.

The methodological basis of the study was the methods of collecting information (observation, study of documents, non-formalized survey).

The regulatory documents of JSC "The Seventh Continent" (Charter of JSC "The Seventh Continent", job description of the store manager, internal labor regulations for the work of stores, the procedure and structure of motivational payments to employees of the company, staffing of department 1 - Supermarket, accounting log regular staff shop, other personnel documentation).

Formal-logical methods (comparison, generalization, analysis, synthesis), statistical, graphic, etc. have become methods for analyzing empirical information.

The Introduction substantiates the relevance of the topic, defines the goal, objectives, object, subject, theoretical and methodological basis of the study, as well as specific methods for collecting and analyzing information.

The first section of the thesis reveals the theoretical foundations of the organization's personnel policy, the concept of the personnel management system, goals, objectives, types of personnel policy, conditions and stages of its development, determines the methodology for the economic evaluation of personnel and indicators of the effectiveness of enterprise personnel management.

The second section analyzes the personnel policy of JSC "The Seventh Continent", gives a description commercial enterprise, directions of its activities and organizational structure, composition and structure of personnel, personnel policy is studied, existing problems are identified.

The Conclusion contains the main conclusions and proposals based on the results of the thesis research.

1. Theoretical foundations of personnel policyIn the organisation

1.1 The role of personnel policy in the personnel management system

personnel management staff

Management is a conscious purposeful activity of a person, with the help of which he organizes and subordinates to his interests the elements of the external environment - society, living and inanimate nature, technology.

Personnel management activity is a purposeful impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

Management activity is a specific kind of labor process, characterized by its methods and results.

The elements to which this activity is directed are control object, and the one who directs the activity of the object is called subject of management, which can be like individual as well as a group of people.

One of the most important areas of management activity is personnel management. The rational use of the personnel of the enterprise is an indispensable condition for ensuring the continuity of the production process and successful execution production plans.

Personnel management system is a set of interrelated elements that ensure the functioning and development of the organization as a whole.

In the theory and practice of management, different terms are often used to refer to employees of one organization: personnel, personnel, labor or human resources.

The term "frames" (with the primary meaning "frame" in German and French) came into managerial terminology from the army lexicon, where it meant a group of professional military men. In English-speaking countries, it is customary to use the term “personnel” in this sense. Many authors still use these terms interchangeably.

Personnel - the main composition of qualified employees of the enterprise.

Personnel - totality individuals who are with the organization as a legal entity in relations regulated by the contract of employment.

The labor force is all employees employed in permanent, seasonal and temporary (more than one day) work, which is very similar to the definition of personnel.

Sufficient supply of the enterprise with the necessary labor resources, their rational use are of great importance for increasing the volume of sales of services, profits and a number of other economic indicators, as well as for improving the efficiency of the enterprise's economic activity.

The most important strategic factor determining the success of an enterprise is its personnel potential: qualifications, professionalism, competence, motivation of the personnel of enterprises determine the possibility of implementing modern technologies production and management, innovative transformation of jobs in order to ensure the growth of labor productivity and competitiveness.

In this regard, the basis of the organization’s policy, its system of norms and rules, according to which the enterprise as a whole “lives” and according to which the people included in it act, should be a view of the enterprise’s personnel as an object of management, a “human resource” equal in its importance to the financial and production resources of the organization.

Human resources - the same personnel of enterprises, but considered as an object of management, taking into account a number of social characteristics: abilities, professional competence, industrial motivation, interpersonal relations.

There are various interpretations of the concept of human resource management in the scientific literature:

The mechanism of labor relations, which is the interaction of people in the process of production, distribution and consumption of material goods.

Purposeful impact on the human component of the organization, focused on bringing into line the capabilities of the staff, goals, strategies, conditions for the development of the organization.

If the components of the management process for a specialist are not particularly difficult, then the most difficult is human resource management. This is due to the fact that each member of the labor collective has its own potential employment opportunities, its own character traits, in its plan it is unique. Therefore, managers at various levels are required to know the psychology of each employee subordinate to them and, on this basis, influence him in such a way that his potential opportunities at work are fully revealed and realized.

A comprehensive analysis of the human resources of an enterprise is the key to identifying hidden reserves, so its main tasks are:

1) analysis of the number, composition, structure and skill level of personnel;

2) study of the forms and causes of the movement of personnel;

3) assessment of the provision of the enterprise with personnel of the required qualification, assessment of future needs for personnel;

4) analysis of the achieved level of labor productivity at the enterprise;

5) determination of factors and reserves for the growth of labor productivity;

6) study of the effectiveness of the forms and systems of remuneration used at the enterprise;

7) evaluation of the effectiveness of the use of funds allocated for wages;

8) determining the ratio of growth rates of labor productivity and wages.

One of the most important components of human resource management of an organization is personnel management and, as a rule, it is based on the concept of management - a generalized idea of a person's place in an organization.

Human resource management is a complex activity in an organization. TO this species management also applies to the personnel policy of the organization. Therefore, each enterprise should develop and implement a targeted personnel policy.

Under the policy of the organization as a whole, as a rule, is understood the system of rules in accordance with which the people in the organization act. The most important component of the organization's policy is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources.

The term "personnel policy" has several definitions:

A holistic HR strategy that combines various forms of HR work and aims to create a cohesive, responsible and highly productive workforce capable of adequately meeting changing market requirements, taking into account the forecast horizon;

A system of principles and norms (which must be understood and formulated in a certain way) that bring the human resource in line with the company's strategy (hence it follows that all activities for working with personnel - selection, compilation staffing, certification, training, promotion - are planned in advance and agreed with a common understanding of the goals and objectives of the organization);

A set of specific rules, wishes and restrictions (often unconscious) in the relationship between people and an organization: in this sense, for example, the words “our company’s personnel policy is to hire people with higher education only” can be used as an argument when solving a specific personnel issue, etc.

The basis for determining the composition and functions of personnel management and the enterprise as a whole is the system of enterprise goals. This system can be divided into four types of goals:

1. economic- this is the receipt of the estimated amount of profit from the sale of products and services;

2. scientific and technical, that is, ensuring a given scientific and technical level of products and developments, increasing labor productivity by improving technologies;

3. industrial and commercial- production and sale of products or services in a given volume and with a given rhythm (contractual obligations that ensure the economic goal, government orders, etc.);

4. social- achievement of a given degree of satisfaction of the social needs of workers.

Achieving the goals of the organization is carried out by implementing the general functions of management. The relationship between general management functions and personnel management functions is shown in fig. one.

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Rice. 1. Relationship between general management functions and personnel management functions

Creation of a healthy and efficient team; increasing the level of qualification of employees of the enterprise; creation of a labor collective that is optimal in terms of gender and age structure, as well as in terms of skill level; the creation of a highly professional management team capable of responding flexibly to changing circumstances, feeling and implementing everything new and advanced and able to look far ahead - the personnel policy of the enterprise should be aimed at achieving all these goals.

The design of a personnel management system cannot be separated from the design of an organization's management system, since the first includes not only functional units involved in working with personnel, but also all line managers - from the director to the foreman, as well as heads of functional units that perform the functions of scientific, technical, production , economic management, management of external economic relations and personnel. In a word, the personnel management system, created in the process of implementing personnel policy, is the "backbone" of the organization's management system.

In a market economy, one of the decisive factors in the efficiency and competitiveness of an enterprise is to ensure the high quality of personnel policy. The essence of an effective personnel policy is work with personnel that corresponds to the concept of the organization's development.

1.2 Ttypes of personnel policy

If we analyze the existing approaches to personnel policy, we can single out two grounds for dividing them into groups.

The first reason is related to the degree of awareness of the rules and norms underlying personnel measures, and the associated impact on the personnel situation in the organization of the administrative apparatus. In this case, the following types of personnel policy can be distinguished:

· passive- with this type of policy, the head of the organization does not have a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences. Such an organization is characterized by the absence of forecasting the need for personnel, means of assessing labor and personnel, and diagnosing the personnel situation as a whole. Management with such a personnel policy works in emergency response mode to emerging conflict situations, which it seeks to extinguish by any means, often without trying to understand the causes and possible consequences;

· active- in such a company, the management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with the parameters of the external and internal situation, then we can talk about a truly active politics. But the mechanisms that management can use in analyzing the situation lead to the fact that the grounds for forecasts and programs can be both rational (conscious) and irrational (hardly amenable to algorithmization and description). On this basis, we can distinguish two subspecies of active personnel policy: rational and adventurous.

Rational personnel policy has both a qualitative diagnosis and a reasonable prognosis of the development of the situation and has the means to influence it. The personnel department of the enterprise has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium and long-term periods, the organization's development programs contain forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is a program of personnel work with options for its implementation.

At adventurous personnel policy the management of the enterprise does not have a qualitative diagnosis and a reasonable forecast for the development of the situation, but it seeks to influence it. The personnel department of an enterprise, as a rule, does not have the means of predicting the personnel situation and diagnosing personnel, however, personnel work plans are included in the enterprise development programs, often they are focused on achieving goals that are important for the development of the enterprise, but are not analyzed from the point of view of changing the situation. In this case, the plan for working with personnel is based on a rather emotional, little-argued, but perhaps correct idea of the goals of working with personnel.

Problems in the implementation of such a personnel policy will arise if the influence of factors that were not previously included in consideration increases, which will lead to a sharp change in the situation, for example, when a new product appears that can replace the current one from the enterprise. From a human resources point of view, retraining of personnel will be necessary, but this can be done quickly and efficiently, for example, in an enterprise with young staff rather than qualified, well-specialized older staff. Thus, the concept of "personnel quality" includes one more parameter, which, most likely, was not taken into account when preparing a personnel work plan within the framework of this type of personnel policy;

· reactive- here the management of the enterprise exercises control over the negative manifestations in the work with the personnel, the reasons and the situation in which they manifested themselves: conflict situations, the lack of a sufficiently qualified workforce to solve the challenges, the lack of motivation for highly productive work. Management in such a company is focused on understanding the reasons that led to the emergence of personnel problems. The personnel services of such enterprises, as a rule, have the means of diagnosing the existing situation and adequate emergency assistance. Although personnel problems are singled out and considered specifically in enterprise development programs, the main difficulties arise in medium-term forecasting;

· preventive- an organization characterized by the presence of this type of personnel policy does not have the means to influence it. The personnel department of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The organization's development programs contain short-term, medium-term, qualitative and quantitative forecasts of the need for personnel, tasks for the development of personnel are formulated. The main problem of such organizations is the development of targeted personnel programs.

The second basis for differentiation can be a fundamental orientation towards one's own or external personnel, the degree of openness in relation to the external environment in the formation of personnel. On this basis, two more types of policy can be distinguished:

· open personnel policy, characterized by the transparency of the organization for potential employees at any level, that is, the organization is ready to accept an employee for any position in the organization if he has sufficient qualifications for it, but without taking into account work experience in this or related organizations. This type of personnel policy may be adequate for new organizations that are pursuing an aggressive policy of conquering the market, focused on rapid growth and rapid entry into the forefront of their industry.

· closed personnel policy, which is characterized by an orientation towards the inclusion of new personnel, starting only from the lowest rung of the "official" ladder. Here, the replacement occurs only from among the employees of the company. Such a policy is typical for companies focused on creating a certain corporate atmosphere, the formation of a special spirit of involvement, and also, possibly, working in conditions of a shortage of human resources.

When considering the personnel policy of the organization, special attention is paid to the analysis, planning, accounting and personnel management. At the same time, all employees of the enterprise are classified according to a number of criteria.

In Russia, personnel is divided according to the following classification criteria:

Functions performed in manufacturing process;

By the nature of the actual activity;

on the principle of participation in the technological process;

by working time.

Depending on the participation in the production process, the entire staff of the enterprise can also be divided into two categories:

· industrial and production personnel(PPP) - it includes employees who are directly related to production and its maintenance;

· non-industrial personnel- These are employees who are not directly related to production and its maintenance. Basically, these are employees of housing and communal services, children's and medical and sanitary institutions belonging to the enterprise.

In turn, industrial and production personnel, depending on the functions they perform, six categories of personnel are distinguished in the production process:

workers - these include employees of the enterprise directly involved in the creation of material values or the provision of production and transport services. They, in turn, are divided into main and auxiliary. The main ones include workers who are directly related to the production of products, while the auxiliary ones are the maintenance of production. This division is purely conditional, and in practice it is sometimes difficult to distinguish between them.

· engineering and technical workers (ITR);

employees - supply agents, typists, secretaries-typists, cashiers, clerks, timekeepers, freight forwarders, etc.

Junior service personnel

· pupils;

· protection.

By the nature of the actual activity (occupation): in this case, the basis for classifying an employee as an engineer is not education, but the position held.

According to the principle of participation of workers in the technological process: workers are divided into main and auxiliary, and engineers - into managers, specialists and technical performers.

By the term of work: permanent, seasonal and temporary workers.

In addition to the generally accepted classification of PPP by category, there are classifications within each category. For example, production managers, depending on the teams they lead, are usually divided into linear and functional. Line managers are those who lead teams. production units, enterprises, associations, industries, and their deputies; to the functional - the leaders who head the teams of functional services (departments, departments), and their deputies.

Science and practice have long established that the efficiency of an enterprise by 70-80% depends on its leader. It is the manager who selects the team for himself and determines the personnel policy at the enterprise. A lot depends on how he does it. If the company does not have perspective plan development of the enterprise, if there is no strategy for the long and short term, it means that all this is not in the head of the head. In this case, consider that the enterprise has a bad future. Therefore, at each enterprise, the main core in personnel policy should be the selection and placement, first of all, of managers at various levels.

The efficiency of the use of labor in an enterprise to a certain extent depends on the structure of the enterprise's personnel - the composition of personnel by category and their share in the total number.

The structure of the PPP is influenced by the following factors:

level of mechanization and automation of production;

type of production (single, small-scale, large-scale, mass);

the size of the enterprise;

organizational- legal form management;

the complexity and science intensity of the products;

· industry affiliation enterprises, etc.

The personnel policy at the enterprise should be aimed at the optimal combination of PPP categories.

The process of personnel management requires that at each enterprise the structure of the PPP is determined and analyzed by gender and age composition, as well as by skill level. This is necessary in order to prepare replacement personnel in a timely manner, as well as to achieve the most acceptable and effective personnel structure for the enterprise.

We are talking about the selection of not only the best employees at the moment, but also the selection and identification of those able to actively influence the continuous process of updating production (this is especially important in the context of the functioning of innovative design structures in the organization). It is necessary to determine the time limits in which the organization can count on the effective return of the employee. Finally, it is necessary to outline specific measures for personnel development, which should be individual, and for this it is necessary to find out what exactly is missing. this employee or a candidate for a job in the company.

1.3 Technologydevelopment of personnel policy

If the question arises of improving the efficiency of the enterprise, then it is necessary to reconsider the attitude to the personnel management system. It is of exceptional importance that the personnel policy be carried out consciously and purposefully. To do this, it is necessary to carry out a number of stages in the design of personnel policy.

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and stages of its development. Need to analyze corporate culture, strategies and stages of development of the organization, predict possible changes, specify the image of the desired employee, the ways of his development and growth, the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the present and possible changes in the situation. It is necessary to build a system of procedures and activities to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use intensive recruitment programs through recruitment agencies, media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture that cultivates the spirit of a "single family", it is inappropriate to use strict and often cruel psychological tests when recruiting, more attention should be paid to interview procedures, group events, simulation of real production situations, etc.

Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to highlight the factors of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel.

Personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

TO external environment include: regulatory restrictions and the situation on the labor market.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competitors, sources of recruitment, structural and professional composition of free labor resources. It is important to get an idea of professional and public associations in which workers or job candidates are somehow involved. As a means of struggle, it is necessary to take into account the creation and implementation of effective personnel programs.

The most significant internal environment factors it could be considered:

1. Enterprise goals, their time perspective and degree of development. For example, an organization focused on making a quick profit and then curtailing work requires completely different professionals compared to an enterprise focused on a gradual rollout. large-scale production with many branches.

2. Management style fixed in the structure of the organization. A comparison of an organization built in a highly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. For example, here are some of the most important characteristics of jobs that attract or repel people:

the degree of physical and mental effort required,

degree of health hazard of work,

the location of jobs,

the duration and structure of the work,

interacting with other people at work

the degree of freedom in solving problems,

understanding and acceptance of the purpose of the organization.

As a rule, the presence of even a small number of repulsive tasks for employees requires the HR manager to create special programs to attract and retain employees in the organization.

4. Qualitative characteristics of the workforce. Thus, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by the manager, the following goals are important:

maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction of group members;

Obtaining adequate information about employees, contributing to the formulation of goals, objectives of personnel policy in the programs of the organization

Personnel policy, as mentioned earlier, is an integral part of the organization's policy. Its goal is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization itself, the requirements of current legislation, and the state of the labor market.

It must be taken into account that work with personnel does not begin with a vacancy and does not end with hiring. The process of working with personnel should be built in such a way as to arrive at the desired result in the shortest possible way in relation to any issue or problem in the personnel sphere. So, in the course of the formation of personnel policy, ideally, the following aspects should be agreed upon:

· development of general principles of personnel policy, determination of priorities of goals;

organizational and staffing policy - planning the need for labor resources, the formation of the structure and staff, appointments, the creation of a reserve, displacement;

· information policy - creation and support of a system for promoting personnel information;

· financial policy - formulating principles for the distribution of funds, ensuring an effective system of staff motivation and labor incentives;

· personnel development policy - providing a development program, professional orientation and adaptation of employees, planning of individual advancement, team building, professional training and advanced training;

· assessment of performance - analysis of the conformity of the personnel policy and strategy of the organization, identification of problems and shortcomings in personnel work, assessment of human resources (assessment center and other methods for assessing performance).

It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For businesses that constantly monitor their workforce, many separate HR programs (assessment and certification, career planning, maintaining an effective work climate, planning, etc.) are included in single system internally related tasks, ways of diagnosing and influencing, ways of making and implementing decisions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

1.4 Pperformance indicators of personnel management

An important aspect in personnel management and assessment of the state of personnel policy is the answer to the question of the effectiveness of the organization's personnel management.

Before talking about methods for assessing personnel as a resource, it is necessary to highlight its main distinguishing characteristics or what makes it “not quite a resource”.

Under the effectiveness of personnel management understand the ratio of results and costs. When analyzing labor efficiency, the ratio of the profit of this type of activity and the corresponding labor costs is estimated. Currently, there is no single approach to assessing the effectiveness of the organization's personnel management system. A number of authors propose to evaluate the effectiveness of personnel management based on the final results of the organization's activities for a certain period. Comparing the planned and achieved results (profit, production cost, payback period, etc.), it is possible to evaluate the effectiveness of the work of the staff as a total public worker.

Of great importance for assessing the effectiveness of the use of personnel in an enterprise in a market economy is the indicator of personnel profitability (the ratio of profit to the average headcount):

Factor model this indicator can be represented as follows:

R П - personnel profitability;

P - profit from the sale of products;

NWP - average headcount production staff;

B-revenue from the sale of products;

VP - the cost of output in current prices;

R about - profitability of turnover (sales);

D RP - the share of sold products in the total volume of its output;

GV is the average annual production of products by one employee at current prices.

This model allows you to establish how much the profit per employee has changed due to the level of profitability and sales, the share of revenue in the total volume of sales.

Another approach is based on the analysis of performance and quality indicators of living labor ( specific gravity wages in the cost of production, the quality of labor, the level of industrial injuries, loss of working time, etc.).

A fairly comprehensive methodology for assessing the effectiveness of the personnel management system, taking into account the advantages and disadvantages of all approaches, has been proposed and shared by a number of authors, including I.A. Nikitina. According to these specialists, the personnel management system is a comprehensive part of the enterprise management system, therefore its effectiveness is determined by the final result of the enterprise's activities.

This result is proposed to be considered in three directions:

· Product competitiveness.

The competitiveness of the organization itself.

· Competitiveness of work in the organization.

The proposed criteria for assessing the success of an enterprise are general for an enterprise of any type, size and form of ownership.

The overall evaluation of performance should be given on the basis of criteria that determine the success of the organization. The choice of specific indicators characterizing competitiveness may be individual for each enterprise.

The indicators characterizing the competitiveness of an enterprise include:

· return on invested capital(profitability of turnover x capital turnover),

· return on equity(profit / equity x 100%),

· profitability of turnover(profit per turnover x 100%),

· degree of coverage fixed costs (coverage amount / turnover x 100%),

· equity share(own capital total capital x 100%),

· liquidity (working capital/ short-term debt x 100%), capital intensity (gross investments) / turnover x 100%),

· capital productivity(volume of marketable products / cost of OPF)

· investment intensity(investment (net) / turnover x 100%), etc.

Indicators characterizing the competitiveness of work for working and hired personnel:

· profile, type of enterprise(business profile, legal form of the enterprise, owners of the enterprise),

· enterprise management(management structure, executives),

· management costs(apparatus maintenance costs / total costs x 100%),

· worker-to-employee ratio(number of production personnel / total number x 100%),

· staff turnover for the period(number of laid-off workers / total number of staff x 100%),

· average salary(variable part of salary / headcount),

· intra-company social programs(life insurance, temporary disability payment, medical insurance, contributions to Pension Fund),

· quality of working life(working conditions, diversity of work, professional growth),

· company image(public opinion about the enterprise, its products), etc.

Since the staff is also characterized by its mobility, much attention is paid to this issue in the analysis.

To characterize the movement of the labor force, the dynamics of the following indicators is calculated and analyzed:

Recruitment turnover ratio (K PR):

Retirement turnover ratio (K B):

staff turnover rate (K TC):

The coefficient of constancy of the composition of the personnel of the enterprise (K SP):

It is necessary to study the reasons for the dismissal of employees (for own will, downsizing, violation labor discipline and etc.).

Today, employee turnover is also one of the many problems that modern businesses face.

It is necessary to distinguish between its natural level in the range of 3-5% of the number of personnel and increased, causing significant economic losses. The natural level contributes to the renewal of production teams. This process takes place continuously and does not require any emergency measures on the part of personnel services and management. Some employees retire, some leave for various reasons, new employees take their place - every enterprise lives in this mode.

Another thing is when the fluidity significantly exceeds 3-5%. In this case, the costs become significant and increase with an increase in the outflow of personnel. As a rule, the outflow is associated with the dismissal of employees.

A feature of the staff as one of the resources of the organization is its activity. People are not a passive object of management, they, through their activity and activity, change their personal and professional characteristics attitude towards business and organization. The personnel, being a managed level, also influences the management level, forcing it to make certain decisions, including the development of personnel, which change its “cost” as a whole or one individual specialist.

Another characteristic is the human right to individual behavior. An employee can refuse the conditions under which he is going to be used, demand changes in wages, learn other professions, evade duties, quit of his own free will, etc. This indicates the limited predictability of personnel behavior, which leads to limited controllability of this resource and the limitation of actions performed on it.

Entering any organization, each employee brings into it non-organizational values and projections of those roles that influence his behavior and largely determine the motives of work activity.

As a result, such measurable qualities as productivity and effectiveness directly depend on the quality characteristics of a person that cannot be measured.

The personnel of the most manageable level - the management of the organization - is part of the personnel, being part of its workforce. The management link manages itself, measures and makes judgments about its "cost" and effectiveness.

In assessing the cost of personnel or one specific employee, there are several approaches.

At the origins of the formation of the theory human capital were the American economists T. Schultz and G. Becker. They evaluate the value of an employee as the sum of investments in his education, professional experience, health care, spent by the state, organization or the employee himself. The development of the theory of human capital was the concept, called "Human Resource Analysis", focused on the use of those reserves that are hidden in the staff.

Personnel as a resource is characterized, first of all, by the economic efficiency of use and requires being treated not as costs or expenses that need to be minimized, but as assets that need to be optimized.

So, focusing on the recruitment of specialists with higher education, we acquire a specialist with a high cost, investing in his training and development, we objectively increase his cost. Objectivity is associated with the demand for our employee by other employers and, consequently, with its value in the labor market.

In contrast to the "pure" theory of human capital, in this perspective, education in itself may turn out to be useless, having no value, if specialists of any profession in a given region are not required at a given time. Here, the experience and skills of activity that our employee acquires while performing his job duties are more significant for increasing the value.

Accordingly, the cost increases and if a person has such organizational and useful qualities as responsibility, sociability, the ability to get along with colleagues and work in a team, the motivation to perform labor activity as such or diligence is very valuable.

The following approach to assessing the cost of personnel is defined as a set of costs (wages, costs of providing and maintaining working conditions, remuneration social package etc.) to meet life-supporting and social needs, the presence of which is characterized by the average representative of a given professional group with a similar level of qualification.

That is, the cost is equal to the standard of living that the wages for which he agrees to work can provide him, "everyone is worth as much as he is paid."

Despite the straightforwardly declared economic approach, its essence is socio-economic, as it allows you to include in cost analysis personnel such concepts as the degree of achievement of not only economic, but also social goals, satisfaction with the conditions and content of work and the possibility of restoring working capacity.

Another approach to determining the cost of personnel is related to the real benefit that the organization has from the process of personnel labor. The implementation of this approach is most justified where it is possible to directly use such criteria for assessing the effectiveness of personnel work as the volume, quality and timeliness of the performance of assigned functions. It is more difficult to use this approach in evaluating such categories as managers, it is difficult to assess the benefit of an organization from the activities of a marketer or, for example, a public relations specialist.

An attempt to combine different visions about the cost of personnel leads to the idea of employers' responsibility, on the one hand, to society, on the other hand, to a specific person, for the compliance of hired specialists with the needs and capabilities of the organization. The overestimation of the cost of personnel leads to an increase in the cost of goods and services, and, as a result, the competitive stability of the company decreases. The underestimation of the cost of personnel, in turn, leads to its turnover, moreover, the transfer of the best specialists to competing firms or the opening of new organizations by them.

An expensive specialist who, due to his education, life and career path, can do a lot, should be hired in such an organization and to perform such tasks, where his capabilities can bring significant surplus value, which is enough for wages (ensuring the satisfaction of his needs), and for the return of investments invested by the company, previous organizations and the specialist himself. Hiring "for the future" or inept personnel management should be as disadvantageous to organizations as inadequate assessment of the cost of personnel.

Personnel management is an integral part of enterprise management. The personnel management system is a set of interrelated elements that ensure the functioning and development of the organization as a whole. Personnel management activities are a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

Personnel policy is reduced to the development of a certain set of personnel decisions relating to individuals or their groups, to ensure the normal functioning of the organization: decisions on hiring, placement, promotion, training, incentives, payment and dismissal of personnel. It is possible to single out passive and active personnel policy, as well as two subspecies of active personnel policy: rational and adventurous. It can be reactive and preventive, open and closed. For a conscious and purposeful implementation of a personnel policy, it is necessary to carry out a number of stages in its design: regulation, programming, personnel monitoring.

From the article you will learn:

Improving the personnel policy of the organization: general information

Personnel policy is an integral part of a strategically oriented policy. Therefore, it should be formed in such a way as to take into account not only the goals of the organization, but also the needs of employees, as well as the current labor legislation. Retaining qualified employees, their development is much preferable to hiring new employees, and in some cases even cheaper.

Before choosing ways to improve personnel policy, it is necessary to conduct a set of studies:

diagnostics of socio-psychological factors;
establishing the boundaries of the duties of each individual employee;
analysis of social conflict situations;
planning and control of the need for personnel;
adjustment of motivation.

Improving the personnel policy of the organization should begin with the identification of the main goals of the organization, conducting research. To facilitate the task, you can use the successful experience of competing organizations, foreign firms operating in the same segment. But you need to take into account the differences, so completely copying the personnel policy is irrational.

Managers who consider policy only from the perspective of the goals of the organization, while not taking into account the needs of the staff, provoke staff turnover. Even if you can find new employees without applying special efforts, this will result in performance degradation. Newcomers do not always quickly join the team or are fully aware of their role in the company. Regular improvement of personnel policy contributes to the success of the organization.

If the company has a conniving management style, it is noted:

low labor productivity;
non-fulfillment of duties or shifting them to others;
ignoring the orders of leaders;
lack of team cohesion;
lack of clients
low sales.

Improving personnel policy may require financial and time costs. Some changes do not always resonate with employees, as they are incomprehensible to most employees. The HR manager must take an active part in the development and implementation of adjustments.

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Recommendations for improving personnel policy: rewarding and punishing employees

The improvement of the personnel policy of the organization should be carried out according to a clearly developed plan. Material incentives for staff are highly effective, despite the fact that they require some financial costs. With it, you can significantly increase the efficiency of labor, as well as the turnover of the enterprise.

Under normal conditions or in times of crisis, incentive payments have the following advantages:

improving the productivity and quality of services or products;

feeling of satisfaction with the work of the staff;

increase employee loyalty to the organization.

But it is impossible to be limited only to material incentives for personnel, it is necessary to introduce non-material incentives. For some employees, it is much more important to receive a diploma, praise from superiors, rather than increased wages or an extraordinary bonus.

Improvement of personnel policy can be based on the introduction of a remuneration system that takes into account the current level of qualifications of employees, knowledge, and skills. In general, this improves the personnel potential, promotes healthy competition, and the desire for improvement.

HR managers should not only think about how to stimulate employees with cash incentives, but also a number of other points:

pay schedule;

salary fund;

what are the allowances for.

Excessive financial incentives do not always have a positive effect on loyalty and motivation, but can negatively affect the well-being of the company. You can not constantly encourage all employees if they do not work well. For failure to comply with the plan, violations should be punished. It can be both fines from the basic salary, and non-payment of bonuses.

In order not to worsen the climate in the team, employees must know for what they can receive a bonus or punishment. It is desirable to reflect this in local acts that the team needs to be aware of. Improving personnel policy based on rewards and punishments has a positive effect on labor productivity, while not having a strong impact on net profit companies.

Additionally, you can hold outdoor events for employees, pay for trips to the gym, meals, cellular communication etc. Incentive methods should be selected depending on the size of the organization, as well as its capabilities. Improving personnel policy in order to rally the team is a good way to increase labor efficiency and teach employees to work in a team.

- Introduction - Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia largely depends on the successful work of enterprises today. In our time, an enterprise that is clearly organized, with a competent, dedicated and disciplined staff, able to quickly rebuild and learn to speak, wins and prospers. In this regard, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their staff. In domestic times personnel problems traditionally received minimal attention. However, for last years not only scientists, but also managers of many Russian enterprises began to pay attention to the role of the "human" factor in Russian organizations. Many leaders realized that the American, Japanese, German experience is not suitable for a Russian person and state of the art economy of Russia. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The specifics of the commercial structure - the period of its existence and its position in the market, the number of staff, the composition of personnel services, etc. have a special influence on working with employees.

Of particular interest are the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creative search for the most correct effective solutions, perfect methods, techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.

It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future. In this regard, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of workers and social groups of the workforce are taken into account in the daily personnel work. The successful operation of any institution depends, first of all, on the well-coordinated and stable work of a qualified staff. Personnel policy in any organization should be given great attention. One of the areas of training and formation of effective personnel potential of SU-451 is cooperation with educational institutions on the training and education of enterprise socialists, as well as attracting young socialists - university graduates.

Without a well-established personnel system, it is difficult to increase the capabilities of an enterprise, respond to changing technology and market requirements in the near future, create favorable working conditions, provide opportunities for promotion and the necessary degree of confidence in the future. Today, it is important for human resources departments to achieve more than just timely filling of vacancies in order to maintain production at the proper level. The personnel management system should be planned in such a way as to constantly seek to increase the number of people who have good knowledge in the workforce of the enterprise, and to ensure that there are more such workers. Scientific principles of production organization, optimal systems and procedures, of course, play an important role, but the implementation of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning. Credibility is required for a worker involved in the development of new products or equipment, if only because the creation of new good equipment requires, at a minimum, knowledge of how old machines and equipment work. But for an enterprise that has decided today to excel in the competition, it is necessary that each employee has a very extensive knowledge. The formation of the necessary competence among employees begins already during the selection of personnel and their hiring. People who come to the organization should strive to master the aspects of this activity as much as possible. It is often more a matter of the will of the workers themselves than of their prior work experience or basic education.

The purpose of the thesis is to improve the personnel policy of SU-451.

The objectives of the study of personnel policy and personnel formation in SU-451 are: determining the priority of personnel policy, the styles of managing the personnel of an enterprise and reviewing personnel information.

The object of the study is the Construction Department No. 451.

The subject of the research is the personnel policy in SU-451.

The priority issues of the thesis are the selection and involvement of SU-451 employees, their certification, the organization of vocational training, advanced training, reserve training and career planning. In addition, the thesis considers stimulating the staff of the enterprise to the most efficient work through the formation of a corporate culture of the enterprise, planning an intra-corporate career and motivation to work, as the main success factor in the field of enterprise activity.

Thesis tasks:

To reveal the theoretical issues of personnel policy;

Describe the activities of the enterprise, its functions, goals, objectives, financial condition;

To characterize the number and categories of personnel of SU-451, the organization of the reception of personnel and the improvement of their qualifications;

Identify problems and propose measures to improve the personnel policy in SU-451.

1 MeaningAndrolepersonnelpoliticiansenterprises

1.1 Contentpersonnelpoliticians

The implementation of the goal and objectives of personnel management is carried out through personnel policy.

Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel policy as a management tool is an organizing activity aimed at merging the efforts of all employees of the enterprise to solve the set tasks. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.

The main characteristics of the personnel policy of the organization:

Communication with the development strategy of the organization;

focus on long-term planning;

the significance of the role of staff;

philosophy of the company in relation to employees;

a system of interrelated functions and procedures for working with personnel.

The main object of the personnel policy of the enterprise is -- ᴨȇpersonnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, tearing the productive force of society. From the qualifications of workers, their professional training, business qualities production efficiency depends to a large extent.

The formation of personnel policy is based on the analysis of the structure of the staff, the efficiency of the use of working time, forecasts for the development of production and employment.

The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;
- analysis of the ᴨȇrsᴨȇactivities of the development of labor force potentials;

Generalization and prevention of reasons for dismissal from work.

The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.

The personnel policy of the organization is designed to provide:

High quality of work and its results, working conditions, as well as the workforce itself;

Structural adaptation of staff to continuous organizational changes, social and cultural innovations - flexibility of human resources;

Rejection of the traditional, rigid restriction between various types work, as well as the widespread use of various flexible forms of organization of labor processes: full, part-time and temporary employment, etc.;

Organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated strategy of personnel management as "their own" and implement it in their operational activities;

A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday practical work;

A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.

In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributed to the combination of the goals and priorities of the enterprise and its employees.

When choosing a personnel policy, the following factors are taken into account:

Production requirements, enterprise development strategy;

The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;

Quantitative and qualitative characteristics of the existing staff and the direction of their change in the ᴨȇrsᴨȇktiv, etc.;

Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);

Demand for labor from competitors, emerging wage levels;

The influence of trade unions, rigidity in defending the interests of workers;

The requirements of labor legislation, the accepted culture of working with hired personnel, etc.

The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of staff, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of targets designed for further development, the current personnel work is focused on the operational solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between strategy and tactics for achieving the goal.

The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:

1. Dismiss employees or retain; If you save, which way is better:

a) transfer to reduced forms of employment;

b) use at unusual works, at other objects;

c) send for long-term retraining, etc.

2. Train workers yourself or look for those who already have the necessary training.

3. Recruit from outside or ᴨȇtrain workers to be released from the enterprise.

4. Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.

Personnel policy is both general in nature, when it concerns the personnel of the enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural divisions, functional or professional groups workers, categories of personnel). This takes into account:

Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of social training, etc.);

Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;

Attitude to the stabilization of the team (of all or a certain part of it);

Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel;

Attitude towards intra-company movement of personnel, etc.

The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.

For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:

Quantitative and qualitative composition of staff;

Staff turnover rate;

Policy flexibility;

The degree of consideration of the interests of the employee / production, etc.

For ease of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, employees and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc. The qualitative composition of the staff is usually divided into employees with higher, secondary social, secondary and primary vocational education, taking into account work experience, staff development and other factors.

The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, employee turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanding, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.

The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.

The degree of taking into account the interests of the employee is considered in comparison with the degree of taking into account the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.

1.2 GoalsAndprinciplespersonnelpoliticians

In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.

The main goal of personnel policy is the creation of a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees, focused on convergence of the interests of the employee and the organization, achieving high labor productivity, increasing production efficiency, obtaining the best economic results for the organization.

The main goal is specified in the following tasks:

1. Providing conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.

2. Compliance by all organizations and individual citizens with the provisions on trade unions, model rules internal regulations and other documents adopted within the framework of the state personnel policy.

3. Ensuring the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.

4. The subordination of all work with personnel to the tasks of trouble-free and high-quality support of the main economic activity by the required number of employees of the necessary professional qualified composition.

5. Rational use of human resources available to the organization.

6. Formation and maintenance effective work labor collectives, the development of intra-industrial democracy.

7. Development of principles for organizing the labor process.

8. Development of criteria and methodology for the selection, training and advanced training of employees; personnel remuneration.

9. Development of principles for determining the social economic effect of activities included in the personnel management system.

All goals of personnel policy can be divided into economic and social.

Economic goals are derived from priority production principles maintaining the competitiveness of the organization and extracting maximum profit. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In existing economic conditions personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.

Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.

Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization:

1. Goals related to the external conditions of the enterprise (labor market, relationships with state and local authorities).

2. Goals determined by internal conditions, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, deepening professional knowledge, etc.).

Table 1.1 discusses the fundamental principles of the formation of personnel policy.

Table 1.1 - Fundamental principles for the formation of personnel policy

Name of the principle	Principle characteristic
Scientific	the use of all modern scientific developments in this field, which could provide the maximum economic and social effect
Complexity	coverage of all areas personnel activities and all categories of workers
Consistency	taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result
Efficiency	any costs for activities in this area should be repaid through the results of economic activity
methodical	qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods

Of the several options for the proposed principles in relation to the conditions of a given organization, one must be chosen. Such materials include the development of provisions on job descriptions, the methodology for hiring and the placement of newly hired workers, etc.

1.3 Generalrequirementstopersonnelpolitics

The general requirements for personnel policy in modern conditions are as follows:

1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, she represents the staffing support for the implementation of this strategy.

2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those parties that are focused on the interest of the staff and are related to organizational culture enterprises.

3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.

4. Personnel policy should provide an individual approach to their employees.

5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.

So, the personnel policy is aimed at creating such a system of work with personnel, which is focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.

1.4 CertificationpersonnelAndherprocedure

The business assessment of an employee most often takes place in the form of certification. Organizationally, its implementation is formalized by the appropriate order for the enterprise, which gives it official status and gives the right to use its results to make organizational decisions regarding a particular employee. So, attestation should be considered as some completed, documented result of an employee's assessment.

Certification is a widespread form of work with personnel, actively used by enterprises, institutions and organizations. The object of certification are employees of certain categories, consisting of labor relations with this enterprise. Its implementation is regulated by a number of official documents and relevant methodological support.

At the same time, the enterprise has the right to develop its own provisions for the certification, based on the goals set. However, it should be borne in mind that there are certain formal requirements for the procedure for its implementation, and compliance with these procedures is of particular importance, since their violation may serve as a basis for an employee who is dissatisfied with the decision made against him to challenge this decision.

The certification methodology developed in the country and its procedure are typical for enterprises with a public form of ownership of the means of production. Responsibility for the timeliness of its implementation lies with the director, and the direct executor is the personnel service (personnel department) with the active participation of the heads of departments of the enterprise and the trade union organization.

Certification of employees, in its essence and organizationally, cannot but differ at enterprises of various forms of ownership. At the same time, the certification functions do not depend on the form of ownership of the enterprise. This is control, stimulation, improvement of the selection and placement of personnel. The essence of the control function is to periodically check the business and personal qualities of employees for their compliance with their position. The incentive function is aimed at increasing the employee's interest in the continuous development of their business and personal qualities, improving labor results as a condition for successful certification.

Certification should be carried out systematically. There are the following types:

Regular main, deployed (every 3-5 years);

Regular intermediate, simplified, focused on assessing the results of current work (for managers and socialists once a year, and for some categories 2 times a year and more often);

Irregular, caused by extraordinary circumstances (unexpected vacancy, unplanned opportunity to go to school), with the introduction of new wage conditions.

Certification includes several stages:

Preparatory;

Package preparation required documents for qualified employees;

Carrying out the certification itself;

Use of certification results.

At the preparatory stage, a decision is made to conduct certification, the timing of its implementation is determined, lists of employees subject to certification are compiled, and the quantitative composition of the certification commissions is determined. All these documents are given legal force: an order is issued for the enterprise on the certification of employees, indicating the timing, composition of the certification commissions and their work schedule. The appendix to the order contains a provision on attestation.

Managers and socialists who have worked in this position for less than a year, pregnant women, women with a child under one year old, etc. are exempt from certification. The subject of evaluation is a person, a group of persons, a body that has the right to evaluate employees. Most often, the attestation commission acts as the subject of evaluation.

The attestation commission is headed by a chairman, it consists of members of the commission and a secretary. Executives, leading socialists of the enterprise, representatives of the public (trade union), experts - highly qualified socialists authorized to conduct an assessment are involved as members of the commission. Employees can also act as expatriates this enterprise who know the testees well. Composition attestation commission no more than 5 - 6 people.

Explanatory work is carried out among the employees of the enterprise about the tasks of certification, familiarization with the methodology for its implementation, the procedure for preparing the necessary documents.

The certification schedule is communicated to employees at least one month before the certification, and materials must be submitted to the commission at least two weeks before the certification. This is most often a certification sheet and a review is a characteristic. Certification sheet contains objective information about the employee: education, work experience by profession, at the enterprise, in position, etc. This information prepared by the personnel department. Feedback - the characteristic reflects the generalized results of the assessment of the employee's activities, a questionnaire survey about the behavior of the employee in the team, the assessment of the employee by the manager. The head of the enterprise is responsible for recording and evaluating the activities of the employee. Feedback - the characteristic is discussed at a team meeting. The employee must be familiarized with it at least a week before certification against signature. Review - a characteristic ᴨȇ is given to the personnel department or directly to the certification commission.

The attestation commission considers the documents submitted to it, hears a message about the employee, about the achievements and shortcomings, the results of current assessments, and on the basis of this, taking into account the discussion in the absence of the certified by an open vote, gives one of the following final grades:

Corresponds to the position held;

Corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification committee with re-certification in a year;

Doesn't fit the position.

The employee is introduced to the decision of the commission, pointing out the strengths and weaknesses of his work. The Commission may make recommendations regarding his promotion (professional growth) or the need for advanced training. The meeting of the attestation commission is recorded. It is important that the appraisal of employees takes place in a friendly environment, so that the commission is aware of its responsibility in ensuring the objectivity of the assessment. The effectiveness of certification increases if certain legal consequences are associated with it: promotion, transfer to a higher position, dismissal, etc. In this regard, following the results of certification, an order is issued that approves its results, decisions on changes in the placement of personnel, on official salaries, enrollment of ᴨȇrsᴨȇactive employees in the reserve for promotion, positively attested employees are encouraged, etc.

The results of certification are discussed at production meetings, meetings together with trade union organization, the results of certification, compliance with the procedure and conditions for its implementation are analyzed, decisions are made to eliminate the identified shortcomings.

1.5 Methodsformsingᴨȇpersonal

1.5 . 1 Selectionpersonnel

Staff engagement refers to all measures that are taken to meet the organization's staffing needs in a timely manner with suitable employees. This requires going through a multi-step planning process. As part of staffing requirements planning, the future staffing requirement is first determined. It is recommended to plan from medium-term to planning for a long-term project from three to five years. The result of workforce planning is to determine how many employees are needed, with what qualifications and abilities, for what positions, and from what time. After the future quality need for personnel is determined, it is necessary to determine the requirements (qualifications, knowledge, abilities, behavior ...) that employees must meet in order for them to perform their tasks. This process is also referred to as job requirement profiling.

Most organizations cover their staffing needs through systematic vocational training, since the external labor market often cannot provide the required quantity and quality of staff. In addition, many organizations adhere to such principles of personnel policy, in which vacancies are filled mainly by their own employees. In this way, they open up opportunities for promotion to their employees, and employees are more willing to contribute to improving the climate at work. As a rule, a new position sets higher requirements for the employee, that is, such a position is associated with professional growth. In this regard, the search for personnel from the inside, that is, the replacement of free space with your own employee, is hardly possible without thorough training and assistance in advanced training. As a result of planning for staffing requirements, it may turn out that for a particular workplace it is necessary to hire additional staff, for example, because among the existing employees there is not one who would have the necessary qualifications, or because in the interests of entrepreneurial policy it is necessary to infuse fresh blood from the outside. Employees from outside often give new impetus to the institution, and employees inside are more likely to accept them as bosses than their former peers. In addition, filling vacancies from internal reserves cannot solve the quantitative aspect of the need for personnel, because the employee who is transferred to a new position leaves behind a vacancy, which, as a rule, also needs to be filled. In extreme cases, filling a vacancy at the expense of its own employees can lead to a chain of ᴨȇplacements, at the end of which, in the most favorable case, there will be a vacancy for a newcomer to the profession.

Depending on the situation on the market and on the requirements for a substituted workplace, measures to attract staff may be addressed to graduates high school graduates of higher educational institutions who are looking for a job, unemployed or looking for a job, but not yet employed. If, for example, an additional employee is needed to serve the clientele, it may be worthwhile to train a growing socialist who is on the verge of completing his education and is already thinking about a permanent job in working with clients. If, for example, it is known that the head of a department is leaving for a position, and none of its own employees is suitable as a candidate, then the organization should start looking for a suitable successor in the external labor market about a year before the intended replacement of the position.

The purpose of attracting staff is to appeal to relevant stakeholders, or to try to convince of the attractiveness vacancy such candidates job seekers who have already declared their interest without an invitation. If there are no candidates from internal reserves, the organization should first select suitable candidates from existing applications from outside. If there are none, or only those of little interest, the organization itself will have to turn to potentially interested parties. To do this, there are the following possibilities: inquiries to the labor exchange or other organizations dealing with employment issues; contacts with schools and universities; announcements in regional or inter-regional daily and weekly newspapers; announcements in professionally specialized periodicals; assignment to the HR consultant.

In the process of attracting staff, it is necessary to pay attention to ensuring that the potential candidate is as widely informed as possible about the organization, the future workplace and the requirements that he will have to fulfill. The vacancy announcement, first of all, should have an attracting effect, that is, be addressed to as many suitable candidates as possible, for which the announcement on the first plan should have the attractiveness of the advertised vacancy. At the same time, the announcement should have a selective effect, that is, it should lead to the fact that, if possible, unsuitable candidates do not apply.

1.5 . 2 Selectionᴨȇpersonal

When choosing a staff we are talking to select from among the identified stakeholders and applicants those who best meet the requirements of the vacancy. To do this, it is necessary to identify the suitability indicators of candidates (ability, knowledge, experience) and compare them with predetermined indicators of requirements for a free place. Here it is necessary to avoid mistakes that may arise as a result of insufficient or excessively high qualifications.

In practice, the following selection procedures are commonly used:

Analysis of the documents submitted with the application (certificates, biography, characteristics ...);

Hiring interviews (in a free or pre-prepared form); - psychological tests;

Using a personality assessment method that simulates typical workplace situations (consulting clients or handling incoming mail) and where candidates are assessed by several socially trained observers. In most institutions, the face-to-face interview with the candidate is at the center of the selection process. In such a conversation, one should strive for the following goals: the candidate and the employer should get to know each other; the candidate must be given the opportunity to prove his abilities, knowledge and experience, and to state his goals; the employer should be able to explain to the candidate the requirements of the vacancy and together with him fix the goals of possible cooperation.

If there is a sufficient understanding between the production expectations and the candidate's personal premises and the choice is made, still further formal steps should be followed:

It is necessary to obtain the consent of the body representing the staff (council for staff issues) at the hiring institution (the right to participate in decision-making);

The candidate must receive an offer to conclude an agreement with him only after the consent of the body representing the staff;

For other applicants who have applied, a refusal can be sent only after the selected candidate has put his signature on the proposal to conclude an agreement with him and sent it back.

The recruitment network should be sufficiently wide and varied. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with graduates of higher education in order to provide them with information about career opportunities. Sources for recruiting more qualified executives are varied, including job centers, social agencies, and recruitment consultants or executive search consultants.

2 AnalysispersonnelpoliticiansAndpersonnelplanningon theenterpriseSU-4512 .1 Generalcharacteristicenterprises Construction Department 451, abbreviated name: SU-451, is a branch of the open joint-stock company Primortransstroy, located in Vladivostok, st. Strelnikova, 3a. The Company may create branches and open representative offices on the territory of the Russian Federation and abroad. Branches and representative offices carry out their activities on behalf of the company, which is responsible for their activities. A branch of a company is its separate subdivision, located outside the location of the company, performing all or part of its functions, including the functions of representation. The representative office of the company is its separate subdivision, located outside the location of the company, which represents the interests of the company and protects them. Branches and representative offices are not legal entities, endowed by society with property and act in accordance with the regulations on them. The property of branches and representative offices is accounted for on their separate balance sheet and on the balance sheet of the company. The decision on the establishment of branches and representative offices and their liquidation, the regulations on them, the decision on the appointment of the head are made by the board of directors of the company in accordance with the legislation of the country of establishment of branches and representative offices. The heads of branches and representative offices act on the basis of a power of attorney issued by the company. Legal address: Bolshoy Stone, st. Karla Marksa, 57. SU-451 is allocated to an independent balance sheet and registered with the tax authority at its location. The main activity of the Construction Department 451 is the performance of works and the provision of services in the field of construction activities. The organization has its own concrete-mortar unit, which manufactures concrete, reinforced concrete products, mortar, both for its own needs and for sale to the side. In addition, there is a fleet of vehicles, the services of which are used for the performance of work and the provision of services by mechanisms third parties and the population. The main suppliers of inventory items and services are: Mechanization Department, AESKO LLC, Vodokanal LLC, Communal Energy LLC, Dalmetalltorg LLC, Mir Supply LLC, Kiparis LLC, etc. On the balance sheet of SU-451 there is an administrative building with a total area of 1080 sq.m. Part of the area of this building is leased for offices. Main tenants: Nefteprodukt Zvezda CJSC, Zvezda Oil CJSC, Standart LLC, etc. The construction department also has a material warehouse and mechanical workshops for the repair of its own vehicles.

2. 2 WorksAndservices,carried outSU-451

Construction Department No. 451 is engaged in the repair of buildings and structures, the reconstruction of various heating networks, carries out construction and installation work, provides services for vehicles and mechanisms, and leases premises to other enterprises.

Works and services performed by SU-451 in 2005 - 2007 on the basis of the charter and power of attorney of Primortransstroy OJSC:

Repair of the courthouse;

Repair of the City House of Culture;

Repair of the Administration building on the street. Karl Marx 4 "Front Entrance";

Repair of the monument to the participants of the Great Patriotic War;

Strengthening (strengthening) of the house on the street. Blucher 31;

Capital repairs of administrative premises of the employment center;

Reconstruction of heating networks on the street. Gagarin;

Renovation of the orphanage;

Repair of the subscriber hall of the Central City Library;

Overhaul of the heating system of the kindergarten "Mishutka";

Repair and construction work in the music room of the kindergarten "Mishutka";

Pressure pipe laying Oil product;

Reconstruction of heating systems from the Arlekin cinema;

Repair of the roof of the Medical Unit;

Repair of the premises of the tax office;

Repair of the heating main of the OVD ZATO Bolshoy Kamen;

Repair of school No. 1;

Renovation of school No. 4;

Construction of a 60-apartment building "Zvezda";

Construction of the water pipeline Service-Vostok;

Construction of the boiler house Nefteprodukt-Zvezda;

Construction and installation work on the installation of storage tanks Teploenergo;

Reinforcement of the walls along the street. Krylova, 6;

Cemetery fence device;

Sewerage device MSCh-98;

Formation drainage of a 60-apartment building;

Construction of sewerage and treatment facilities in the "New World";

Construction of external networks in the bakery area;

Reconstruction of the retaining wall of the kindergarten "Zhuravushka";

Repair of the 2nd floor of the infectious department of the medical unit.

2. 3 Characteristicorganizationalsystemsmanagement,goals,functionsAndtasksorganizations

The SU-451 has a linear control structure, which is shown in Figure 2.1. At the head is the head of the department, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands.

Figure 2.1 - Organizational structure control SU-451

Advantages linear structure controls:

Unity and clarity of command;

Consistency of actions of performers;

A clear system of mutual relations between the leader and the subordinate;

Speed of reaction in response to direct instructions;

Receipt by performers of interconnected orders and tasks provided with resources;

Personal responsibility of the head for the final results of his enterprise.

There are also disadvantages of a linear management structure:

High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity;

- ᴨȇloading top-level managers, a huge amount of information, a flow of papers, multiple contacts with subordinates and superiors;

A tendency to red tape when dealing with issues involving multiple departments.

The enterprise organizes work based on the tasks assigned to it and the functions performed in accordance with the ᴨȇrsᴨȇactive and current work plans; coordinates its activities with other organizations in order to comply with the interests of its enterprise. The construction department is headed by a chief who holds a position and is relieved of it by order of the director of OAO Primortransstroy.

The main tasks of the SU-451 are:

Increasing the volume of services offered;

The expansion of the customer base;

Strengthening the image of the organization, including by improving the quality of customer service.

To solve problems, SU-451 performs the following functions:

Organization of work with clients;

Implementation of work to attract customers for the organization;

Formation and timely submission to JSC "Primortransstroy" of primary documents and required reporting;

Client consulting;

Development of proposals for changing the procedure for the implementation of the provided works and services and the introduction of new ones;

Preparation of proposals for changing the operating mode of SU-451 in order to improve the quality of customer service;

Improving the culture of customer service and the qualifications of employees;

Timely informing clients about new works and services provided.

Functions of the head of SU-451:

Manages all activities of the construction department and bears personal responsibility for the correct and timely performance of tasks and functions, as well as the results of work;

Organizes the development of ᴨȇrsᴨȇactive and current work plans of the department;

Carries out a systematic analysis of the state of affairs on issues within the scope of SU-451, and on its basis prepares proposals for the director of OJSC Primortransstroy to make decisions aimed at improving the activities of the enterprise;

Organizes the study of the construction services market and the possibility of expanding the circle of potential consumers (clients) on issues included in the SU-451 mandate;

Performs representative functions and participates in meetings and meetings held in the organization;

Ensures the preservation of commercial secrets about the activities of the enterprise and its customers, the correct application of current legislation and record keeping in the prescribed manner;

Ensures the development of the draft Regulations on SU-451, distributes responsibilities between the deputy heads of SU-451, considers and approves regulations on departments that are part of SU-451, as well as job descriptions of employees, developed on the basis of the approved resolution of the Ministry of Labor of the Russian Federation qualification characteristic by position;

Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Ensures compliance with labor discipline by employees of SU-451;

Submits for consideration to the director of the enterprise proposals for changing the structure, staffing of SU-451, as well as for the admission, placement and dismissal of employees of SU-451, their encouragement and the imposition of disciplinary sanctions;

Resolves operational issues, signs documents on issues related to the activities of SU-451, within its authority, delegated by power of attorney;

Concludes contracts for the implementation of SU-451 transactions, within its competence, on the basis of the powers granted to it in accordance with the power of attorney issued to it;

The positions of socialists SU-451 are accepted by persons corresponding qualification requirements this enterprise;

During the period of temporary absence of the head of SU-451, the execution of his duties is entrusted to an authorized person, in accordance with the order of the director of the enterprise or his deputy;

For shortcomings in work and violations of labor discipline, disciplinary measures may be applied to managers and employees of SU-451 in accordance with applicable law, as well as measures of material influence. Employees may be held liable for other types of liability by law.

2. 4 populationAndstructureᴨȇpersonalSU-451

Part Construction Department No. 451 includes:

Head of Department;

Chief Engineer;

Chief Accountant;

Chief mechanical engineer;

Supply manager;

Secretary;

Foremen;

workers;

Watchman.

SU-451 also includes the following departments:

Human Resources Department;

Department of Chief Mechanic;

Purchase department;

Accounting;

Office of labor protection.

Each employee has his own job description, which describes in detail all his functions. The head of the department deals with all organizational issues, controls the activities of the enterprise. The chief engineer solves technical issues. Deputy the head of the supply department is engaged in providing all necessary materials and equipment for construction and installation works at various facilities. The chief accountant is engaged in the preparation of reports, payroll, monitors all financial activities management. PTO orders design and estimate documentation for facilities under construction or repair, draws up work execution forms and presents them to the customer for payment. At the disposal of the department of the chief mechanic are all control mechanisms: dump trucks, truck cranes, bulldozers, mixers for transporting concrete. The Human Resources Department handles the hiring and firing of employees. Secretary - assistant chief for general matters. Foremen and foremen directly carry out the repair and construction of facilities that the management has won in tenders (competitions).

The lowest level is occupied by staff, whose labor functions are strictly regulated, freedom of choice is maximally limited normative documents. As a rule, this is a technical staff and technical performers (foremen, workers, foremen). They are required to strictly comply with the rules and regulations, by all means follow the requirements job descriptions, diligently assimilate typical patterns of business behavior. This is considered the highest sign of professional culture. Such work does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies, there is always a place for the initiative of the performers.

The middle level is occupied by middle managers, leading and chief socialists of the organization, forecasters, etc. Their main role is to coordinate, monitor the strict observance of established procedures, ensure the achievement of business plan indicators. For them, professional knowledge of instructive documents is required, as well as knowledge of computer technology, theoretical training in the basics of economics and law. At the same time, many economic situations give rise to fundamentally new tasks, in which the accumulated experience and knowledge of technology do not always help. To a certain extent, the skills of a creative approach to the situation, entrepreneurial intuition are required, but within the framework of a service role.

The highest level is occupied by managers (director, chief) - analysts who perform the functions strategic analysis and planning. These are the leaders, the think tank of the organization. They are endowed with maximum powers and the greatest responsibility. Their business activity determines the competitiveness of the enterprise, and the absence of socialists of this level is considered as a risk factor. The content of their work includes: audit, diagnostics and optimization financial processes; oᴨȇrative preparation of decisions on the management of archives and obligations of the enterprise, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.