Main questions of the topic:

1. Enterprise personnel: composition, structure

2. Justification of staffing needs

3. Labor productivity: essence, indicators, measurement methods, growth reserves

4. Training and advanced training of personnel

5. Labor market and employment

1. Enterprise personnel: composition, structure

In the production process, in addition to fixed assets and working capital, labor is used as a mandatory economic resource, which, as a specific resource, has the following features:

Labor is inseparable from a person, a worker who enters into certain economic relations, and also has social status and rights.

When hired, employees have certain physical and intellectual abilities, which may change over time, which does not allow us to determine in advance the real level and effectiveness of their work activity.

3. Uneven qualifications and individual characteristics of workers determine differences in the results of their work, and, consequently, the need for wage differentiation.

4. The employee as an individual is free to choose the type and place of occupation, which causes uncertainty in labor relations.

Because of this, personnel management issues occupy an important place in the overall complex of problems of enterprise development. Personnel with their production experience, work skills and knowledge are the most important element of the production process. Despite the importance of the material and material elements of production, personnel are the decisive factor in scientific and technological progress, the growth of labor productivity, improving the use of fixed and working capital, improving the quality of products and determines the effectiveness of all aspects of the production and commercial activities of the enterprise.

Staff enterprises are employees employed at the enterprise who have undergone certain professional training and have practical experience and labor skills. It is a rather complex social entity, in which separate groups of workers are assigned to various areas of activity and exchange their results. The complexity and diversity of an enterprise's personnel necessitate its classification.

Depending on the participation of individual groups of workers in production and economic activities, all employees of the enterprise are divided into industrial and non-industrial personnel (Fig. 1.).

Industrial and production personnel- these are workers engaged in production and its maintenance, i.e. employees of main, service, auxiliary, auxiliary and secondary workshops, factory research, design, design, technological organizations and departments, plant management staff, security.

Non-industrial personnel includes workers employed in the non-industrial sphere of enterprises, housing and communal services, child care institutions, clinics, clubs, cultural centers and subsidiary farms owned by enterprises.

Fig.1. Classification of enterprise personnel

Industrial and production personnel, depending on the functions performed, are divided into two large groups: employees (managerial personnel) and workers (production personnel).

Managerial personnel include employees who are professionally involved in the management of an enterprise or its individual divisions and are members of the management apparatus. The specificity of managerial work is that it does not directly produce material values. Its content is the collection, processing and issuance of information for the preparation, adoption and implementation of management decisions, as well as control over their implementation.

Functional features allow us to distinguish several categories of managerial workers: managers, specialists and employees.

Managers- employees who head structural units or production divisions of an enterprise, determine the goals of their activities, and are fully responsible for making and implementing management decisions.

Persons belonging to the category of managers, in turn, depending on the functions performed and the specifics of the activities of the units they head, are divided into chief managers (senior administrators), linear and functional.

Key executives a circle of persons very limited by the choice of the owner who de jure manage the property on the basis of operational or economic management within the limits established by the owner or on the basis of delegation of ownership rights. These include employees holding positions of managers, general directors, members of the Board of Directors and, therefore, performing the functions of an entrepreneur, which consists in choosing and implementing a strategy to achieve the goals of the enterprise. The main managers, by virtue of the powers exercised in relation to labor collectives, belong to the category of senior administrators.

TO linear include managers and their deputies who perform the full range of functions for managing the production divisions of the enterprise. These are persons in the positions of foreman, foreman, site manager, shift manager, shop manager and their deputies, as well as directors of branches and other structural units within the enterprise who are not vested with the right to manage property as property.

Functional managers, unlike linear ones, combine the performance of managerial functions with the solution of functional tasks, TO This category includes chief specialists (chief engineer, chief mechanic, chief accountant, chief designer), as well as heads of functional services (heads of marketing, economic, labor and wages, production and dispatch departments, etc.).

Specialists- employees of the management apparatus who develop, on the basis of their special training, options for management decisions or production tasks. Unlike managers, they do not have a team subordinate to them; they are responsible only for the quality of the options they develop and offer to managers for solving management and production problems. Specialists include technicians, accountants, commodity experts, designers, technologists and engineers of various specialties, sociologists, lawyers, etc.

Employees- technical performers who ensure the management process during the reception, transmission and primary processing of information, as well as performing clerical functions (secretaries, typists, cashiers, forwarders, agents, accountants, archive workers, etc.); working personnel (workers) of the management apparatus serving managers or creating normal working conditions for them (drivers of company cars, office cleaners, elevator operators, cloakroom attendants, etc.).

TO production personnel (workers) include workers directly involved in the creation of a product or ensuring the normal flow of the production process. IN Depending on the relationship to the process of creating products, they are divided into main and auxiliary.

TO main These include workers who are directly involved in the process of manufacturing products, or who use tools to influence raw materials and materials, transforming them into finished products, or who control and monitor the operation of machines and equipment, as is the case in automated production.

Auxiliary workers are busy performing maintenance and auxiliary operations necessary to ensure the normal operation of basic technological processes (transportation, movement and storage of inventory; repair and maintenance of machinery and equipment; preparation of technical means, raw materials and materials for main production; technical control product quality; waste processing; industrial construction, improvement and cleaning of industrial premises and territories).

An important area of ​​personnel classification is the distribution of workers by profession, specialty and qualification. The division of professions and specialties is based on the law of social division of labor, the action of which causes the emergence of various types of work. The range of professions and specialties depends on how intensively the process of division of labor proceeds.

Profession characterizes the type of work activity for which the performer requires certain knowledge, training and practical skills. As a rule, professions have an industry affiliation and reflect the peculiarities of the manufacturing technology of the corresponding products and specific working conditions in a given industry: machine builders, metallurgists, textile workers, miners, etc.

Speciality stands out within professions and characterizes a relatively narrow type of work, requiring the performer to have in-depth training in a limited area. For example, turners, toolmakers, adjusters, mechanics, blacksmiths, etc. - within the limits of the mechanical engineering profession; weavers, spinners - within the profession of textile workers; drivers of shearing machines and combines, drifters, drillers within the profession of miners, etc. As new industries emerge and science and technology develop, new professions and specialties arise.

It should be noted that there are no strict principles and criteria for distinguishing workers by profession and specialty, and therefore it is conditional. What is true is that a profession characterizes a broader and more stable division of labor. Therefore, professions are more stable than professions that are more mobile and dynamic. The latter, depending on the depth of the individual division of labor and the specifics of the equipment used, in turn are split into narrower types. Thus, within the specialty “mechanic” there appear fitters-assemblers, fitters-toolmakers, etc.; within the specialty “turner” - turner-borer, turner-milling machine, turner-carousel operator, etc.

Unlike professions and specialties that reflect the area of ​​application of labor, qualification characterizes the degree of professional preparedness of an employee to perform a certain type of work, determined by the totality of his knowledge, skills and abilities. The level of qualifications of workers reflects the degree to which they have mastered their profession and specialty.

As the technical equipment of enterprises increases, knowledge becomes increasingly important in qualifications and the ability to directly influence the subject of labor becomes less important. The latter is increasingly moving to machines and mechanisms. The development of automation, computerization of production, the introduction of new types of artificial and synthetic materials objectively determine the need to master the working scientific foundations of production technology. The scientific and technological process increases the role and importance of intellectual and mental labor in the activities of workers and therefore places increased demands on their professional and general educational knowledge.

According to the level of qualification, workers are divided into unskilled, for the performance of labor functions of which there is no need for; special training, low-skilled - with little special training, qualified, receiving on-the-job training for an average of 6 months, and highly qualified, requiring significantly longer (up to 2-3 years) training to perform job functions.

Based on qualifications, management personnel are divided into personnel with secondary education, higher education, an academic degree or an academic title.

The external form of expression of a particular level of qualification is the tariff category. It is assigned depending on special training, skills and degree of independence in performing the work.

The percentage of the number of employees by category forms their functional structure. The largest share (up to 80%) in the structure of the number of employees is made up of workers. The personnel structure at various enterprises is influenced by many factors, the most important of which is scientific and technological progress. Revolutionary transformations in technology, changes in generations of technology increase the knowledge intensity of products, require the use of additional scientific means and highly qualified specialists and support workers in the personnel structure.

Analysis of the personnel structure allows us to determine the need for workers of various categories of appropriate qualifications necessary to ensure an uninterrupted production process in fulfilling planned tasks.

In reporting on the labor of enterprises and organizations of individual sectors of the sphere of material production (industry, construction, transport, state farms and some other production sectors), the number of workers is divided into two groups: workers and employees. From the group of employees, the following categories are distinguished: managers, specialists and other employees classified as employees.

ConsultantPlus: note.

By Decree of the State Standard of the Russian Federation dated December 26, 1994 N 367, on January 1, 1996, the All-Russian Classifier of Worker Professions, Employee Positions and Tariff Classes OK 016-94 was put into effect.

When distributing workers by personnel categories in statistical reporting on labor, one should be guided by the All-Union Classifier of Worker Occupations, Employee Positions and Tariff Grades (OKPDTR), approved by the USSR State Standard 08.27.86 N 016.

OKPDTR consists of two sections:

classifier of workers' professions;

classifier of employee positions, which contains positions of managers, specialists and employees.

33. Workers include persons directly involved in the process of creating wealth, as well as those engaged in repairs, moving goods, transporting passengers, providing material services, etc. In OKPDTR, the professions of workers are listed in section 1.

Workers, in particular, include persons employed:

33.1. management, regulation and supervision of the operation of automatic machines, automatic lines, automatic devices, as well as direct management or maintenance of machines, mechanisms, units and installations, if the labor of these workers is paid at tariff rates or monthly salaries of workers;

33.2. production of material assets by hand, as well as with the help of simple mechanisms, devices, tools;

33.3. construction and repair of buildings, structures, installation and repair of equipment, repair of vehicles;

33.4. moving, loading or unloading raw materials, materials, finished products;

33.5. at work on receiving, storing and sending goods in warehouses, bases, storerooms and other storage facilities;

33.6. care of machines, equipment, maintenance of production and non-production premises;

33.7. sinking of surface and underground mine workings, drilling, testing, sampling and development of wells, geological surveying, prospecting and other types of geological exploration work, if their labor is paid at tariff rates or monthly salaries of workers;

33.8. machinists, drivers, stokers, switch post attendants, track and artificial structure linemen, loaders, conductors, workers repairing and maintaining transport lines, communication lines, repairing and maintaining equipment and vehicles, tractor drivers, mechanics, crop and livestock workers ;

33.9. postmen, telephone operators, telegraph operators, radio operators, telecom operators;

33.10. operators of computers and electronic computers;

33.11. janitors, cleaners, couriers, cloakroom attendants, watchmen.

34. Managers include employees holding positions of heads of enterprises and their structural divisions. The position in OKPDTR, which has a category code of 1, refers to managers.

Leaders, in particular, include:

directors (general directors), chiefs, managers, heads, chairmen, commanders, commissars, foremen, work performers at enterprises, structural units and divisions;

chief specialists: chief accountant, chief dispatcher, chief engineer, chief mechanic, chief metallurgist, chief welder, chief agronomist, chief geologist, chief electrician, chief economist, chief researcher, chief editor;

Why is it necessary to take into account industrial production personnel and how is this done? In real labor relations there is such a thing as the personnel of a working enterprise. In other words, these are industrial production personnel who carry out labor activities and ensure the implementation of all existing production programs.

What is meant by this term?

The personnel of an operating enterprise is a specific group of individuals who perform all the functions that the enterprise assumes. This is a key power working resource, on the use of which the entire efficiency of the enterprise depends.

Efficiency depends precisely on the quality of work of all employees of the organization. If the team shows poor results, then the results of the production enterprise will be negative. In order for efficiency to become low, it is enough for the employees of only one department to begin to show poor results, and this will certainly negatively affect the work of the entire organization.

This industrial personnel itself is very heterogeneous. It includes many employees who are employed in a functioning enterprise in different areas and have different responsibilities. Thus, categories of production personnel are divided into:

1. Production workers involved in industrial production.
2. Production personnel involved in non-industrial work.

Production personnel includes the following categories of workers:

• workers involved in the execution of the current work process - this is the main staff, as well as everyone who works on an auxiliary basis;
• employees of engineering and technical services;
• employees of scientific organizations;
• administration employees, financiers and accountants.

This is the composition of the working industrial personnel. Non-industrial composition includes the following categories of individuals:

• everyone who is engaged in labor activity at enterprises in the catering sector;
• all employees of medical institutions;
• persons working in the housing and communal services sector;
• persons working in the leisure industry;
• working in subsidiary farming and listed on the balance sheet of the organization.

All employees are divided depending on the functions they perform into the following categories:

• workers;
• management staff;
• specialists;
• employees, junior working personnel;
• students;
• guards.

Workers' responsibilities

All workers have a basic duty, which is expressed primarily in the performance of their direct job functions. This means they have to show up and do their job. This unites all workers, regardless of qualifications and status. But the specification of their work can be very broad.

The personnel structure of the enterprise firmly divides employees into 2 parts. Workers, as you know, are divided into key workers and those who carry out work as auxiliary labor. Their responsibilities differ:

1. The main workers carry out the production process itself and manufacture the products.
2. The auxiliary workforce is busy serving the production process, simply helping the main staff.

Modernity dictates serious advances in the form of constant automation of the current work process, computerization of production technologies, and the operation of new flexible, efficient systems in mass and medium-sized production. All these innovations, dictated by the times, result in very frequent revisions of production policies in relation to the personnel of individual operating enterprises.

Considering how quickly the process is being automated, reconsidering attitudes towards working personnel is becoming an increasingly pressing issue.

At the same time, the relationships between categories, including key and auxiliary ones, are also seriously changing.

So how are things going in the workplace now? Today, the responsibilities of employees by category look like this:

1. Managerial HR staff. These are the personnel who directly manage all processes occurring in the workplace. They exercise technical, economic and organizational control over the workers. These employees include the director, all his deputies, heads of engineering services, leading accountants, the head of the economic department and heads of departments.
2. Specialists collect and filter information; these are primarily economists and technologists.
3. Technical employees. Dispatchers, cashiers, timekeepers, etc.
4. Junior staff. Cleaners, cloakroom attendants, etc.
5. Students. This includes anyone who works to gain experience.
6. Security guards.

Quantitative and qualitative indicators

The existing number of industrial production personnel for each individual organization can be described using other indicators that primarily take into account their quantity and corresponding quality. Quantitative indicators mean and describe the number of employees, including the PPP. By quality we do not mean the results of the work themselves, but the qualifications of the people employed in a particular organization. As a result, the number of workers is combined with the qualifications of the employees.

The concept of a profession represents a certain type of work activity, which, in turn, requires a wide variety of theoretical knowledge and skills already available as solid experience. Often employees of the same specialization are divided into different groups.

Take, for example, the profession of a mechanic. What is the specialty of such an employee? There are actually two of them: a mechanical assembly fitter and a fitter who works with measuring and control instruments. That is, when analyzing the structure of the workforce, they will also have to be divided into 2 groups. The objectivity of studying the quality of the work process should take into account the specialization of each employee. Qualifications should be examined separately from numbers.

Qualifications are the skills of a specialist that enable him to perform his job. The level of complexity of the work can vary - from the simplest to the kind that can only be done by people of one category of workers with education. Each specialization requires certain knowledge and practical training.

According to the level of workers, they are divided into the following categories:

• low-skilled;
• qualified;
• highly qualified.

All standards for the number of industrial production personnel in any case depend on these categories. Counting specialists, for example, is carried out by counting the degree of qualification of a particular professional. They are usually divided into the following categories:

1. Specialists with specialized education.
2. Persons with higher education.
3. Specialists with the highest qualification level.
4. Persons with academic degrees.

These are not all qualitative indicators.

To give the appropriate characteristics to the work team, a technique called tariff categories is used. The basic principles that influence the rank of a worker are:

• educational level of the employee;
• complex work being carried out.

Based on these two key criteria, the same tariff category is subsequently formed. The basis for this approach is the relevant qualification characteristics.

For a correct qualitative assessment, the following factors are taken into account:

• specifics of the enterprise;
• production size;
• organizational and legal form;
• belonging to any industry.

The organization's personnel structure indicates the number of all employees and in each category separately. As a rule, the bulk of the team members are workers, that is, those individuals who directly produce the products manufactured by the enterprise. In addition to all of the above, currently the qualification level of work teams is constantly increasing, methods of training employees and their further retraining are being modernized.

But why is such an intensive practice of personnel retraining carried out? The fact is that the main problem today is the acute shortage of specialized labor. Various technological innovations appear, which often create more problems than they solve. All these newly emerging difficulties rest on the quality of the workforce. Employers cannot find a sufficient number of professional personnel and are forced to retrain existing ones, increasing their qualification level.

The definition of “personnel” is most appropriate at the organizational level, since it defines the personnel of the organization who work for hire and are characterized by certain characteristics.

The main ones are:

Labor relations with the employer, as a rule, are formalized by employment contracts;

Possession of certain quality characteristics, a combination of personal and organizational goals.

Hence, staff- the main, permanent staff of qualified workers, which is formed and changes under the influence of both internal and external factors.

All employees of the enterprise are divided into two groups:

Industrial and production personnel engaged in production and its maintenance;

Non-industrial personnel employed primarily in the social sphere of the enterprise.

Industrial production personnel are personnel who are engaged directly (key workers) or indirectly (managerial personnel) in performing industrial and production functions of the enterprise. This category is applicable to designate employees of an enterprise engaged in industrial production activities.

Industrial production personnel (IPP) is divided into the following groups:

1. workers - performing various technological processes;

2. employees – processing of various information;

3. junior service personnel (JOP) – maintaining cleanliness and order in production;

4. security;

5. apprentices – a reserve of qualified labor.

In turn, employees are divided into three categories according to the functions they perform:

1. managers;

2. specialists;

3. technical performers.

The functions of managers are making decisions and ensuring their implementation. The functions of specialists (engineers, economists, etc.) are to prepare information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical performers provide the necessary conditions for the work of managers and specialists.

The personnel composition or personnel of an enterprise and its changes have certain quantitative, qualitative and structural characteristics that can be reflected by absolute and relative indicators:

1. list and attendance number of employees of the enterprise and (or) its internal divisions, individual categories and groups as of a certain date;

2. the average number of employees of the enterprise and (or) its internal divisions for a certain period;

3. the share of employees of individual divisions (groups, categories) in the total number of employees of the enterprise; growth rate (increase) in the number of employees of the enterprise for a certain period;

4. average category of workers of the enterprise;

5. the share of employees with higher or secondary specialized education in the total number of employees and (or) employees of the enterprise;

6. average work experience in the specialty of managers and specialists of the enterprise;

7. staff turnover for the hiring and dismissal of employees;

8. capital-labor ratio of workers and (or) workers at the enterprise, etc.

The combination of these and a number of other indicators can give an idea of ​​the quantitative, qualitative and structural state of the enterprise’s personnel and trends in their changes in order to increase the efficiency of the use of labor resources.

The quantitative characteristics of the enterprise’s personnel are, first of all, measured by such indicators as: payroll; turnout; average number of employees.

The payroll number of employees of an enterprise is the number of employees on the payroll as of a certain date or date, taking into account the employees hired and retired for that day. Payroll includes:

1. actually working;

2. downtime and absent for any reason (business trips, additional annual leave);

3. those who did not appear with the permission of the administration;

4. performing state and public duties;

5. those involved in agricultural work (if their wages are maintained);

6. those who did not show up due to illness;

7. on maternity leave;

8. unpaid additional parental leave;

9. vocational school students who are on the balance sheet of the enterprise;

10. working part-time or weekly;

11. homeworkers.

The employee payroll indicator is determined daily according to time sheet data.

Turnout number- this is the number of employees on the payroll who showed up for work. The difference between turnout and payroll composition characterizes the number of full-day downtime (vacation, illness, business trips, etc.).

To calculate the number of employees for a certain period, the indicator is used average number. It is used to calculate labor productivity, average wages, turnover rates, staff turnover and a number of other indicators.

Average headcount employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the resulting amount by the number of calendar days of the month. The average number of employees for a quarter (year) is determined by summing the average number of employees for all months of operation of the enterprise in the quarter (year) and dividing the resulting amount by 3 (12).

The qualitative characteristics of the enterprise’s personnel are determined by the degree of professional and qualification suitability of its employees to fulfill the goals of the enterprise and the work they perform.

It is quite difficult to assess the qualitative characteristics of an enterprise’s personnel. However, at present there is a certain range of parameters that allow us to determine the quality of work:

1. economic (complexity of work, employee qualifications, industry affiliation, working conditions, length of service);

2. personal (discipline, skills, conscientiousness, efficiency, creative activity);

3. organizational and technical (attractiveness of work, saturation of equipment, level of technological organization of production, rational organization of labor);

4. socio-cultural (collectivism, social activity, general cultural and moral development).

The structural characteristics of the enterprise's personnel are determined by the composition and quantitative ratio of individual categories and groups of enterprise employees.

The creation of production is always associated with people who work at the enterprise (company). The correct principles of production organization, optimal systems and procedures play, of course, an important role, but production success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, and receptivity to learning.

At the same time, labor relations are perhaps the most difficult problem of entrepreneurship, especially when the enterprise team numbers tens, hundreds and thousands of people. Labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment, selection of the optimal wage system, and the creation of social partnership relations in the enterprise.

Personnel (labor personnel) of an enterprise is the main composition of qualified workers of an enterprise, company, or organization.

Typically, an enterprise's workforce is divided into production personnel and personnel employed in non-production departments. Production personnel - workers engaged in production and its maintenance - make up the bulk of the enterprise's labor resources.

The largest and most basic category of production personnel is workers enterprises (firms) - persons (employees) directly engaged in the creation of material assets or work to provide production services and move goods. Workers are divided into main and auxiliary.

TO main worker include workers who directly create the commercial (gross) output of enterprises and are engaged in the implementation of technological processes, i.e. changes in shape, size, position, condition, structure, physical, chemical and other properties of objects of labor.

TO auxiliary include workers engaged in servicing equipment and workplaces in production shops, as well as all workers in auxiliary shops and farms. Auxiliary workers can be divided into functional groups: transport and loading, control, repair, tool, housekeeping, warehouse, etc.

Managers– employees holding positions of managers at different levels in the enterprise (director, foreman, shop manager, chief specialists, etc.).

Specialists– employees who have a higher or secondary specialized education, as well as employees who do not have a special education, but occupy a certain position (economist, engineer, technologist).

Employees– workers involved in the preparation and execution of documents, accounting and control, business services (agent, cashier, clerk, secretary, statistician, etc.).

Junior service personnel– persons holding positions in the care of office premises (janitors, cleaners, etc.), as well as in servicing workers and employees (couriers, delivery boys, etc.).

The ratio of various categories of workers in their total number characterizes the structure of personnel (personnel) of an enterprise, workshop, or site. The personnel structure can also be determined by such characteristics as age, gender, level of education, work experience, qualifications, degree of compliance with standards, etc.