Ready report on educational practice personnel management. Trade organization personnel management - practice report

1. Theoretical part

1.1 The concept of personnel management in the enterprise

2. Analytical part

2.1. General characteristics of ZAO SpetsMontazhStroy-5

2.6 Analysis of the existing system of motivation and incentives for the personnel of ZAO SpetsMontazhStroy-5.

2.7 Analysis of training, retraining and advanced training of workers, operating at the enterprise.

An individual task for an internship in the specialty “Personnel Management”

1. Brief description of the company and its main activities

2. Activities and forms of organization of work on the formation of the internal image of LLC _______________

3. Organization of work and procedures for the selection and recruitment of personnel

home Converter Ready report on educational practice personnel management. Trade organization personnel management - practice report

Faculty economics and Management
Chair Organisation management

DIARY
INTERNSHIP

student 4 faculty course
Kuzmin Mikhail Yurievich
Study group №МВС-4/09 record book №MES - 039/09
In LLC "Ciar"
As a Human Resources Manager
During the period from June 20, 2011 to July 31, 2011

Content of work experience

the date	The nature of the work performed	Signature of the head of the practice of the enterprise
20.06.2011
21.06.2011	Structure of Ciar LLC
22.06.2011	Familiarization with office work at Ciar LLC
23.06.2011	Familiarization with the charter of Ciar LLC
24.06.2011	Familiarization with the Rules work schedule
27.06.2011	Familiarization with the Regulations on the department of personnel management.
28.06.2011	Familiarization with the job description of the employee of the department of personnel management.
29.06.2011	Assistance in drawing up a reserve of personnel.
30.06.2011	Production of service certificates, their issuance to employees.
01.07.2011	Preparation of local regulations, orders, orders in the areas of personnel activities.
04.07.2011	Preparation of materials and documents for the presentation of personnel for various types of encouragement and awards.
05.07.2011	Participation in internal audits.
06.07.2011	Preparation of materials on bringing employees to disciplinary and material liability.
07.07.2011	Organizational and content support of the commission's activities in the main areas of personnel activity.
08.07.2011	Together with the heads of departments, scheduling vacations, registration and accounting for the use of regular and additional vacations.
11.07.2011	Together with the financial and economic department, the organization of timesheets.
12.07.2011	Together with the educational department, the organization of inspections of labor and educational discipline, compliance with internal regulations.
13.07.2011	Execution of documents and their submission to the relevant organizations for the implementation by personnel of social benefits and guarantees
14.07.2011	Consideration of complaints and statements of employees on issues related to the competence of the personnel department.
15.07.2011	Analysis and correction of incoming documents and materials.
18.07.2011	Systematization of personnel credentials,
19.07.2011	Preparation and execution of documents for assigning pensions to employees.
20.07.2011	Registration of reception, transfer and dismissal of employees in accordance with the labor legislation of the Russian Federation.
21.07.2011	storage and filling of work books.
22.07.2011	Monitoring the execution by the heads of departments of orders and instructions for working with personnel.
25.07.2011	Studying the movement of personnel, analysis of staff turnover, development of measures to eliminate it.
26.07.2011	Familiarization with the rules and regulations of labor protection, safety, industrial sanitation and fire protection.
27.07.2011	Cooperation with the department of statistical reporting.
28.07.2011	Preparation of statistical reporting in all areas of personnel activity.
29.07.2011	Completion of all assigned tasks. Drawing up a report plan based on the results of the internship and its coordination with the head of the enterprise.

July 31, 2011 July 31, 2011
_________________________ __________________
(Signature of the head of practice from the enterprise) (signature of the student)
M.P.

Moscow Institute of Humanities and Economics

Faculty economics and Management Chair organisation management

CALENDAR PLAN OF WORK
for the period from June 20, 2011 on July 31, 2011 student 4 faculty course economics and Management MGEI, Kuzmin Mikhail Yurievich on industrial practice in Ciar LLC

No. p / p	Name of works	Weeks of internship
No. p / p	Name of works	1	2	3	4	5	6
1	Brief description of the company and its main activities	+
2	Structure of Ciar LLC		+
3	Measures and forms of organization of work on the formation of the internal image of LLC "SIAR"			+	+	+	+
4	Organization of work and procedures for the selection and recruitment of personnel	+	+	+	+	+	+
5	Organization of the personnel assessment and certification procedure			+
6	The main provisions of the internal labor regulations in LLC "SIAR				+
7	The main provisions of the scheme for building material motivation in LLC "Ciar"					+
8	Key points non-material motivation at LLC "Ciar"					+
9	Evaluation of the organization of personnel management in LLC "Ciar"						+

Vladimir Dmitrievich Malakhov, head of practice from MGEI Associate Professor, Candidate of Social Sciences
Head of practice from the organization Reznikov Sergey Anatolyevich Director of LLC "SIAR
Moscow Institute of Humanities and Economics

Faculty economics and Management
Chair organisation management

REPORT
ABOUT INTERNSHIP

4th year student of the Faculty of Economics and Management of the Moscow State Power Institute,
Kuzmin Mikhail Yurievich
study group No. MVS-4/09 record book No. MES-039/09
In LLC "Ciar"
as Human Resources Manager
in the period from June 20, 2011 to July 31, 2011

Introduction…………………………………………………………………………...3 1. Brief description of the company and its main activities…….4 2. Events and forms of organization of work on the formation of the internal image of LLC "Ciar"………………………………………………………………. 7 3. Organization of work and procedures for the selection and recruitment of personnel……………..8 4. Organization of the procedure for assessing and attesting personnel…………………..12 6. The main provisions of the scheme for constructing material motivation in OOO “Ciar”…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………18 7. The main provisions of the scheme for constructing intangible motivation in LLC “Ciar”………………………………………………………………………..19 8. Evaluation of the organization of personnel management in LLC “Ciar”………… ….20 Conclusion………………………………………………………………………...21 Review of the organization……………………………………… …………… …………...22

« 31 » July 2011
____________________
M.P.

Introduction

The main goal of organizational and economic practice is to deepen and consolidate theoretical knowledge in the personnel management system and its features, taking into account industry affiliation, the specifics and scope of the organization LLC "Ciar", the development and accumulation of creative skills in analyzing and improving the PM system, the formation of socio-professional competencies in the field of PM.
Purpose of practice: Examining the content of existing managerial management activities by human resourses and the basic principles of its organization in Ciar LLC.
Practice objectives:
1. Acquaintance with the company, which is the base of the practice.
2. The study of the organizational structure and forms of organization of work in the organization's personnel management.
3. Acquaintance with the structure of specialized units in the personnel management system and job descriptions.
4. Acquaintance with the normative and methodological documentation regulating the processes of personnel management of the enterprise, the system and procedure for the implementation of document management.
5. Acquisition of practical skills in working with documents that determine the organization of the work of individual subsystems in the personnel management system.

2. Brief description of the company and its main activities

Ciar LLC (chain of stores) is a supermarket of a universal type and offers more than 35 thousand items: household goods and stationery, souvenirs, gifts, cosmetics, perfumery, accessories. The seasonal assortment is regularly updated (gifts for the holidays, gardening equipment, school supplies).
From the very beginning of its activity, the company used elements of self-service in trade.
Ciar LLC was founded in 0000 and is located on the Krasnogorsk Highway.
To achieve the goals and objectives, the Company carries out the following activities:
1. Trading and purchasing activities, including wholesale trade in consumer goods, food products, industrial and technical products;
2. Point of public catering (cafe);
3. Implementation food products, consumer goods;
4. Realization of stationery and interior items;
5. Intermediary, dealer, distribution;
6. Organization of exhibitions, fairs, presentations.
The supreme governing body is the Founder, whose share in the authorized capital is 100%. All decisions on issues related to the competence of the general meeting of the Members of the Company are taken by the Founder of the Company solely and are drawn up in writing.
Management of the current activities of the Company is carried out by the sole executive body represented by the director, who is appointed by the Founder for a period of up to 5 years and is accountable to the Founder of the Company.
Labor relations of the Company's employees are built on a contract basis. Labor income of each employee is determined by his personal contribution, taking into account the final results of the Company's work, is regulated by taxes and is not limited to maximum amounts.
The minimum wage for the Company's employees is established by the laws of the Russian Federation.
The form, system and amounts of remuneration, as well as other types of income of employees, are established by the Company independently, depending on the profession, qualifications of employees, the complexity and conditions of the work performed.
Employees working under a contract may receive remuneration both in the form of wages and in the form of a share of profits if there is a mutual agreement between the employee and the Company.
Employees of the Company are subject to social, medical insurance, social security in the manner and on the terms established for workers, employees of state enterprises of the Russian Federation.
The Company provides employees with safe working conditions and is liable in accordance with the procedure established by law for damage caused to their health and ability to work. The employee is responsible for the damage caused to the Company in case of violation of the technical safety rules by the employee.
Labor relations of the Company's employees, including their social and pension provision, as well as issues of social development of the Company, are determined in the internal documents of the Company, including the collective agreement.
The structure of Ciar LLC has a linear-functional principle of construction based on unity of command.
The Human Resources Department is represented by the HR Director, the HR Development Manager, the Recruitment Manager, and the HR Records Specialist.
The HR Director is the head of the Human Resources Department and performs the following functions:
1. Security competitive advantage companies through the creation of an effective personnel policy that allows to form a team of highly qualified specialists;
2. Development and implementation of the personnel policy of the enterprise;
3. Development of standards and regulations for the selection, adaptation, placement, retention of personnel;
4. Coordination of the implementation of technologies in the field of HR by all employees of the department;
5. Setting goals and organizing the practice of fulfilling tasks in the field of human resource management in all departments;
6. Increasing the professional level of employees;
7. Staff motivation;
8. Ensuring the effective use of personnel;
9. Establishment and control of the personnel movement accounting system;
10. Ensuring healthy and safe working conditions;
11. Ensuring compliance with labor laws.
HR Development Manager:
1. Conducts focus groups with company personnel to determine the need for training programs;
2. Develops special trainings for staff;
3. Plans, accompanies and supervises special courses;
4. Researches, evaluates and selects third party programs;
5. Provides leadership in the development and delivery of programs;
6. Improves teaching aids and resources;
7. Manages the maintenance of documents related to the training of employees;
8. Performs typical managerial duties in planning, evaluating, organizing, debriefing and monitoring;
9. May also be responsible for overseeing staffing, conducting performance appraisals, training and professional development of subordinates, promotions, salary increases, layoffs, disciplinary action, etc.
HR manager:
1. Determines the company's need for personnel;
2. Studying the state of the labor market, the level of wages, social programs at various enterprises to develop the concept of recruitment;
3. Develops cards of vacancies and vacancies;
4. Draws up a schedule for the search for workers needed by the enterprise;
5. Determines the sources of personnel search;
6. Gets acquainted with the resumes of applicants; meets with applicants; conducts interviews with applicants; organizes professional, psychological questioning and testing of applicants; studies the business and professional qualities of applicants; checks the recommendations of applicants; examines the characteristics and information from the previous jobs of applicants;
7. Evaluates the results of interviews and testing of applicants, selects applicants that meet the requirements of the enterprise.
8. Maintains recruitment statistics (Appendix 2).
The Human Resources Specialist is responsible for:
1. Accounting for the personnel of the organization, its divisions;
2. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations and orders of the head of the organization;
3. Keeping personal files of employees, making changes in them related to labor activity;
4. Filling, accounting and storage of work books;
5. Accounting for the granting of vacations to employees;
6. Registration of documents on pension insurance and their submission to the social security authorities;
7. Drawing up the established reporting;
8. Timekeeping.

2. Measures and forms of organization of work on the formation of the internal image of LLC "Ciar".

The success of the company, in many ways, lies in the fact that it began with creative and cheerful people. This is still of great importance in the policy of recruitment. The employees of Ciar LLC are successful positive people who skillfully combine freedom combined with responsibility, innovation and creativity, appreciating the traditions of partnership with customers, suppliers and colleagues.
The employees of the chain of stores have every reason to be proud of their work, because the company provides all the conditions for this: decent, regularly indexed wages that objectively reflect the professional level of the employee, social guarantees, career growth opportunities, confidence in the future. As well as:
1. Corporate discounts on the employee's personal card for goods and services of the company;
2. Organization of preferential hot lunches for employees of all departments;
3. Providing material assistance to employees of the enterprise in extreme situations;
4. Annual free flu vaccination of employees;
5. Gifts for employees' children;
6. The most comfortable workplaces;
7. Overalls;
8. The opportunity for all employees to visit the sports complex (gym, swimming pool, volleyball, basketball, football) free of charge.

3. Organization of work and procedures for the selection and recruitment of personnel

Recruitment policy
The site formulates the basic principles that the company adheres to when recruiting for vacant positions:
1. Competence is the main requirement for candidates. We study biographical data, professional career and recommendations, determine the level of professional knowledge and skills, business and personal qualities, health status, predict the success of adaptation in the team. We focus on growing specialists and heads of structural divisions within the enterprise;
2. Objectivity - we strive to minimize the influence of the subjective opinion of persons making a decision on the admission of a candidate;
3. Continuity - we are constantly working on the selection of the best specialists, the formation of a personnel reserve from external candidates and employees of the enterprise;
4. Scientific - we use the most modern methods in the recruitment process.
Assessment method.

Questioning - allows you to collect key information for the candidate that is important when making a decision.

Disadvantages: high probability of exaggeration by the candidate of his qualities, skills, knowledge.
Reliability - average, additional clarification is needed.

Primary interview - allows you to personally verify the accuracy of the information contained in the questionnaire and evaluate the behavior of the candidate.

Disadvantages: the inability to fully assess the ability and motivation of the candidate, high degree influence of subjective factors.
Reliability is high.

Psychological testing - allows you to assess the degree of compliance of the psychometric characteristics of the candidate with the specifics of the workplace, as well as the compatibility of the candidate with the socio-psychological climate of the organization.

Disadvantages: difficult to interpret results, requires special training, strong influence external factors on the condition of the candidate at the time of testing.
Reliability - medium or high when using several types of testing that evaluate the same factors.

An on-the-job internship is an opportunity to look at a candidate "at work".

Disadvantages: separation from the work of a specialist mentor.
Reliability - average, tk. in the process of acquiring skills and adapting to the company, the candidate is not able to fully express himself.
The procedure for selection and selection of personnel .
1) Determining the need for personnel:
Stage 1 - Application for opening a vacancy. Responsible for stage 1 - line manager. The application justifies the need to open a vacancy, the need for workplace equipment, and the job responsibilities of a new employee. An application for opening a vacancy is filled out on a special form by a line manager in whose department the opening of a vacancy is planned, and submitted to the Human Resources Department.
Stage 2 - Examination of the vacancy. Responsible for stage 2 - HR Director. Based on the application for opening a vacancy, an examination of the vacancy is carried out (identification of the objective need of the department for a new employee). With a positive result of the examination of a vacancy, an application for opening a vacancy is sent for approval to the director.
Stage 3 - Description of the requirements for the candidate in the form of a specification as an addition to the application for opening a vacancy. Responsible for stage 3 - HR Director. The specification is drawn up by a specialist of the Human Resources Department together with a line manager on the basis of an application for opening a vacancy signed by the director.
2) Technology of personnel search:
The HR Director determines the list of vacancies based on the applications of managers, develops a strategy and tactics for searching for candidates (depending on the vacancy, the time required to close the vacancy, requirements for candidates and financial resources), as well as the choice of candidate selection methods.
The search for candidates is carried out by posting vacancy announcements in the following resources: mass media (newspapers), recruitment agencies, recruiting agencies, specialized and higher educational institutions, employment centers, the Internet, specialized stands in stores. Responsible for posting information about vacancies - recruitment specialist.
The enterprise's requirements for candidates and the form for submitting an advertisement and specific media are determined by the HR director.
The recruitment specialist controls the release of announcements and files it into the archive, and also requests and submits to the accounting department all the necessary reporting accounting documents (invoice, certificate of completion, etc.).
3) Technology of selection of candidates. The following methods are used in the selection of candidates:
1. Questioning.
All incoming calls for vacancies are taken by a recruiter. Responsible for the positioning of the company, the correctness of the information provided - a recruitment specialist.
Candidates at the professional level and above are encouraged to send a CV or application form to the recruiter's email address. Once every 2-3 days, the recruiter sends resumes of applicants to current vacancies in printed form to the director of personnel. Candidates below the level of a specialist are invited to fill out questionnaires of the established form in stores. Candidates leave completed questionnaires in mailboxes. Every day at 9-00, the recruiter takes out questionnaires from the store's mailbox and registers them indicating the desired position, the source of information about the vacancy and the required salary level, i.e. collects statistical data.
The recruitment specialist ensures the formation of a personnel reserve of candidates by registering and storing questionnaires / resumes of potentially interesting candidates for the company.
2. Initial interview.
etc.................

Introduction……………………………………………………………….

1. Theoretical part

1.1 The concept of personnel management in the enterprise……….

2.1 Methods of personnel management of the enterprise………………

2. Analytical part

2.1 general characteristics enterprises………………………….

2.2 Analysis of the organizational structure of management

enterprise………………………………………………………………...

2.3 Analysis of personnel utilization………………………………

2.4 Analysis of the use of working time……………………..

2.5 Analysis of selection, selection, hiring of personnel……………………..

2.6 Analysis of staff motivation…………………………………...

2.7 Analysis of advanced training……………………………………………………….

3 Conclusions on the analytical part………………………………...

Bibliography…………………….................

Introduction

Personnel management at an enterprise is a type of activity that allows you to implement, generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. Broadly speaking, there are three factors that affect people in the enterprise.

The first is the hierarchical structure of the enterprise, where the main means of influence are relations of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make an individual behave in this way and not otherwise without visible coercion.

The third is the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise.

During the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the enterprise is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, without forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the department of labor organization and wages, the department of labor protection and safety, etc. The tasks of the new services are to implement the personnel policy and coordinate labor management activities at the enterprise . In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of incentive systems. labor activity, management of professional advancement, conflict prevention, market research labor resources etc.

In the system of personnel management methods, there are:

· Administrative method;

· Economic method;

· Socio-psychological method.

In this thesis, each method will be considered separately.

The concept of personnel management of an enterprise is a system of theoretical and methodological views on the understanding and definition of the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of enterprises.

The basis of the concept of personnel management of an enterprise is currently the increasing role of the employee's personality, the importance of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise.

Changes in the economic and political systems in Russia in the 1990s simultaneously provide great opportunities and contain serious threats to the stability of the existence of each individual, introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation is of particular importance, as it allows you to implement, generalize a wide range of issues of adaptation of the individual to external conditions, taking into account the personal factor in building the personnel management system of the enterprise. In summary, there are three factors that affect the employees of the enterprise.

First- the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth.

Second - culture, i.e. the scale of values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make the individual behave in this way and not otherwise without visible coercion.

The third - market - a network of equal relations based on the sale of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. The nature, quality of the economic situation at the enterprise is determined by the factor that is given priority.

During the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. Inside the enterprise, the main thing is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to initiative, not thoughtless execution. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

A generalization of the experience of domestic and foreign enterprises allows us to formulate the main goal of the personnel management system: staffing, their effective use, professional and social development (Figure 1.1).

1st main goal	Providing the enterprise with personnel, their effective use, professional and social development


Level 2 Goals	Development of a personnel management strategy taking into account the use of new technologies	Forecasting and advanced planning of personnel	Building a motivational management mechanism, a social security system

Level 3 Goals	Analysis of the requirements of new technologies for specialists, jobs Development of a list of new specialties, positions	Analysis of personnel development dynamics Analysis of individual staff development plans Personnel and career planning	Analysis of labor processes Quality of life analysis Social development planning

Figure 1.1 Enlarged tree of objectives of the management system

enterprise personnel

In accordance with these goals, the personnel management system of the enterprise is formed, in which the functions of personnel management are implemented. It includes a subsystem of the general linear management and a number of functional subsystems specializing in the performance of homogeneous functions.

The subsystem of general and line management carries out: management of the enterprise as a whole, management of individual functional units, management of individual production units. The functions of this subsystem are performed by: the head of the enterprise, his deputies, heads of functional and production units, their deputies, foremen, foremen.

Functions of the personnel planning and marketing subsystem: development of a personnel policy and personnel management strategy, analysis of personnel potential, analysis of the labor market, organization of personnel planning, planning and forecasting the need for personnel, organizing advertising, maintaining relationships with external sources providing the enterprise with personnel.

The personnel recruitment and accounting subsystem carries out: organization of personnel recruitment, organization of interviews, assessment, selection and admission of personnel, accounting for the reception, movement, incentives and dismissal of personnel, professional orientation and organization of the rational use of personnel, employment management, office support of the personnel management system.

The labor relations subsystem carries out: analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stresses, socio-psychological diagnostics, compliance with ethical standards of relationships, management of interaction with trade unions.

Functions of the working conditions subsystem: compliance with the requirements of psychophysiology and labor ergonomics, compliance with the requirements of technical aesthetics, labor and environmental protection, paramilitary security of the organization and individual officials.

The personnel development subsystem carries out: training, retraining and advanced training, induction and adaptation of new employees, assessment of candidates for a vacant position, current periodic assessment of personnel, organization of rationalization and inventive activities, implementation of a business career and service and professional advancement, organization of work with personnel reserve.

The personnel behavior motivation subsystem carries out: management of labor behavior motivation, regulation and billing of the labor process, development of wage systems, development of forms of personnel participation in profits and capital, development of forms of moral encouragement of personnel, organization of regulatory and methodological support of the personnel management system.

The social development subsystem carries out: organizing public catering, managing housing and consumer services, developing culture and physical education, ensuring health and recreation, providing children's institutions, managing social conflicts and stress, organizing the sale of food and consumer goods, organizing social insurance.

The subsystem for the development of organizational management structures carries out: analysis of the existing organizational structure of management, design of a new organizational structure of management, development of the staffing table, formation of a new organizational structure of management, development and implementation of recommendations for the development of leadership style and methods.

The legal support subsystem carries out: resolving legal issues of labor relations, coordinating administrative and other documents on personnel management, resolving legal issues economic activity, consulting on legal issues.

The information support subsystem carries out: keeping records and statistics of personnel, information and technical support of the personnel management system, providing personnel with scientific and technical information, organizing the work of the enterprise's mass media, conducting patent and licensing activities.

The functions of the subsystems are performed by various HR departments of the enterprise. Depending on the size of the enterprise, the composition of the divisions changes: in small enterprises, one division can perform the functions of several subsystems, and in large enterprises, the functions of each of the subsystems, as a rule, are performed by a separate division.

1.2 Methods of enterprise personnel management

Methods of personnel management (PMP) - methods of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological (Figure 1.2).

Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods are based on methods of motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such behavioral motives as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, and a culture of work activity. These methods of influence are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities.

Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence.

Organizational impact is aimed at organizing the production and management process and includes organizational regulation; organizational regulation and organizational and methodological instruction.

Administrative Economic Socio-

psychological

Technical and economic

Techno-economic

justification

Techno-economic

planning

economic

stimulation

Financing

Labor motivation

activities

Salary

Capital investment

Lending

Pricing

Participation in profits and capital

Ownership Participation

Taxation

Establishment of economic

norms and regulations

Insurance

Establishment of material

sanctions and incentives

Figure 1.2 The system of personnel management methods in the organization

Organizational regulation determines what a management employee should do, and is represented by regulations on structural divisions that establish tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. On the basis of the provisions, the staffing table of this unit is compiled, its daily activities are organized. The application of the provisions allows you to evaluate the performance of the structural unit, make decisions on the moral and material incentives for its employees.

Organizational regulation in organizations provides for a large number of standards, including: quality and technical standards (technical specifications, organization standards, etc.) technological (route and flow charts, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the size of own working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of idle time of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedure for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning in an organization of an automated control system, arrays of norms and standards are organized on information carriers of a computer, in an information-computing center (ICC).

Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instructions, recommendations are given for the use of various modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include:

1. job descriptions that establish the rights and functional duties of managerial personnel;

3. methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task;

4. work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.

The acts of organizational regulation and organizational and methodological instruction discussed above are normative. They are issued by the head of the organization, and in cases provided for by the current legislation - jointly or in agreement with the relevant public organizations and are obligatory for divisions, services, officials and employees to whom they are addressed.

The administrative influence is expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the solution of a problem.

The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.

Economic methods are elements of the economic mechanism by which the progressive development of the organization is ensured.

The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

With a market system of management in a free market and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is enhanced. They become the most important condition for creating a holistic, efficient and flexible system for managing the organization's economy.

Planned management of the economy is the main law of the functioning of any organization that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is argued that the organization is a free commodity producer, which acts on the market as an equal partner of other organizations in the social cooperation of labor. Plan economic development is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.

To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.

Socio-psychological methods of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors * the interests of the individual, group, team in the process of personnel management.

Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.

Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However effective management human resources, consisting of a set of highly developed personalities, involves knowledge of both sociological and psychological methods.

Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

Social planning ensures the setting of social goals, criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results.

Sociological research methods constitute a scientific toolkit for working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable personnel decisions to be made. The survey allows you to collect necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview - an ideal version of a conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or in extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.

Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization.

Psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

1. the formation of units ("teams") based on the psychological compliance of employees;

2. comfortable psychological climate in the team;

3. formation of personal motivation of people, based on the philosophy of the organization;

4. minimization of psychological conflicts (scandals, resentment, stress, irritation);

5. development of a service career based on the psychological orientation of employees;

6. the growth of the intellectual abilities of the members of the team and the level of their education;

7. formation of a corporate culture based on the norms of behavior and images of ideal employees.

It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists.

MUP can also be classified on the basis of belonging to the general management function: methods of regulation, organization, planning, coordination, regulation, motivation, stimulation, control, analysis, accounting. A more detailed classification of MUP on the basis of belonging to a specific function of personnel management allows you to build them into the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel, socialization, career guidance and labor adaptation of personnel, motivation of personnel labor activity, organization of a personnel training system, conflict and stress management, personnel safety management, organization of personnel labor, management of business career and professional promotion of personnel, release of personnel.

ZAO "SMS-5" was founded in 1994 to meet the needs of the national economy in electrical and construction needs. The enterprise began its production activity on January 13, 1994. The total production area was 402 sq.m., with 47 units of technological equipment, the number of employees was 250, of which one third were engineering and technical workers. The enterprise was given the task of mastering and providing competitive works to the market:

· on construction;

on electricity;

in plumbing;

for ventilation and air conditioning;

· on diagnostics of systems of ventilation and boiler installations.

CJSC SpetsMontazhStroy-5 further CJSC "SMS-5" - an enterprise engaged in the provision of work related mainly to construction work and related work during construction. ZAO "SMS-5" has a well-established system of quality and reliability of the proposed work, which is ensured by qualified technical control and medium-skilled personnel.

Putting into production only competitive works and constant work on the quality of the works provided are the problems that are a priority for the management. All work in this area is led by the Deputy General Director. Quality service technicians have been trained.

CJSC "SMS-5" has its own tool-technical and material-technical base. The experience of specialists and the available equipment make it possible to organize the production of high-quality products on the basis of the enterprise for their subsequent use in construction and related construction works.

The bulk of the services and works of ZAO SMS-5 (65%) are construction works. However, the continued growth of competition has led to the need to pay special attention to the work of other areas.

Performance indicators of the enterprise for 2005-2006

Table 2.1

Indicators	deviation	Growth rate %
Proceeds from the sale of products, works, services.
Number of employees including workers
Average annual output
payroll fund. including workers
Average annual salary 1 worker; working
Cost price

Profitability

To calculate the % change of the indicator, the data of the reporting year are divided by the data of the previous year.

The table shows that the proceeds from the implementation of works in comparison with 2005 decreased by 159375 thousand rubles, and with it the net profit of the enterprise decreased by 91299.7 thousand rubles.

The organization is equipped with high-tech equipment for an easy, fast and high-quality process of providing work. Currently, the main consumers of CMS-5 work are Russian partners, including industrial commercial and state enterprises, the Ministry of Foreign Affairs, GlavUpDk, the Federal Security Service, banks, embassies, hotels, schools, hospitals, kindergartens, etc., and as well as private individuals (houses, cottages, apartments.

At the moment CJSC "SpetsMontazhStroy-5" is working to increase the lists of the client base, and by 2010 plans to increase its potential in the market by about 14.5% of the current volume.

Once a year, two or three people from different departments are sent for internships abroad to acquire new work skills and advance through the ranks.

2.2 Analysis of the organizational structure of enterprise management

Organization management structure her- a set of specialized functional units interconnected in the process of substantiation, development, adoption and implementation of management decisions.

The main elements of the organizational structure are:

Management levels;

Divisions and management units;

Management communications.

General meeting

CEO

Chief Accountant Financial Director Chief Economist

Accounting Financial department Planning and

economic

Head. HR manager engineer

Engineers

Heads of departments

Department 1 Department 2 Department 3 Department 4 Department 5

Air conditioning Building Wiring Low-voltage Plumbing

roving and

ventilation

Figure 2.1 Organizational structure of enterprise management

Figure 2.1 shows that there is no personnel department in this management structure. This department, in general, completely replaces one person, in this case the head of the personnel department. The duties of which include the entire scope of the entire department. Which, in turn, does not cope with the duties of the whole department assigned to it, and because of this, there is no rational personnel management of the entire enterprise

The relationship between the elements of the management structure is maintained through links, horizontal and vertical. The first are in the nature of coordination and are single-level (for example, between departments). The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals. In the management structure of the organization, linear and functional relationships are also distinguished. The first is the essence of the relationship about acceptance and implementation management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as powers is used: linear and staff. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise and help, but not to order other members of the organization to carry out their orders (Planning and Economic Department). Between all the components of the organizational structure of management named above, there are complex relationships of interdependence: changes in each of them (the number of elements or levels, the number or nature of connections or the powers of employees) necessitate a revision of all the others. For example, if the management of an organization decides to introduce a new body into the organizational structure of management (whose functions have not been performed by anyone before), it is necessary to simultaneously answer the following questions: What tasks will the new department solve? To whom will he be directly subordinated? What bodies and divisions of the organization will bring the necessary information to him? At what hierarchical levels will the new service be presented? What powers are given to employees of the new department? What forms of communication should be established between the new department and other departments? An increase in the number of elements and levels in the organizational structure inevitably leads to a multiple increase in the number and complexity of connections that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration of the quality of the functioning of the organization's management. There are many requirements for the management structure, reflecting its key importance for management.

2.3 Analysis of the use of personnel in ZAO SMS-5

Tasks and sources of analysis. The analysis of economic activity plays an important role in improving the organization of wages, ensuring its direct dependence on the quantity and quality of labor, final production results. In the process of analysis, reserves are identified for creating the necessary resources for growth and improving wages, introducing progressive forms of wages for workers, and systematic monitoring of the measure of labor and consumption is ensured.

Analysis of headcount dynamics

The main objectives of the analysis are the following:

study and assessment of the security of the enterprise and its structural divisions with labor resources as a whole;

determination and study of staff turnover indicators;

The security of the enterprise with labor resources is determined by comparing the actual number of employees by category and profession with the planned need. Particular attention is paid to the analysis of the enterprise's staffing of the most important professions. It is also necessary to analyze the qualitative composition of labor resources by qualification.

The structure of the number of personnel of ZAO SMS-5

Table 2.2

Table 2.2 shows that the average headcount in 2006 decreased due to layoffs.

It is also important to note that the management of the enterprise drew conclusions from the wave of layoffs that swept in 2006, the bulk of those who quit were experienced specialists who had been working since the founding of the enterprise and were tired of empty promises and work on bare enthusiasm, as well as a number of key workers who were not satisfied with a number of rules and regulations brought to life a number of changes that primarily affected the improvement of conditions and the system of remuneration. As a result, a decrease in the number of quitters.

First of all, it is striking that all the analyzed years the enterprise worked with a shortage of personnel. This was the result of an ill-conceived personnel policy of the enterprise, and was often artificially caused by the staff themselves, since the opportunity to perform a larger amount of work made it possible to earn more. This fact indicates that the planned number of personnel is overestimated, due to the erroneous rationing of production indicators for the work of workers and employees. For the sake of fairness, it must be said that the main shortage of the number of personnel is formed under the item "Employees", and this indicates an unreasonable inflation of the staff of the managerial level, indicates the need to revise the staffing tables in the direction of reducing the number.

Since the enterprise is quite young (the period under consideration covers half of its age), it is pleasant to note the emerging trend towards stabilization of the staff and weeding out random people, this is evidenced by the coefficient of constancy of the enterprise's personnel, which increased by 0.037. After 2005, which was marked by strong personnel changes, in 2006 stabilization was achieved in all indicators: the turnover rate on retirement decreased by 0.037, and the staff turnover rate by 0.03.

2.4 Analysis of the use of the working time fund

The completeness of the use of labor resources can be assessed by the number of hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund.

Useful working time fund per worker for 2006

Fp \u003d Dr * Rav \u003d 212 * 7.8 \u003d 1653.6

Where Dr is the number of working days in a year;

Рav - the average length of the working day. (7.8)

The balance of working time of one worker.

Table 2.3

When calculating the company's need for personnel, it is necessary to ensure the most rational use of labor resources, the optimal ratio of various categories of personnel, the maximum possible release of workers to use them for the development of new activities.

The planning of the number of main production is carried out according to attendance and payroll. First of all, it is necessary to note the emerging alarming trend of an increase in the number of days worked by one worker, both compared to the previous year, and a decrease in the number of days for vacation, but the useful fund of working time is increasing.

2.5 Payroll Analysis

Analysis of the use of labor resources in the enterprise, the level of labor productivity must be considered in close connection with wages. In the process, it is necessary to carry out systematic monitoring of the use of the wage fund (wages), to identify opportunities for saving money by increasing labor productivity and reducing the labor intensity of products.

At CJSC "SMS-5" the salary of the main workers, specialists consists of two parts – basic (fixed and guaranteed salary) and additional (bonus). In 2006, the wage fund for the workers of the enterprise amounted to 18,039,276 thousand rubles, including workers employed in the main production.

Payroll fund for working personnel

Table 2.4

Name professions	Annual salary fund	Deviation	Growth rate
Name professions		Deviation	Growth rate
plumbers
electricians
builders
air conditioners
cleaning woman

It can be seen from the table that in 2006 the wage fund of a worker increased in comparison with 2005, albeit slightly, by only 8,028 thousand rubles.

Payroll Fund for Managers, Specialists and Employees

Table 2.5

Job titles		Annual salary fund	Deviation	Growth rate
Job titles			Deviation	Growth rate
CEO	Senior Manager
Commercial director	Senior Manager
Chief Accountant	Senior Manager
Head of Department; assistant	Supervisor middle management
Accountant	clerk
Secretary-referent	clerk
Programmer	Specialist
Chief Engineer	Specialist
Instrumentation Engineer	Specialist

service engineer	Specialist
Engineers	Specialist

The administration of CJSC "SMS-5" has 46 people on the staff list and includes 4 categories of personnel, top and middle managers, employees and specialists. The annual payroll fund in 2006 amounted to 11,312 thousand rubles. The table also shows that the emphasis on the wage fund is made in favor of highly qualified specialists.

When analyzing, you notice that the management has drawn some conclusions from the layoffs that have become more frequent in 2005. Significantly increased both payments for most items, and the total amount of the payroll. In 2005, it amounted to 45,000 rubles, having increased by 8,000 thousand rubles. in 2006 it became equal to 53,000 thousand rubles.

It cannot be said that any general pattern was observed in the dynamics of the main wage items; most likely, these are the results of short-term trends and momentary decisions related to specific production tasks. But something can still be noted.

First of all, this is an insignificant, but an increase in the share of the variable part in the total wage fund. After falling in 2005, this share increased in 2006, which indicates a shift in the emphasis of management in remuneration towards a single salary wage. It could be more significant, but unfortunately this system does not reflect the differentiation of wages on a contract basis, which also depends on the results of work.

2.5 Analysis of the actual state of recruitment and selection of personnel at the enterprise ZAO "SMS-5"

In this section, we will consider the actual state of recruitment and selection of personnel at the enterprise ZAO "SMS-5" and identify shortcomings in the work of the personnel department.

The recruitment system used at the enterprise ZAO "SMS-5" is shown in Figure 2.2

Figure 2.2 Recruitment system

In this figure, there is not enough staff for hiring, or I would introduce a person who fully supervised the candidate for the probationary period. In three or four weeks, at least, this person would have learned everything or practically everything about the candidate and would have made an analysis of his performance or a report on his position, i.e. in three months, he could test three, four candidates, not just one.

Purpose: replenishment of the enterprise with highly qualified personnel.

Optimization of the recruitment area can significantly reduce the cost of this work, make hiring timely, efficient, reliable, economical, simple and convenient.

The system of search and selection of new employees is designed to predict the professional success of candidates with a high degree of probability, making it possible to select the most promising employees and contribute to the timely filling of vacancies at the enterprise.

This system is built on the principles of the interconnectedness of recruitment with other functions of work with personnel and all its stages among themselves, the subordination of the recruitment process to the achievement of the overall goal of the organization, respect for mutual influence and interaction.

It must be emphasized that the requirements for the personnel of the enterprise are strict, standard and end-to-end, regardless of where the search and selection is made. Standards for interviews, professional and personal testing, registration of the initial package of documents This is due to the need for highly qualified personnel for the further growth and development of the enterprise.

Sources of recruitment of personnel of the enterprise ZAO "SMS-5" for

2005-2006

Table 2.6

According to the data of CMC-5 CJSC, indicated in Table 2.6, it can be seen that internal sources for hiring account for only 17% of the total. Also a small percentage (15%) is the recruitment of employees through consulting firms.

The selection of personnel at the enterprise ZAO "SMS-5" is carried out by the head of the personnel department. The company applies a methodology for accounting for business and personal characteristics.

Purpose: to obtain the necessary and sufficient information about the candidate and make a decision on inviting him for an interview or refusing it. By conducting telephone conversations at this stage, the following tasks are solved:

Identification of applicants' compliance with the most common criteria (age, education, adequacy of response to questions, etc.);

Formation and organization of a group of applicants (appointment of the interview time, transmission and reception of primary information).

At the same time, the results of the work at the previous stages are taken into account (selection criteria, selection conditions, requirements for the position, etc.).

The data obtained is entered into the telephone interview sheet. On their basis, an initial idea of the applicant is formed and a decision is made to invite him for an interview.

Responsible: employee of the department (reveals the candidate's compliance with the selection criteria that were developed at the previous stages); if the phone calls are received by a designated person, then he carefully fills out the telephone interview sheet.

The selection of candidates at CJSC "SMS-5" for senior positions is carried out according to the following requirements:

a) required:

Higher technical education;

Knowledge of a foreign language (intermediate level);

Knowledge of the basics of marketing (ability to work with clients);

b) desirable:

Knowledge of the economy (pricing, import rules and costs);

Communications;

Experience in working with foreign clients;

Ability to work on a computer.

At each stage of selection, the personnel department monitors and analyzes the effectiveness of the selected methods and forms of work (selection, study, selection) by the head of the enterprise, and, if necessary, additions and adjustments are made in order to create the most effective recruitment system.

Work on the selection, study and selection of personnel takes place with methodological assistance and under the control of the head of the personnel department of the enterprise, up to the coordination of hiring and moving personnel for all positions without exception.

The purpose of the selection: to create a primary idea of the degree of compliance of the applicant with the selection criteria for an existing vacancy. Select a candidate to fill a vacant position.

At this stage, the following tasks are solved:

Identification of the applicant's compliance with the criteria for compliance with the position (requirements for the position), professional and motivational suitability for this vacancy;

Formation of a group of applicants corresponding to the qualification requirements for the position, to conduct an expert assessment of knowledge and skills, to study personal characteristics.

These tasks are solved by:

Completion of an internal questionnaire by the applicant;

Conducting a structured interview and observation (motivational characteristics, erudition, external data, confidence, sociability, adequacy of reactions, ideas about future work and employees, expectations, necessary skills, etc. are diagnosed);

Identification of applicants most suitable for the criteria developed at the previous stages;

Collection and study of independent information about the candidate by the EB service (checking recommendations for previous jobs, checking at the place of residence, checking information on the candidate's loyalty to the enterprise, etc.).

At this stage, the requirements for the candidate for this position and the results of the survey of candidates for the position are studied and compared.

Name of the assessed qualities	Evaluation and selection methods
Name of the assessed qualities	Personal data analysis	Psychological testing	Estimated business games	Qualification testing	Checking reviews	interview
1. Intelligence
2. Erudition (general, economic and legal)
3. Professional knowledge and skills
4.Organizer- sky abilities and skills
5. Communication abilities and skills
6. Personal ability (psychological picture)
7: Health and performance
8. Appearance and manners
9. Motivation (willingness and interest to fulfill the proposals his job in this organization)

Personnel assessment and selection methods

Table 2.7

Legend: ++ (most effective method);

+ (often used method).

The data in this table does not give full confidence that this method of assessing the qualities of a candidate is one hundred percent of the result of his assessment.

Determining the type of management of CMC-5 CJSC, it should be emphasized that it is a large organization, therefore, historically, a bureaucratic type of management has been formed in it. At the heart of this model is the notion of enterprises as "organized organizations" that place strict demands on both the people and the structures within which they operate.

The key conceptual provisions of the normative model of rational bureaucracy are as follows:

1. A clear division of labor, the use of qualified specialists in each position;

2. Hierarchy of management, in which the lower level is subordinate and controlled by the higher;

3. The presence of formal rules and norms that ensure the uniformity of the performance of their tasks and duties by managers;

4. The spirit of formal impersonality characteristic of performance officials their duties;

5. Implementation of hiring in accordance with the qualification requirements for this position, and not with subjective assessments.

The main concepts of the bureaucratic type of management structure are rationality, responsibility and hierarchy.

The central point of the concept is the exclusion of the displacement of "person" and "position", because the composition and content of managerial work should be determined based on the needs of the organization, and not the people working in it. Clearly formulated instructions for each work (what needs to be done and by what methods) does not leave room for the manifestation of subjectivity and an individual approach. CJSC "SMS-5" is a well-regulated mechanism, any malfunctions in the operation of which are excluded.

This model provides a well-coordinated clear work of large teams of people working for a common goal. These structures allow mobilizing human energy and cooperating the labor of people in solving complex projects, in mass and large-scale production. However, they have inherent shortcomings, which are especially noticeable in the context of modern conditions and tasks of economic development.

There is also a flaw in the operation of this model: the bureaucratic type of structure does not contribute to the growth of the potential of people, each of whom uses only that part of his abilities that is directly required by the nature of the work performed, and this, in turn, sharply reduces the motivation to work. It is also clear: as soon as the issues of strategy and tactics of the development of the organization are resolved only at the highest level, and all other levels are occupied exclusively with the execution of decisions "coming down from above", the general managerial intelligence is lost (which is considered today as the most important factor in effective management).

Therefore, one of the most important steps that management needs to take is to improve the management structure.

Bonuses for employees are carried out on the basis of the Regulations on bonuses approved by the General Director. It provides for the following indicators and the procedure for bonuses to employees.

1. Indicators of bonuses for employees of ZAO SpetsMontazhStroy-5:

1.1. Proper performance of the duties assigned to the employee by the job description.

1.2. Compliance labor discipline.

1.3. Compliance with the requirements for appearance and the rules of sanitation and hygiene.

1.4. Compliance with safety and fire safety requirements.

1.5. Respect for company property.

1.6. Quality customer service for the company.

1.7. Sociability.

1.8. Initiative.

1.9. Training.

1.10. Ability to make optimal decisions within their competence.

2. Procedure for awarding employees of ZAO SMS-5.

2.1. The heads of structural subdivisions and departments daily keep records of the fulfillment by their subordinate employees of the duties assigned to them and indicators for their bonuses.

2.2. For non-fulfillment or improper fulfillment of one or more bonus indicators, employees, by decision of the General Director, may be deprived of the bonus in whole or in part.

Proposals for bonuses and bonus deductions for employees are submitted by the heads of services to the head of the personnel department no later than the 30th day of each month.

2.4. The accrual of bonuses to employees of the enterprise is carried out on the basis of the order of the General Director.

Analyzing the above indicators and the procedure for bonuses to personnel, we can conclude the following:

¨ the subjective assessment factor is great,

¨ the employee will receive a full bonus if he simply performs his duties,

¨ the size of the bonus is not awarded for success or initiative, but is reduced for omissions in work.

Such a system cannot increase employee motivation. It, unfortunately, has been preserved in the practice of work since the days of a non-market economy, when a bonus was paid for the fact that an employee came to work and performed his job duties.

In order to stimulate the improvement of the professional skills of workers and increase their material interest and responsibility, the fulfillment of production tasks, differentiated bonuses are introduced to their tariff rates for professional skills.

Workers of the 3rd category - 12%,

4th category - 16,

5th category - 20,

6th category - 24,

7th category - 28,

8th category - 32% of the corresponding tariff rate. The specified allowance for time workers who are not rated by category is not established.

During teamwork, foremen from among the workers who are not released from their main work, additional payments for the leadership of the team are set at a rate of up to 26% of the tariff rate of the 1st category, depending on the size of the team. Brigades are created with a strength of at least 5 people.

Drivers of passenger cars for irregular working hours are paid an additional payment of up to 25% of the tariff rate for hours worked.

Bonuses for the duration of continuous work (length of service in the industry) are set for workers, engineers and employees in an amount not exceeding 20% of the official salary, the tariff rate. When establishing these allowances, the following differentiation of their sizes is applied depending on the duration of continuous work (work experience):

from 1 to 5 years - 5%;

from 5 to 10 years - 10%;

from 10 to 15 years - 15%;

from 15 years and above - 20%.

Additional payment for work at night is made in the amount of 40% of the tariff rate (salary) of the employee for each hour of work at night (from 22:00 to 06:00).

Indexation of wages of employees of the enterprise in connection with the growth of retail prices for goods and tariffs for services is carried out in the manner, by the enterprise itself.

It is desirable for management to reconsider the principle of formation of the bonus. The adopted social security program for employees increases motivation much more effectively. It includes in particular:

Free meals

Uniform, purge

Vacation 30 calendar days

Medical examination - once a year,

Dental preventive examination - 1 time per year

Christmas Eve

Vouchers to sanatoriums, pioneer camps

Professional education

Training and development under the programs of international hotel service.

After 12 months - a bonus based on the results of the year.

The lack of a coordinator in this area seems to be a significant shortcoming in working with personnel. Modern requirements for human resource management provide for the presence in such large enterprises of a powerful personnel service headed by a director of personnel.

The system of training, retraining and advanced training of workers operating in CJSC "SMS-5" is carried out on the basis of the enterprise standard compiled on the basis of " Model regulation on continuous professional and economic training". This system establishes the forms and methods of training and retraining workers, upgrading their qualifications, developing their high professionalism, modern economic thinking, and the ability to work in the new economic conditions.

Personal responsibility for the organization and educational and methodological work at enterprises is carried out by the head of enterprise personnel training. In his activities, the chief is guided by the current legislation, orders and instructions of higher organizations.

The following types of training for workers are organized at the enterprise, ensuring its continuity:

training of new workers;

retraining (retraining) of workers;

· training of workers in the second (related) professions;

· professional development of workers.

Under the conditions of a market economy, the needs of enterprises for skilled workers are largely met through their training and retraining directly in production. At the training enterprise, it keeps records of the number of trained personnel, employees who have improved their qualifications, have undergone retraining or internships, and also keeps records of costs for these purposes.

Let us analyze the data on the number of workers who improved their qualifications, were trained and retrained in educational institutions and directly at the enterprise (Table 2.8).

Vocational training of workers of CJSC "SMS-5" for 2004-2006.

Table 2.9

	Name				2006 in % to 2004
	all employees who improved their skills, underwent training and retraining

	improved the skills of all

	including: in educational institutions
	at the enterprise
	completed vocational training and retraining of all

	including: trained in the first
	trained in other (related) professions
	retrained
	trained due to reduction

From the data in Table 2.8 it can be seen that over the course of three years, the proportion of workers in training, retraining and advanced training has been increasing in relation to the total number of employees of the enterprise who have undergone training, retraining and advanced training.

In 2004, the share of workers was 49.6%, in 2005 - 55.7%, in 2006 - 59.2%. This increase is mainly due to vocational training and retraining.

Analyzing the data in Table 2.8, it can be noted that in 2006 considerable attention was paid to the improvement of the qualifications of workers in comparison with 2005. Thus, the share of workers in the total number in 2005 was 11.5%, and in 2006 - 32.8%. This, in turn, will have a result on the activities of the enterprise, since there is a relationship between the growth of labor productivity of workers due to advanced training. And if the productivity of labor increases, then the volume of output will also increase. with the improvement of the qualifications of workers, the quality of products is improved.

Let us dwell in more detail on the above forms of training operating at the enterprise.

The training of new workers in production is the initial vocational and economic training of persons admitted to the enterprise and who previously had no profession. They are required to complete a course of study in accordance with the program of vocational economic training. Training of new workers in production is carried out according to the course and individual forms of training.

During the course preparation, the theoretical training of workers is carried out in a training group. The number of groups is set from 10 to 30 people. Terms of study up to 6 months. Model curricula, curricula in the subjects of general technical and economic courses for the training of new workers are developed by profession by the scientific and methodological center for vocational training, as well as by association in accordance with the tariff and qualification directory of works and professions of workers and are approved by the chief engineer or his deputy .

At the end of the training, the new worker will perform trial work in accordance with the requirements of the tariff-qualification guide and must pass an exam for the right to receive qualification category.

The tariff and qualification characteristics of the professions of workers are developed in relation to the six-digit tariff scale, with the exception of individual cases. The categories of work are set according to their complexity, as a rule, without taking into account working conditions. In necessary cases, working conditions are taken into account by establishing increased tariff rates approved by the relevant authorities.

In cases where the reference book provides for several ranks for a particular profession, and, consequently, for tariff and qualification characteristics, a worker with a higher qualification, in addition to the work listed in the tariff and qualification characteristics of the assigned category, must have knowledge, skills and ability to perform work, provided for by the tariff and qualification characteristics of workers of a lower qualification of the same profession. Therefore, those works that are given in the tariff-qualification characteristics of lower ranks, as a rule, are not indicated in the characteristics of higher ranks.

Tariffication of works at the enterprise is made on the basis of tariff-qualification characteristics. At the same time, the charged work is compared with the corresponding works described in the tariff-qualification characteristics, and with typical examples of work placed in the directory or in additional lists of examples of work, placed in the directory with examples.

The issue of assigning or raising a rank to a worker is considered by the qualification commission of the enterprise, on the basis of the worker's application and the presentation of the head from the relevant unit.

In individual training, the trainee studies the theoretical course independently and through consultations with the teacher, and industrial training takes place individually under the guidance of a qualified worker who is not released from the main work - an instructor of industrial training at the workplace.

Theoretical classes and industrial training in the preparation of new workers in production are carried out within the working hours established by labor legislation. For the enterprise, the terms for training new workers are set according to the list below (Table 2.9).

Table 2.9

Terms of training for new workers at ZAO SMS-5

The next type of training for workers operating at the enterprise is retraining (retraining) of workers. It is organized with the aim of mastering new professions by released workers who cannot be used for their existing professions, for example, due to a reduction in the number of jobs, as well as by persons who have expressed a desire to change their profession, taking into account the needs of production.

In 2006, not a single person was retrained at the enterprise due to the reduction in the number of jobs, which indicates the emerging stabilization of the enterprise.

The training of workers in the second (related) professions is the training of persons who already have a profession in order to obtain new profession with entry level or higher qualifications. This training of workers is organized to expand their professional profile, increase mobility and adaptability to changing working conditions, and acquire new skills. This type of training is relevant in modern business conditions. But at the enterprise in 2006, there were 13 fewer people trained in related professions than in 2005. The reason for this decline is the lack of funds for the retraining of workers.

Professional development of workers is training aimed at the consistent improvement of professional and economic knowledge, skills and abilities, the growth of skills in existing professions.

At the enterprise, advanced training of workers is carried out in two directions, namely, advanced training in educational institutions and directly at the enterprise. Advanced training in educational institutions can take place with or without interruption from production.

Training of workers for advanced training directly at the enterprise is carried out:

· on industrial and economic courses;

in targeted courses;

in schools of advanced techniques and methods of work;

in the courses of foremen.

Conclusions on the analytical part

Solving the problem of increasing the efficiency of production management in accordance with the legal status of joint-stock companies, holding companies and enterprises of other organizational and legal forms requires high requirements to ensure the interconnection of both legislative acts and measures to reform management. These requirements necessitate the use of certain principles in the development and analysis of solutions to improve the enterprise management system, corresponding to the tasks of the period of transition to market relations. But it should be noted that the effectiveness of managerial work of employees depends on the subjective factor. If the labor productivity of a worker is relatively easily measured by the output produced per unit of time, then the result of the engineer's work cannot be determined by the most accurate count of the number of sheets of graphic material he has completed. The success of a specialist's work is fixed materially and reliably in the work of others. Therefore, the effectiveness of the work of a manager, specialist, employee is found in the following results: an increase in output by the production units of an enterprise, a decrease in the cost of production, an increase in labor productivity, profit, profitability, an increase in the solvency of an enterprise, in other words, it is determined by the level of impact on the production process.

Each enterprise management system is specific and is characterized by its own special combination of structural elements, applied forms, management methods. Thus, there are no universal rules that say which types of managerial work are obviously useless. A reliable assessment is possible only as a result of a specific analysis, knowledge of many circumstances, the correct assessment of which becomes available only after their detailed study at the enterprise. Therefore, in solving the problem of improving and reducing the cost of the control system, stereotypedness, refusal to take into account the features of production and its management are unacceptable. At the same time, one should not exclude the possibility and expediency of using standard developments and recommendations for improving management systems, but with the obligatory condition of adapting them to specific management goals.

The increase in labor productivity in the sphere of management is carried out much more slowly than in the sphere of main production. Managerial work has a number of specific features both in terms of objects, means, results of labor, and in terms of methods for assessing its effectiveness. The need for a flexible response to market demands requires qualitative changes in the existing systems of operational production management. To assess the quality of the implementation of management functions, the use of management methods, technology and information in individual structural elements of the management system at its various levels, partial and general indicators are distinguished.

Particular indicators that characterize the quality of the implementation of the management function are: the use of enlarged accounting units in the formation of plans; interconnection of business planning and operational calendar planning; the use of lead values in the formation of planned targets for workshops, sections; use of optimization methods in planning; analysis of the implementation of approved tasks to predict the progress of production; use of the normative method of regulating the current course of production; the use of in-line, batch and single methods of organizing production; the use of the calculation-analytical method of rationing when setting the norms of time; organization of the control object, taking into account the subject specialization of production.

The effectiveness of management is measured, ultimately, by the general estimated indicators of the results of the production and economic activities of the enterprise. However, these indicators do not reveal an unambiguous connection and separation of the actual increase in management efficiency with the improvement of other aspects of economic activity at the enterprise. Generalizing indicators characterizing the quality of implementation of the management function include the share of administrative and managerial personnel in the total number of industrial and production personnel of the enterprise, the share of management costs in the volume products sold. Indirectly, the effectiveness of the production management system can be measured by such general indicators as the level of profit, the level of fulfillment of contractual obligations and compliance with the rhythm of production, the size of work in progress, the level of equipment utilization, and the reduction in the duration of the production cycle.

Bibliography

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"Organization management" edited by Porshnev A.G., Rumyantseva Z.P., Salomatina N.A. - 3rd ed., M .: INFRA-M, 2005. - p. 432.

1. Brief description of the company and its main activities.

2. Measures and forms of organization of work on the formation of the internal image of LLC _______________.

3. Organization of work and procedures for the selection and recruitment of personnel.

4. Organization of the personnel assessment and certification procedure.

5. The main provisions of the internal labor regulations in LLC _________.

6. The main provisions of the scheme for building material motivation in LLC _______.

7. The main provisions of the scheme for building non-material motivation in LLC ______.

8. Evaluation of the organization of personnel management in LLC _______.

Name of the object of practice OOO _____

The purpose of the practice (according to the program)

Practice objectives (according to the program)

1. Acquaintance with the company, which is the base of practice

2. The study of the organizational structure and forms of organization of work in the organization's personnel management

3. Acquaintance with the structure of specialized units in the personnel management system and job descriptions

4. Acquaintance with the regulatory and methodological documentation governing the processes of personnel management of the enterprise, the system and procedure for the implementation of document management

5. Acquisition of practical skills in working with documents that determine the organization of the work of individual subsystems in the personnel management system

What documents will be presented to the student for review

2. Internal labor regulations

3. Regulations on the personnel department

4. Job descriptions of employees of the personnel department

5. Regulations on the selection, selection and hiring of personnel

6. Questionnaire for employment

7. Regulations on the assessment and certification of personnel

8. Regulations on the system of material and non-material motivation of personnel

In the performance of what work and the preparation of what documents the student will take a personal part

1. Collecting statistics and filling out recruitment reports

2. Inviting candidates for an interview

3. Participation in the interview and primary selection of candidates

4. Development of alternative sources of staff recruitment

5. Advising applicants on open vacancies by phone

The form of student participation in the performance of work and the preparation of the document:

Get advice Yes No

Will take part in the survey Yes No

Perform calculation of indicators yes No

Create an auxiliary table yes No

Working with initial information Yes No

Practice leader

from the enterprise _____________/____________(_________)

signature, date

Head of SFU Practice _____________/____________ (____________-)

signature, date

Student _____________/____________ (_____________)

signature, date

__________ LLC (chain of stores) is a supermarket of a universal type and offers more than 35 thousand items: household goods and stationery, souvenirs, gifts, cosmetics, perfumes, accessories. The seasonal assortment is regularly updated (gifts for the holidays, gardening equipment, school supplies).

From the very beginning of its activity, the company used elements of self-service in the trade of stationery and household chemicals.

In accordance with the Charter, the Company was established to carry out economic activities in order to meet public needs for its products, goods, works, services and to sell, on the basis of profits, the economic interests of participants and members of the Company's workforce.

To achieve the goals and objectives, the Company carries out the following activities:

1. Trade and purchasing activities, including wholesale trade in consumer goods, foodstuffs, industrial and technical products;

2. Foreign economic activity;

3. Organization of catering points (cafes, bars, restaurants);

4. Production and sale of food products, consumer goods;

5. Manufacture and sale of stationery and interior items;

6. Organization of service centers for servicing the goods sold;

7. Manufacture of medical equipment and medical products, medicines, sale of medicines, raw materials;

8. Intermediary, dealer, distribution;

9. Carrying out construction, repair and construction, installation, commissioning, production of building materials;

10. Printing activities, replication and sale of printed materials;

11. Wholesale, retail and commission trade;

12. Household services;

13. Organization of exhibitions, fairs, auctions.

The supreme governing body is one Founder, whose share in the authorized capital is 100%. All decisions on issues related to the competence of the general meeting of the Members of the Company are taken by the Founder of the Company solely and are drawn up in writing.

Management of the current activities of the Company is carried out by the sole executive body represented by the director, who is appointed by the Founder for a period of up to 5 years and is accountable to the Founder of the Company.

Labor relations of the Company's employees are built on a contract basis. Labor income of each employee is determined by his personal contribution, taking into account the final results of the Company's work, is regulated by taxes and is not limited to maximum amounts.

The minimum wage for the Company's employees is established by the laws of the Russian Federation.

The form, system and amounts of remuneration, as well as other types of income of employees, are established by the Company independently, depending on the profession, qualifications of employees, the complexity and conditions of the work performed.

Employees working under a contract may receive remuneration both in the form of wages and in the form of a share of profits if there is a mutual agreement between the employee and the Company.

Employees of the Company are subject to social, medical insurance, social security in the manner and on the terms established for workers, employees of state enterprises of the Russian Federation.

The Company provides employees with safe working conditions and is liable in accordance with the procedure established by law for damage caused to their health and ability to work. The employee is responsible for the damage caused to the Company in case of violation of the technical safety rules by the employee.

Labor relations of the Company's employees, including their social and pension provision, as well as issues of the Company's social development, are determined in the Company's internal documents, including the collective agreement.

The structure of LLC __________ has a linear-functional principle of construction based on unity of command (Appendix 1). The number of staff is 300 people.

The Human Resources Department is represented by the HR Director, the HR Development Manager, the HR Manager, the HR Records Specialist.

The HR Director is the head of the Human Resources Department and performs the following functions:

1. Ensuring the competitive advantages of the company through the creation of an effective personnel policy that allows forming a team of highly qualified specialists;

2. Development and implementation of the personnel policy of the enterprise;

3. Development of standards and regulations for the selection, adaptation, placement, retention of personnel;

4. Coordination of the implementation of technologies in the field of HR by all employees of the Department;

5. Setting goals and organizing the practice of fulfilling tasks in the field of human resource management in all departments;

6. Increasing the professional level of employees;

7. Staff motivation;

8. Ensuring the effective use of personnel;

9. Establishment and control of the personnel movement accounting system;

10. Ensuring healthy and safe working conditions;

11. Ensuring compliance with labor laws.

HR Development Manager:

1. Conducts focus groups with company personnel to determine the need for training programs;

2. Develops special trainings for staff;

3. Plans, accompanies and supervises special courses;

4. Researches, evaluates and selects third party programs;

5. Provides leadership in the development and delivery of programs;

6. Improves teaching aids and resources;

7. Manages the maintenance of documents related to the training of employees;

8. Performs typical managerial duties in planning, evaluating, organizing, debriefing and monitoring;

9. May also be responsible for overseeing staffing, conducting performance appraisals, training and professional development of subordinates, promotions, salary increases, layoffs, disciplinary action, etc.

HR manager:

1. Determines the company's need for personnel;

2. Studying the state of the labor market, the level of wages, social programs at various enterprises to develop the concept of recruitment;

3. Develops cards of vacancies and vacancies;

4. Draws up a schedule for the search for workers needed by the enterprise;

5. Determines the sources of personnel search;

6. Gets acquainted with the resumes of applicants; meets with applicants; conducts interviews with applicants; organizes professional, psychological questioning and testing of applicants; studies the business and professional qualities of applicants; checks the recommendations of applicants; examines the characteristics and information from the previous jobs of applicants;

7. Evaluates the results of interviews and testing of applicants, selects applicants that meet the requirements of the enterprise.

8. Maintains recruitment statistics (Appendix 2).

The Human Resources Specialist is responsible for:

1. Accounting for the personnel of the organization, its divisions;

2. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations and orders of the head of the organization;

3. Keeping personal files of employees, making changes in them related to labor activity;

4. Filling, accounting and storage of work books;

5. Accounting for the granting of vacations to employees;

6. Registration of documents on pension insurance and their submission to the social security authorities;

7. Drawing up the established reporting;

8. Timekeeping.

The success of the company, in many ways, lies in the fact that it began with creative and cheerful people. This is still of great importance in the policy of recruitment. Employees of _______________ LLC are successful positive people who skillfully combine freedom combined with responsibility, innovation and creativity, appreciating the traditions of partnership with customers, suppliers and colleagues.

The employees of the chain of stores have every reason to be proud of their work, because the company provides all the conditions for this: decent, regularly indexed wages that objectively reflect the professional level of the employee, social guarantees, career growth opportunities, confidence in the future. As well as:

1. Corporate discounts on the employee's personal card for goods and services of the company;

2. Organization of preferential hot lunches for employees of all departments;

3. Providing material assistance to employees of the enterprise in extreme situations;

4. Annual free flu vaccination of employees;

5. Gifts for employees' children;

6. The most comfortable workplaces;

7. Overalls;

8. The opportunity for all employees to visit the sports complex (gym, swimming pool, volleyball, basketball, football) free of charge.

Deviation by app. weight %

Growth rate

Udel. the weight %

Udel. the weight %

Deviation by app. weight %

Growth rate

Average headcount

Leaders

Specialists

Employees

Main

Auxiliary

Recruitment policy

The site formulates the basic principles that the company adheres to when recruiting for vacant positions:

1. “Competence is the main requirement for candidates. We study biographical data, professional career and recommendations, determine the level of professional knowledge and skills, business and personal qualities, health status, predict the success of adaptation in the team. We focus on growing specialists and heads of structural divisions within the enterprise;

2. Objectivity - we strive to minimize the influence of the subjective opinion of persons making a decision on the admission of a candidate;

3. Continuity - we are constantly working on the selection of the best specialists, the formation of a personnel reserve from external candidates and employees of the enterprise;

4. Scientific - we use the most modern methods in the recruitment process.

Assessment method	Advantages	disadvantages	Reliability
Questionnaire	Allows you to collect key information about the candidate that is important when making a decision	High probability of exaggeration by the candidate of his qualities, skills, knowledge	Average, additional clarification needed
Initial interview	Allows you to personally verify the accuracy of the information contained in the questionnaire and evaluate the behavior of the candidate	Inability to fully assess the candidate's abilities and motivation, a high degree of influence of subjective factors
Psychological testing	Allows you to assess the degree of compliance of the psychometric characteristics of the candidate with the specifics of the workplace, as well as the compatibility of the candidate with the socio-psychological climate of the organization	Difficulty in interpreting the results, special training is required, a strong influence of external factors on the candidate's condition at the time of testing	Medium or high when using several types of testing that evaluate the same factors
Workplace internship	Opportunity to look at the candidate "in work"	Separation from the work of a specialist mentor	Average, because in the process of acquiring skills and adapting to the company, the candidate is not able to fully express himself
	Assessment of the conformity of the information provided with reality

The procedure for selection and selection of personnel

1) Determining the need for personnel:

Stage 1 - Application for a job opening. Responsible for stage 1 - line manager. The application justifies the need to open a vacancy, the need for workplace equipment, and the job responsibilities of a new employee. An application for opening a vacancy is filled out on a special form by a line manager in whose department the opening of a vacancy is planned, and submitted to the Human Resources Department.

Stage 2 - Examination of the vacancy. Responsible for stage 2 - HR Director. Based on the application for opening a vacancy, an examination of the vacancy is carried out (identification of the objective need of the department for a new employee). With a positive result of the examination of a vacancy, an application for opening a vacancy is sent for approval to the director.

Stage 3 - Description of the requirements for the candidate in the form of a specification as an addition to the application for a vacancy. Responsible for stage 3 - HR Director. The specification is drawn up by a specialist of the Human Resources Department together with a line manager on the basis of an application for opening a vacancy signed by the director.

2) Technology of personnel search:

The HR Director determines the list of vacancies based on the applications of managers, develops a strategy and tactics for searching for candidates (depending on the vacancy, the time required to close the vacancy, requirements for candidates and financial resources), as well as the choice of candidate selection methods.

The search for candidates is carried out by posting vacancy announcements in the following resources: mass media (newspapers), recruitment agencies, recruiting agencies, specialized and higher educational institutions, employment centers, the Internet, specialized stands in stores. Responsible for posting information about vacancies - recruitment specialist.

The enterprise's requirements for candidates and the form for submitting an advertisement and specific media are determined by the HR director.

The recruitment specialist controls the release of announcements and files it into the archive, and also requests and submits to the accounting department all the necessary reporting accounting documents (invoice, certificate of completion, etc.).

3) Technology of selection of candidates. The following methods are used in the selection of candidates:

1. Questioning.

All incoming calls for vacancies are taken by a recruiter. Responsible for the positioning of the company, the correctness of the information provided - a recruitment specialist.

Candidates at the professional level and above are encouraged to send a CV or application form to the recruiter's email address. Once every 2-3 days, the recruiter sends the resumes of applicants for current vacancies in printed form to the HR director.

Candidates below the level of a specialist are invited to fill out questionnaires of the established form in stores. Candidates leave completed questionnaires in mailboxes. Every day at 9-00, the recruiter takes out questionnaires from the store's mailbox and registers them indicating the desired position, the source of information about the vacancy and the required salary level, i.e. collects statistical data.

The recruitment specialist ensures the formation of a personnel reserve of candidates by registering and storing questionnaires / resumes of potentially interesting candidates for the company.

2. Initial interview.

The recruiter informs the HR manager about the number of applicants. The HR manager coordinates the date and place of interviews with the head of the department and informs the recruiter of the need to schedule an interview.

The initial interview with candidates from the specialist level and above is conducted with the obligatory participation of the HR Director. Initial interviews with candidates below the specialist level are conducted by the HR manager and the head of the department. The initial interview with the "grassroots" personnel (electricians, drivers, cleaners, janitors) is conducted by a recruiter and the head of the unit.

Responsible for organizing initial interviews is a recruitment specialist. The recruiter records scheduled interviews and their outcome in an interview log.

3. Psychological diagnostics (if necessary).

Responsible for conducting diagnostics recruitment specialist. The place of diagnostics is the central office. Time - every working day from 11-00 to 13-00.

4. Workplace internship. Duration 2-5 days

Based on the results of the interview and testing, the line manager together with the HR manager make a decision on the candidate's exit for an internship and determine a mentor.

Invites a candidate for an internship - a recruiter (after the interview) or a HR manager (during the interview). Informs the mentor about the date of release of the trainee - the head of the unit (mandatory).

Documents accompanying the internship: an intern's memo (issued to the intern), an internship program and an evaluation sheet (issued and filled out by the mentor). Responsible for maintaining the specified documentation and presenting it at the final interview is the head of the unit.

At the end of the internship, a commission consisting of: the head of the unit, the line manager, the HR manager, the HR director (if necessary) conducts a final interview and decides on inviting the candidate to work.

Responsible for assessing personal qualities, motivation and forecasting the professional success of candidates is the HR director / HR manager. Responsible for assessing professional qualities, knowledge and skills, as well as for the decision to hire a candidate for work - the head of the unit.

The official invitation to work is made by the HR director or HR manager.

Documents, the presence of which at the final interview is mandatory: the candidate's profile, the results of psychological testing, the five-day internship program. Responsible for the organization and control of the internship procedure and the final interview is the HR manager.

At the stage of the candidate's internship, the recruitment specialist checks the candidate's recommendations. The reference form is attached to the questionnaire. Responsible for checking references is the recruiter.

The procedure for registering an employment relationship with a candidate

1. Preparation for applying for a job.

Upon the invitation of the candidate to work, the candidate writes an application for employment. The application is endorsed by the head of the unit (with a pencil).

Responsible for the correctness of filling out the application, the date of admission and the name of the position - the head of the unit. The candidate takes the application with him and submits it, along with other documents, to the inspector of the personnel department on the day the employment relationship is formalized.

The candidate is given a list of documents that you need to have with you when applying for a job. Job application forms and a list of documents are kept by office managers. Responsible for issuing forms - office manager.

2. Registration for work and initial adaptation.

Responsible for the implementation and correctness of registration for work in accordance with the Labor Code of the Russian Federation is the personnel inspector. Registration of labor relations with the employee is carried out every day at 9-00 in the central office.

The HR inspector introduces the employee to the organizational structure of the company, the main regulations, rules, social package, job responsibilities, etc.

Responsible for the development of the familiarization package (adaptation) is the HR manager. Responsible for familiarization - the inspector of the personnel department.

4. Organization of the personnel assessment and certification procedure

Personnel assessment is carried out in the form of a monthly assessment (assessment of the results of the employee's work and their compliance with the standard of work at a given workplace) and in the form of periodic certifications (assessment of the compliance of an employee's qualifications with the requirements of this position)

Assessment goals:

Evaluation of the results of activities and the level of qualification of a specialist

Making decisions directly related to changing the compensation package (confirming one's rank, changing the rank up or down)

Identification of potential, business career planning

Providing feedback from management, increasing work motivation

Staff training planning

Making decisions related to the development of the enterprise (changing the organizational structure, training, staff expansion, etc.), with an assessment of the activities of the entire department or division (identifying work problems)

Informing the employee about the expectations and requirements of the enterprise, its plans and upcoming projects

Monthly assessment

Monthly assessment of employees is carried out by the line manager as a summing up of the results of the month. Until the 3rd day, the line manager evaluates each of his employees according to three blocks of criteria (heads of sections and departments according to four blocks of criteria):

Block A: Disciplinary work standards

Block B: Technological work standards Compliance with established technology (no errors)

Block B: Behavioral work standards

Block D: Standards for organizing the work of the department (for heads of sections and departments)

On a monthly basis, the line manager submits a proposal for consideration by the commission to change (increase or decrease) the category (for each position there are 15-25 categories and, accordingly, 15-25 salary steps) with mandatory arguments.

The proposal of the line manager in the period up to the 7th day of the current month is discussed by the commission consisting of: line manager + direction director + deputy. director + HR director. The final decision on the proposed changes is made on the basis of its comparison with the results of the work of the entire unit or department.

Prior to the issuance of wages for the past month, the line manager must conduct an interview with each of his employees and announce a decision to change or not change his rank.

Certification

Certification is subject to all employees of the enterprise with work experience at the enterprise from 1 month (including all heads of all departments and divisions).

Certification can be of the following types:

at the end of the probationary period
another
extraordinary

When hiring or transferring to another position, the deadline for the first certification is assigned (not earlier than one month after the actual admission to work and not later than 2 weeks after the end of the probationary period).

The next certification is carried out every 6 months for the following positions: sales assistant, cashier, storekeeper, office manager, freight forwarder. For other positions, the next attestation is carried out annually.

Extraordinary certification is carried out on the proposal of the immediate supervisor of the person being certified. The employee himself can also declare his desire to undergo extraordinary certification. If the immediate supervisor refuses to recommend him for early recertification, the employee with this question can contact a higher manager (through the level), whose decision on admission to certification is final.

The results of certification are the basis for establishing the qualification category of the size of the base part of the salary (the cost of an hour with hourly pay).

Certification procedure

Stage 1 - filling out the certification sheet by the certified employee. Responsible - employee of the personnel department.

Stage 2 - professional testing. To assess employees in positions such as a salesperson, cashier, storekeeper, accountant, personnel inspector, etc., professional tests are used (questionnaires consisting of 10-50 questions related to the employee's substantive activity). Responsible for updating the questionnaires, conducting testing and checking tests - the director of personnel.

Stage 3 - analysis of the results of work for the certified period.
Responsible - the immediate supervisor (prepares a characteristic for the certified employee).

Stage 4 - certification interview. To conduct an attestation interview, an attestation commission (3-7 people) is created, which includes the immediate supervisor of the attested employee, the head of the unit, a representative of the Human Resources Department (permanent staff), heads of related departments, deputy. CEO (variable composition). The chairman of the attestation commission is a representative of the Human Resources Department.

The meeting of the attestation commission should be held in a friendly, unbiased atmosphere during working hours. The certification committee before the start of the interview gets acquainted with the characteristics of the immediate supervisor. Members of the attestation commission ask questions to the person being certified and put down marks in an anonymous evaluation sheet according to the established factors. For all completed evaluation sheets, the average mark is displayed, which is rounded off - this is the qualification category of the certified employee. When attesting managers and some specialists of an enterprise, the result of certification is a qualitative assessment of A, B, C, D (real results of work and competencies at the level of expected, lower, significantly lower or higher than expected). At the end of the attestation interview, the first part of the attestation sheet is filled in, where the recommendations of the attestation commission are made.

Certification results

The results of the attestation are brought against signature to the attested employee no later than 1 week after the attestation interview. Responsible - the immediate supervisor (during a personal meeting, the immediate supervisor explains the results of the certification, the assigned category and the corresponding salary, as well as the comments and recommendations of the certification commission, personal tasks for the specified period). The result of certification can be both an increase in the qualification category and its decrease, in addition, the category may remain unchanged.

Based on the results of certification, a personnel reserve enterprises (the first candidates for promotion and for vacant positions in other divisions of the enterprise). All information obtained as a result of an employee's appraisal (including the appraisal results) is confidential and is stored in the personnel department.

5. The main provisions of the internal labor regulations in LLC _____

Internal labor regulations - a local normative act ___________________ that regulates, in accordance with the Labor Code of the Russian Federation and other federal laws, the procedure for hiring and dismissing employees, the basic rights, duties and responsibilities of the parties to an employment contract, working hours, rest time, incentives and penalties applied to employees , as well as other issues related to the regulation of labor relations in the Company.

Employment in the Organization is carried out on the basis of a concluded employment contract. When concluding an employment contract, a person entering a job submits to the personnel department of the Company the documents specified in Art. 65 of the Labor Code of the Russian Federation. Employment is formalized by the order of the Director of the Company, issued on the basis of the concluded employment contract.

For all employees hired under an employment contract for the main job, who have worked in the Company for more than 5 days, work books in the manner prescribed by applicable law.

An employment contract may be terminated at the initiative of the Employee and the Employer on the basis and in the manner prescribed by the Labor Code of the Russian Federation. The termination of the employment contract is formalized by the order of the director.

On the day of dismissal, the Employer is obliged to issue to the employee his work book with the record of dismissal entered into it, other documents related to work - at the written request of the employee and make the final settlement with him.

LLC ____________ and employees of the company have rights and bear obligations in the manner prescribed by the Labor Code of the Russian Federation. The list of duties (works) that each employee performs in his position, specialty, profession, is determined by job descriptions (functional duties) drawn up taking into account the provisions of the Unified Tariff and Qualification Handbook of Works and Professions of Workers, the Qualification Handbook of the Positions of Managers, Specialists and Other Employees.

The Company establishes three types of work schedules:

1) daily work with a five-day work week with normal
working hours (40 hours per week). Start of work - 09:00 End of work - 18:00. Break time from 13:00 to 14:00. Days off: Saturday, Sunday.

2) daily work with a six-day work week with normal
working hours (40 hours per week).

3) shift mode of working time; weekends, according to the shift schedule. Cycle - five working days, two days off.

The work schedule is specified in the Employment contract by the employee;

Based production tasks and functional duties certain categories of employees, individual labor contracts may establish flexible working hours, irregular working hours or part-time working hours.

Work outside the normal working hours is carried out at the initiative of the employee - part-time work or at the initiative of the Employer - overtime work, and cannot exceed 4 hours a day and half of the monthly norm of working time. The use of overtime work by the Employer may be carried out in exceptional cases with the written consent of the employee, in the manner and within the limits provided for by labor legislation.

The employer is obliged to remove from work (not allow to work) the employee on the grounds specified in Art. 76 of the Labor Code of the Russian Federation.

Work on weekends and non-working holidays allowed only for employees of those departments in which shift work is established; for all other categories of employees, work on weekends and holidays is not allowed. The working time on the day preceding the non-working holiday is reduced by 1 hour.

Employees are provided with an annual basic paid leave of 28 calendar days. Non-working holidays falling on the period of vacation are not included in the number of calendar days of vacation and are not paid.

By agreement between the employee and the Company, annual paid leave may be divided into parts; In this case, the duration of one of the parts of the vacation must be at least 14 calendar days.

The provision of annual paid leave is carried out in accordance with the vacation schedule and on the basis of a written application from the employee.

At the written request of the employee, the company provides an additional paid leave of 3 working days in the following cases: marriage registration (to spouses), birth of a child (to the child's parents), death of a close relative (parents, children, spouses, brothers, sisters).

For exemplary performance of labor duties, success in labor competition, increasing labor productivity, improving product quality, continuous and flawless work, innovation in work and for other achievements in work, the following incentives are applied:

1) rewarding with a valuable gift;

3) payment of a cash bonus;

3) declaration of gratitude.

Incentives are announced in the order, brought to the attention of the entire team and entered in the work book of the employee. When applying incentive measures, a combination of moral and material incentives for labor is provided.

6. The main provisions of the scheme for building material motivation in LLC ________

The system of remuneration and motivation of the personnel of LLC _________ is aimed at ensuring stable guaranteed development of its production and commercial divisions. The purpose of the wage system is to determine the share and contribution of each employee as a result of the work of the unit and distribute in accordance with these criteria the income of the unit.

The basis for the payment of wages to employees of subdivisions is the payroll fund, which includes the following payments in cash:

Salary in cash:

wages for work performed;
incentive payments;
compensatory payments related to a special mode of work and working conditions;
payment for time not worked.

The system of remuneration and motivation of personnel is based on the following principles:

focus on achieving the final result;
a combination of collective and personal interest;
payment depending on the quantity and complexity of work;
refusal to equalize wages;
normative method of labor planning;
encouragement for combining professions;
the employee's salary is an official secret;
evaluation of work is carried out directly by the head;
additional payment at the expense of social benefits and guarantees;
additional payment for seniority;
fines for causing material and moral damage.

The total salary of a full-time employee (manager, specialist) consists of the official salary and bonus based on the results of work for the quarter. The salary of employees of the trade department consists of the official salary and remuneration for the final result of the activity, and hourly wages are established for employees of the trading floor. The official salary of an employee of the company is determined by the staffing table and is fixed in his contract.

The fixed part of the wages (official salary) of employees of subdivisions is determined on the basis of a system of categories. The assignment of the work performed to certain tariff categories (positions) and the assignment of appropriate qualifications to employees is carried out by the immediate supervisor in the manner determined by the documents regulating relations between the employee and the company. Assignment to an employee of a higher rank and, accordingly, an increase in wages is carried out based on the results of periodic certification.

Tariff rates (salaries) by categories are differentiated according to the complexity of the work performed and the assessment of the employee's potential. The amount of remuneration for the final result is determined by the results of work for the month.

7. The main provisions of the scheme for building non-material motivation in LLC ______

The system of non-material motivation of employees of LLC _______ includes the following methods:

gratitude announcement;
awarding with Certificates of Honor LLC __________
inclusion in the reserve for promotion to a higher position;
Gratitude is declared to the staff of the company for the following achievements:
performance at a high level of their labor functions;
a significant improvement in the technologies used in the company;
overfulfillment of planned targets;
progress in improving the quality of work performed and services rendered;
carrying out separate, one-time events on behalf of the management of the company or division;

The certificate of honor is awarded to employees for conscientious and impeccable work, professional skills and having at least 1 year of work experience in the organization, as well as contributing to the development of the organization and the achievement of the company's strategic goals.

Inclusion in the reserve for promotion to a higher position. The attestation commission, based on the results of the attestation, has the right to submit motivated recommendations for consideration by the head of the organization on including him in the reserve for promotion to a higher position.

If the head of the subdivision considers it necessary to encourage the employee, he prepares a submission addressed to the head of the organization about declaring gratitude to the employee, awarding a certificate of honor, or making a decision to promote the employee to a higher position. All incentive decisions are made by order of the General Director or by order of his deputies and heads of departments and are announced at a general staff meeting.

An entry about announcing gratitude, awarding a certificate of honor or making a decision to promote an employee to a higher position, indicating the date and number of the order (instruction) on promotion, is entered into the employee’s personal card in the information base.

8. Evaluation of the organization of personnel management in LLC _______

Personnel management in LLC __________ is distinguished by a fairly high level of organization. All personnel processes are clearly regulated, almost all procedures are enshrined in regulations, instructions, rules, etc. There is a clear division of personnel management functions into areas: recruitment, development and evaluation, personnel records and general management of the department, as well as the development of a human resource development strategy.

________ LLC uses modern personnel technologies in the selection process, in the system of material and non-material incentives, assessment and certification of personnel. Corporate ethics is developed and based on mutual assistance, creativity and self-realization of each employee.

The organization regularly conducts all kinds of trainings, training seminars that allow maintaining and improving the skills of employees at the proper level. For new employees, the onboarding program provides for introductory training and mentoring.

The results of developments and projects are carefully monitored through comprehensive statistical analysis to identify the most effective ways of implementation.

___________ LLC also cooperates with recruiting and consulting organizations to improve the effectiveness of personnel decisions.

Plan

1. Introductory briefing

2. The structure of the organization's personnel management service

3. Documents used in the work of HR specialists

4. Professional activity of a personnel management specialist

Conclusion

Bibliography

1. Introductory briefing

I did an internship at the Heat and Comfort store.

The purpose of my internship was to get acquainted with the Heat and Comfort store in the personnel management department.

Tasks: 1. get acquainted with the organizational structure of the organization's personnel management service.

2. study the documents used in the work of personnel management specialists.

3. analyze the professional activities of a personnel management specialist.

The Teplo i Komfort store has existed since 2002. Since 2007, a branch store has been opened.

Field of activity: the organization is engaged in trade.

Activities: the company includes the retail sale of upholstered and cabinet furniture.

The purpose of the organization is to make a profit.

Now the enterprise is headed by a person with a higher education, who has good knowledge in the field of economics. She is respected by employees and subordinates, she is most interested in the future of the enterprise, giving preference to the development of the store.

Personnel management is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The personnel management system ensures the continuous improvement of methods of working with personnel and the use of the achievements of domestic science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.

2 . Service structureorganization personnel management

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

The main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or training departments are often created.

An organization's personnel management system is a system in which personnel management functions are implemented. It includes a subsystem of linear management, as well as a number of functional subsystems specializing in the performance of homogeneous functions.

Based on the system of goals, the composition of management functions is determined, the objects and carriers of these functions in the Heat and Comfort store are presented in the following diagram:

This system assumes that the line manager receives the necessary advisory, methodological assistance from HR specialists.

The main functions of the personnel services:

1. Line managers (managers) should be maximally involved in the performance of personnel functions.

Each line manager (manager) should have their own human resource management strategy. In its development, they should be assisted by employees of the personnel management service, acting as advisers, internal consultants.

2. The profession of an employee of the personnel service, the position of the head of this service becomes one of the most important in the organization, and it can no longer be occupied by any disciplined specialist, for example, a former military man, as happened more than once in the past. It must be a highly qualified professional with special training.

3. The key characteristic of business today is the ability to change. The main means of change and the obstacle to change are people. Therefore, an important task of the personnel department is change management. For this, personnel service employees must be highly qualified specialists with a high level of education, the ability to change, have broad qualifications, have the ability to retrain, and have a certain creative potential.

4. The personnel department must be able to form a small but dynamic team of first-class specialists - cosmopolitans with developed communication and linguistic abilities, able to work in an international team and in different countries. Must be able to manage a multinational team.

5. The personnel department must increasingly be able to use social partnership in labor relations. Social partnership is not only an ethical principle, but also an organizational one. It means recognizing the interdependence and solidarity of all groups in the organization and giving them the right to participate in political and economic processes and use it as a tool to improve the effectiveness of personnel management.

Partnership and participation in production management improve the psychological climate in the team.

The most important principles of motivation today are called the following:

Creation of an atmosphere of mutual trust, credibility of decisions made and Feedback;

· Retaining employment;

· Equal opportunities for employment, promotion and remuneration depending on the results achieved;

· Protection of health, provision of normal working conditions;

· training;

· Equitable distribution of productivity gains between employees and entrepreneurs.

7. Wage must increase in its variable part: even short-term labor efficiency must be rewarded.

8. It is necessary to move from advanced training to the development of human resources.

The purpose of such development is to provide the firm with well-trained and motivated employees in accordance with its goals and strategy. Firms have to spend more and more resources on retraining of personnel, as the external labor market and the education system are less and less satisfying the needs of enterprises in personnel. This is also facilitated by the increasingly shortening cycle of goods and services, their frequent changes.

Many companies in the world see their main tool in the competition in the development of human resources.

The main criteria for promotion are broad qualifications, the ability to achieve specific results, dynamism, the ability to form a team and work in it, the ability to see the big picture and business ethics.

To change the functions of the personnel department of an organization, it is advisable:

a) to accept new specialists in the personnel department;

b) retrain existing personnel;

c) train line managers in their performance of personnel management functions;

d) invite external consultants;

e) introduce external experts in personnel management to the staff.

Employees of HR departments today need:

deep knowledge of the organization's business - sales markets, product, technologies, competitors, organizational structures;

Ability to manage change through innovation, including best experience, stimulating the organizational development of the organization.

A unified personnel management system may include and actually includes: the personnel department (HR department), managers at all levels and organizations representing employees.

3 . Documents used in the work of a specialistpersonnel management sheets

Each division of the personnel management service develops, draws up, executes the documentation that corresponds to its functional purpose.

The Human Resources Department on a mandatory basis maintains the following personnel documents: personal files of employees of the organization, including a personal sheet, a questionnaire, copies of documents on education, recommendations, personal cards, work books, employment contracts. The procedure for working with these documents is regulated, as a rule, by industry and departmental regulatory and methodological materials.

In the divisions of personnel management, a number of documents are compiled and executed in accordance with the above classification: draft orders for personnel matters(on hiring and dismissal, transfer, relocation, awards, etc.), plan (report) for training and advanced training of personnel, certificates on the state of labor discipline, data on staff turnover, vacation schedule, proposals for the formation of a reserve personnel for promotion, a plan for the number of employees with distribution by unit and category, staffing, timesheets of employees, applications for the required number of specialists and workers, employment contracts (contracts), schedules for certification of employees, directions for employment of specialists and workers.

Having completed an internship in the organization "Heat and Comfort", I got acquainted with the documents used in the work of personnel management specialists:

1. orders;

2. official letters;

3. employment contract;

4. work contract;

5. applications (hiring, dismissal, vacation);

6. travel allowances;

7. regulations on departments;

8. orders;

9. job description.

1. Order- written registration of the decision taken by the head of the organization to carry out any actions in relation to specific performers or to the organization's staff as a whole.

Allocate orders for core activities and orders for personnel (personnel orders).

Orders for personnel unified form are compiled by an employee of the personnel department on the basis of internal company documents. The process of creating, agreeing and signing this type of orders for personnel is coordinated by the personnel department.

Draft orders for personnel, drawn up similarly to an order for core activities, are developed by the HR director with the involvement of specialists from the HR department or on an initiative basis in agreement with the company's management.

The right to sign the order on personnel belongs to the general director and the director of personnel in accordance with the internal organizational and administrative documents of the company.

The head of the personnel department registers orders for personnel, files the original orders and the approval sheet into the case and brings the contents of the order against signature to the attention of the persons indicated in the order.

2. Office letters. There are four main categories in this group of documents:

a) Memorandum - is drawn up in order to inform the management about the current situation, the facts that have taken place, events, etc. and encourage decision making.

The text of the memorandum may consist of two or three semantic parts: the first part sets out the reasons, facts or events that necessitated writing the note, the second - an analysis of the current situation, various solutions, the third - conclusions and proposals that, according to the author , must be carried out in connection with the stated facts.

b) Explanatory note - is compiled to explain the content of certain provisions of the main document (plan, report, project, etc.) or to explain the reasons for any incident, event, fact, act and behavior of an individual employee.

c) Memo - is compiled by an employee of the company in the name of another employee of the company. Contains requests and suggestions. A memo is a kind of correspondence between company employees.

d) Statement - compiled upon request and provided on time, in order to inform management about the state of affairs, contains a description or confirmation of facts or events. The text of the service certificate can be formatted as a table.

3. Employment contract- this is an agreement between the employer and the employee, according to which the employer undertakes to provide the employee with work according to the stipulated labor function, to ensure the working conditions provided for by the Labor Code, laws and other regulatory legal acts, a collective agreement, agreements, local regulations containing labor law norms , timely and in full to pay the employee wages, and the employee undertakes to personally fulfill the labor function, comply with the internal labor regulations in force in the organization (Article 56 of the Labor Code of the Russian Federation).

That is why the science of labor law considers the concept of an employment contract in three interrelated aspects:

1) as a form of realization of the right of citizens to work;

2) how legal fact, which is the basis for the emergence and existence of an employment relationship in time and serves as a prerequisite for the emergence and existence of other legal relationships closely related to labor relations;

3) as an institution of labor law, that is, a system of legal norms governing the employment of citizens, their transfers and dismissals.

4. Work contract- under this contract, the contractor undertakes to perform, and the customer undertakes to accept the results and pay.

5. Application- recruitment.

6. Travel allowance- an order (instruction) to send an employee on a business trip.

7. Regulations on departments- reflects the issues of professional and social development of the labor collective. Includes the following sections: general provisions; the concept of personnel; principles of relationship between administration and staff; contract system of personnel recruitment; staff development; the right of personnel to choose forms of labor organization; guaranteed employment of personnel; participation of personnel in profits; responsibility of administration and staff.

8. Order- written execution of the decision taken by the general director of the company on operational issues of the company as a whole or the director for operational issues of the activities of a subordinate department.

9. Job description- defines the duties, rights and responsibilities of each employee holding a certain position. It is compiled on the basis of the Regulations on the unit, the qualification characteristics, as well as the analysis of the work (or workplace) and the completed job description.

4 . Specialist professional activityHR manager

The HR manager is responsible for general management and coordination of the actions of the employees of the personnel group of the HR department (HR manager and recruitment and training manager).

Studying the labor market, wage levels, social programs at various enterprises to develop a concept for recruiting. Determines the company's need for personnel; possible sources of providing the necessary personnel; organizes the search for candidates using various sources (mass media, the Internet, recruitment agencies for employment).

Conducts selection of the number of candidates, conducts interviews with those who are hired; studies the business and professional qualities of employees in the selection, placement and planning of their activities and professional growth; ensures staffing of the enterprise.

Keeps records of staff turnover and analyzes them. She studies the causes of staff turnover, participates in the development of measures to reduce it.

Develops and implements technically justified norms of labor and material costs in relation to specific production specifications on various types works, based on the use of progressive labor standards, on the basis of technical data on the productivity of equipment, the results of an analysis of the costs of working time (chronometric observations and photographs of the working day).

Determines the number of employees in departments in accordance with progressive headcount standards, identifies deviations of the actual headcount from the standard and the reasons for such deviations, develops proposals for eliminating excess headcount.

The maintenance of time records of the personnel of the enterprise is controlled, based on the information provided by the heads of departments; keeps time records of employees of the plant management, monitors their timely arrival at work and leaving work, being at work.

The calculation of the average salary for the divisions of the enterprise.

Carries out control over the state of labor discipline in the divisions of the enterprise and compliance with the rules of internal and labor regulations by employees.

Prepares documents for storage in the archive after the expiration of the established terms of the current storage.

Participates in the preparation of the draft collective agreement.

Executes orders and instructions of the head of the personnel management department.

During the absence of the HR manager and the recruitment and training manager (due to vacation, illness, etc.), he performs duties in accordance with their job descriptions. Complies with the internal labor regulations, the regulation on the personnel management department, this job description, complies with the requirements of the enterprise standards, and also ensures the confidentiality of information that became known in the course of the performance of official duties.

Conclusion

In conclusion, I would like to say that during her internship at the enterprise, she taught me a lot. How to fill out paperwork. Having learned in detail what is personnel management and what it does. What programs does the HR department use?

The personnel management in the Heat and Comfort store is constantly being improved in order to provide the organization with long-term planning and implementation of specific projects that contribute to the development of the store branch.

New HR responsibilities include:

forecasting the needs of the enterprise in labor resources;

attraction and selection of the most worthy and promising candidates;

planning and implementation of a comprehensive and ongoing program of professional development of personnel;

analysis of personnel processes taking place at the enterprise, and timely informing managers about them;

control of the working climate in the company.

Bibliography

1. M.A. Guliyev, S.N. Epifantsev, S.I. Samygin "Sociology and Psychology of Management" "PHOENIX" Rostov-on-Don 2006

2. A.G. Porshneva, Z.P. Rumyantseva, N.A. Solomatina "Management of the organization" Textbook, ed. INFRA - Moscow 2003

3. Rainer Marra, Herbert Schmidt, “Personnel management in a social market economy. M., 1997

Introduction
1. Individual work plan
2. General characteristics of T.S.V. Transcompany LLC
3. Analysis of the number and structure of personnel
4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC.
5. Personnel policy OOO T.S.V. Transcompany
6. Conclusions and recommendations for improving the personnel management system and individual functions of personnel management
Conclusion
List of sources used

Introduction

Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire skills and abilities. practical work according to the chosen specialty and assigned qualification.

The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The objectives of the practice are as follows:

Studying and participation in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of personnel management of the organization at the place of internship;

Development of proposals for improving the personnel management subsystem of the organization's management system;

Collection of the necessary materials and documents for the implementation of course projects in the disciplines "Personnel Management of the organization" and "Motivation of labor activity" in accordance with the chosen topic.

This report consists of an introduction, conclusion, list of references and the main part, which, in turn, consists of a list of production and introductory issues on which the main analytical work was carried out.

The basis for the internship was the logistics company T.S.V. Transcompany LLC, which operates in the field of transportation and rental of vehicles.

1. Individual work plan

The internship period is from 22.10. to 11/18/2008

Place of internship – T.S.V. Transcompany LLC

Internship Position - Human Resources Manager

Table 1. Individual work plan

Functions performed	calendar term	Department name
Acquaintance with the organizational structure of the company, the principles of its work in the market.	22.10-24.10	T.S.V. Transcompany LLC
Acquaintance and analysis with the personnel management system at the enterprise. Acquaintance with the Charter of the company, job descriptions of the HR manager	27.10-31.10
Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports	3.11 – 7.11	Archive of the enterprise, personnel department of T.S.V. Transcompany LLC
Identification of positive and negative points in the personnel management system at T.S.V. Transcompany LLC, development of recommendations for its improvement	10.11 – 15.11	T.S.V. Transcompany LLC
Drawing up a report on the completion of the internship together with the head of the internship from the enterprise	17.11 – 18.11	Human Resources Department of T.S.V. Transcompany LLC

2. General characteristics of T.S.V. Transcompany LLC

Limited Liability Company T.S.V. Transcompany LLC was established in 1995. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have extensive work experience.

The main activity of T.S.V. Transcompany LLC is transport logistics.

Having a wealth of experience, T.S.V. Transcompany LLC provides high-quality and timely maintenance of its own projects.

Speaking about the management structure of T.S.V. Transcompany LLC, we can say that management depends on the form of legal existence of the organization.

T.S.V. Transcompany LLC is a limited liability company, i.e. it is a commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in the constituent documents. The number of founders is 5 people.

1. Responsibility of participants. Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.

2. Constituent documents. At T.S.V. Transcompany LLC, the organizational basis legal registration consists of two main documents:

– Memorandum of Association, which is signed by all founders.

- Charter, which is approved by the founders.

3. Management. The supreme governing body is the general meeting of participants. executive body management is the Director.

4. The right to withdraw from the partnership. Members may withdraw from the partnership at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.

Commercial management implements marketing strategy enterprises, carries out the conclusion and maintenance of contracts with suppliers, forms and maintains a regulatory framework for labor.

The Engineering Department is responsible for the operation of the warranty and post-warranty service stations.

Financial and economic management is engaged in financial reporting and reporting to the relevant organizations, as well as controls the financial flows of the company, and distributes them in accordance with the strategic plan of the enterprise.

The Project Management Department is responsible for the scientific validity of the chosen management strategy and economic development of the enterprise.

The technical management at the enterprise assumes the functions of technical control, is engaged in technical verification of cars entering the sale for the absence of marriage, for the authenticity of the trademark and for compliance with the requirements that Russian legislation imposes on such types of services.

The financial condition of T.S.V. Transcompany LLC is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents, the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.

An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that T.S.V. Transcompany LLC employs not only economic, but also managerial professionals.

3. Analysis of the number and structure of personnel

Speaking about the team working for T.S.V. Transcompany LLC, we can say that it consists of 26 people, including the General Director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the CEO), engineering management(6 people), financial and economic management (4 people), project management department (3 people), technical management(7 people).

In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and the statistics of the enterprise turned out to be especially informative. The data obtained were summarized in the following table:

Table 2. Indicators characterizing the personnel structure of T.S.V. Transcompany LLC

	Indicator value
Indicator	in 2007		in 2008
	people	%	people	%
1	2	3	4	5
Senior managers	1		1
Middle managers	4		4
Specialists	4		6
Employees	5		7
workers	10		6
Total:	24	100	26	100
· men	18		15
· women	6		11
working pensioners	1		2
45 years to retirement age	4		6
35 to 45 years old	15		10
25 to 35 years old	3		6
up to 25 years	1		2
two higher, postgraduate, doctoral studies	0		0
· higher education	16		18
· specialized secondary	6		7
general average	2		1
· lower secondary	0		0

It can be seen from the above data that the category of employees whose professional training is more than a year has noticeably changed over the reporting period, there is a downward trend from 27% to 22%, and the category of employees whose professional training is based on higher education increased by 7% and accounted for 27% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.

4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC.

It is advisable to start the analysis of personnel management with an assessment of the availability of labor resources for OOO T.S.V. Transcompany in the reporting year 2008 (see Table 3)

Table 3. Availability of labor resources for OOO T.S.V. Transcompany in 2008 (pers.)

It is also necessary to carry out a qualitative analysis for LLC “Top Business Integrator”, i.e., the distribution of employees by age (for workers), by level of education and by length of service.

Table 4. Distribution of workers by age LLC "Top Business Integrator"

The tension in providing LLC “Top Business Integrator” with labor resources can be somewhat relieved through a more complete use of the available labor force, an increase in labor productivity of workers, intensification of production, comprehensive mechanization and automation of production processes, improvement of technology and organization of production.

We estimate the completeness of the use of labor resources by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.

The working time fund (FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:

PDF = HR * D * P

At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:

∆FRV chr \u003d (CR f -CH pl) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.

In T.S.V. Transcompany LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional vacations with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the fund of working time. Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in T.S.V. Transcompany LLC are also unproductive labor costs, which consist of working hours as a result of the provision of low-quality services for the installation and adjustment of networks. They make up 1640 hours.

Reducing the loss of working time is one of the reserves for increasing output. To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of the T.S.V.

∆VP \u003d PDF * CV pl \u003d (20 330 + 1640) * 284.9 \u003d 6259.2 thousand rubles

Unproductive labor costs due to defects in the work of T.S.V. Transcompany LLC amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.

6. Personnel policyOOOT.S.V. Transcompany

The personnel policy of the enterprise includes the following areas of activity:

Let's take a closer look at each of the HR functions.

Recruitment and selection of personnel

The main tasks of personnel selection are:

– creation of a reserve of candidates for employment;

- formation of requirements for professions and positions;

- Evaluation of potential candidates.

The search for candidates for vacancies is carried out both within the enterprise and outside it.

The starting point for the selection and recruitment of personnel in T.S.V. Transcompany LLC is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for staffing needs, the requirement for the candidate and the job description.

The application for staffing needs is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work.

Based on the request for staffing, the personnel management department advertises vacancies. First, advertising is carried out within the company OOO T.S.V. Transcompany itself. The advertisement is placed on the bulletin board and distributed electronically.

For all candidates wishing to work at T.S.V. Transcompany LLC, questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed.

Applicants who meet the requirements are interviewed by the Human Resources Department and are also tested by an enterprise psychologist.

The Human Resources Department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review.

The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.

After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates.

After the candidate is approved for the position, an employment contract is drawn up. The employment contract is endorsed by the head of the structural unit, as well as by the following persons:

- director of the branch;

- Head of the Human Resources Department;

- Legal specialist.

The employment contract is signed by the citizen hired and submitted for signature to the General Director of T.S.V. Transcompany LLC.

An employment contract signed by the general director is the basis for registering the employment of a citizen.

Employment is issued orders for the enterprise.

A newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.

Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of T.S.V. Transcompany LLC. These include:

– a brief description of the organization, its structure and management system, the history of T.S.V. Transcompany LLC;

- collective agreement;

– internal labor regulations;

– regulation on bonuses for the main results of economic activity.

According to the author of this work, who industrial practice in T.S.V. Transcompany LLC, the main problem in the personnel management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.

In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.

There are several effective ways conflict management. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.

As a way to prevent the very appearance of conflict situations, the author of this work proposes to use the method of interpersonal contact, which would be of an organized nature.

The plan of such events can be presented in the form of the following table. (see table 5)

Table 5. Activities aimed at improving the psychological situation in the team

event title	the date of the	The purpose of the
1. Sports competitions between divisions	quarterly	Nothing unites the team better than a common goal and competitive conditions. In this capacity sports events perfect
2. Field trips (Day of the sea, Day system administrator, programmer's day, Goblin's Day, Harvest Festival, etc.)	Depending on seasonal and weather conditions, at least once every six months	An informal atmosphere always helps to find a common language, distract from work problems and promotes the search for common interests, areas of contact between people's behavior
3. Corporate parties	Once a quarter, it can be timed to coincide with some kind of event, while not necessarily an official one. You can just have a "Burn Light Bulb Day"	It has approximately the same goals as the previous group of events, in general, they are aimed at establishing interpersonal contacts in an informal setting
4. Family holidays (father's day, Mothers Day, Children Protection Day)	Father's Day is the third Sunday in July Mother's Day is the last Sunday in November	Holding family events provides another additional opportunity to establish not only interpersonal, but also interfamily ties, which strengthens the connection between generations. And contributes to the development of working dynasties in the enterprise

This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.

Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:

– formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this methodology is to direct the efforts of all participants towards a common goal;

- development of interpersonal styles of conflict resolution, including the style of avoidance, smoothing, coercion, compromise and problem solving.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.

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Practice Report at T.S.V. Transcompany LLC updated: July 31, 2017 by: Scientific Articles.Ru