The staffing is an example. Labor resources: personnel and personnel of the organization. Enterprise personnel structure

The economy of a developed state is almost always built on the basis of market relations, in which any business entity has the right to independently plan and manage its resources. The volume of profit depends on the success of these processes, and therefore the survival of the enterprise as a whole. One of the most important and costly factors of production today is the labor of hired workers. Many people very often in their lives heard, but did not always correctly understand the meaning of the word "personnel", although this category is decisive in production and economic activity enterprises. Examining the cost and effectiveness of metrics will help maximize the bottom line of any organization.

What are frames?

Personnel is the totality of all employees employed at the enterprise and included in its staff, regardless of their professional qualification groups.

The cadres include specialists, workers, technical staff and managers (together - a group of employees), as well as security workers, apprentices and junior service personnel.

Specialists are employees who prepare production, carry out engineering support and sell products.

Workers are people who are directly involved in the creation of products. This category is divided into two groups: main and auxiliary. The main workers directly with their own hands and through tools create from materials final product... Ancillaries provide materials, raw materials, energy, fuel, transportation, etc.

Technical personnel are employees whose main mission is to ensure the work of specialists.

The managers are entrusted with a managerial function. It is carried out both as a whole in the enterprise and in its individual divisions. This group includes: bosses, managers, chief specialists, directors, etc.

Security workers function to protect the material and information values ​​of the enterprise, as well as representatives of the management from unauthorized physical impact.

Apprenticeship is a reserve required by the enterprise to replenish the existing and replace the older workers of the organization.

Cleans premises, public places, etc.

Personnel can be characterized by quantitative and qualitative principles.

Quantitative characteristics of frames

These characteristics include:

• payroll - the number of employees on a specific date, including hired and dismissed;
• turnout number - the number of employees who went to work on a certain date;
• average headcount - the average calculated for each calendar day.

Qualitative characteristics of frames

The characteristics of this subcategory assess the professionalism and qualifications of the organization's employees.

Profession is a direction labor activity, which requires specific training and is a source of income for labor personnel. Also, within the framework of a certain profession, a narrower focus is distinguished - specialization (for example, specialization - financial analyst).

Qualified personnel are employees of the enterprise who have a certain degree of skill, displayed by the number of rank, category or class. The qualification requirements are spelled out in the Unified Tariff and Qualification Handbook (ETKS), qualification handbooks for employee positions, as well as regulations and job descriptions. So, according to reference books, a position is a kind of mental activity that is necessary for the exercise of authority in the workplace.

How to calculate labor efficiency?

Labor productivity indicators are the best indicators of the effectiveness of the use of personnel. These coefficients characterize the fruitfulness of activities for the production of various goods. Quantitatively, they are calculated by indicators of production (the ratio of the volume of work / production to the number of employees) or labor intensity (reverse production). These values ​​can be calculated in monetary terms, standard hours, in kind and conditionally in kind.

Personnel training is a complex and energy-intensive process, on which the smooth functioning and profitability of the enterprise depend. That is why it is necessary to devote enough time and material resources to it.

In the process of emergence and documenting labor relations a lot of documents are formed under the general name "personnel documentation". In the specialized literature, the complex of personnel documents is systematized according to various criteria.

For example, two large groups of personnel documents are distinguished by target affiliation:

1. Documents for the registration of personnel of employees, which include orders for hiring, transferring to another job, granting leave, dismissal, personal employee card, etc. The main part of documents on personnel was included in the unified primary forms accounting records on labor accounting and remuneration, approved by the Resolution of the State Statistics Committee Russian Federation dated January 5, 2004 No. 1 "On approval of unified forms of primary accounting documentation for labor accounting and remuneration."

2. Documents related to the implementation of functions for personnel management and labor organization(Internal labor regulations, Regulations on the structural unit, Job descriptions, Structure and staffing, Staffing table). V " All-Russian classifier management documentation "OK 011-93, approved by the Resolution of the Gosstandart of the Russian Federation dated December 30, 1993 №299, these documents were called" documentation on organizational and regulatory regulation of the organization, enterprise. "

Also, all personnel documentation can be divided into documents that you must look at when hiring your employees (Article 65 of the Labor Code of the Russian Federation) and, of course, those documents that you create and develop in your organization. Thus, you can use the classification of personnel documentation that is in the organization, dividing it into two groups:

Group I - Documents presented when concluding an employment contract. Employee documents required by law (copies) (Article 65 of the Labor Code of the Russian Federation):

Identity documents;
- work book, except for first-time workers and part-time workers;
- insurance certificate of state pension insurance;
- the documents military registration(military ID, certificate of registration, etc.);

Education document;
- a certificate of the presence (absence) of a criminal record for some types of activity.

Group II - Documents that are created by the employer in connection with the emergence of labor relations:

1. Local regulations(LNA) -personnel documents which are developed in the organization itself. There is no clear concept of LNA in labor legislation, however, Article 8 of the Labor Code of the Russian Federation mentions that these are norms that disclose labor legislation, as well as these are the documents that tell how you apply labor legislation in your organization for your specific needs. And here the most important thing should be noted that your LNA, which you are developing and creating, must be analyzed so that they do not worsen the position of employees in accordance with labor legislation, because in st. 8 of the Labor Code of the Russian Federation, it is said that: “The norms of local regulations that worsen the situation of employees in comparison with the established labor legislation and other regulatory legal acts containing norms labor law, collective bargaining agreements, agreements, as well as local regulations adopted without compliance with the established art. 372 of this Code are not subject to the procedure for taking into account the opinions of the representative body of employees. In such cases, labor legislation and other regulatory legal acts containing labor law norms, collective bargaining agreements, and agreements are applied. "

The criteria for the normativeness of documents are two factors that must be applied in combination:

1. Repeated application - this means that after you have put the document into effect, its application does not lose its force, but continues its effect.

2. Non-personalization - this means that the document does not concern any particular subject, but a circle of persons, associations, divisions, etc.

1) Mandatory LNA.

1. The staffing table (form T-3), approved by the order of the employer (Articles 15, 57 of the Labor Code of the Russian Federation);

2. Internal labor regulations (PVTR), approved by the order of the employer (Articles 189, 190, Labor Code of the Russian Federation);

3. Rules and instructions for labor protection. A set of all normative legal acts on labor protection applicable to the employer's enterprise (section X of the Labor Code of the Russian Federation);

4. Regulations on the personal data of employees or other documents regulating the use of personal data of employees at the enterprise, the obligation not to disclose personal data (clause 8 of Art. 86, Art. 87 of the Labor Code of the Russian Federation);

5. Provisions / agreements on trade secrets. List of information constituting trade secret approved by the employer;

6. Local regulations (LNA) on wages;

7. Collective agreement (obligatory, subject to the receipt of an offer in writing on the beginning of collective bargaining).

2) LNA taking into account the specifics. For example, the Labor Code of the Russian Federation provides for the possibility of introducing a shift work schedule for employees. If you are introducing a shift work schedule, then the shift schedule will become a mandatory local normative act for you, with which employees must be familiarized one month before it is put into effect.

3) Other LNA. Other local regulations are those acts that are not provided for by law, but are developed in the organization in order to regulate labor relations with employees, which include norms on employee discipline, working hours, safety and industrial sanitation, hiring and dismissing employees, without which the employer will not be able to function normally.

2. Personnel functions documents. The next documents in which the need arises in the organization are documents on personnel functions. Such documents include contractual documents - an employment contract, a collective agreement, an agreement on material responsibility etc. Regulatory documents - orders, orders of the head. Primary accounting documents for personnel records, working hours and wages - timesheet for the use of working hours, personal card T-2. Reference documents are all statements office notes, memoranda that arise in our work. With regard to archival documents, this is a special block of legislation that stands apart. Based Federal law No. 125-FZ "On archival affairs in the Russian Federation", the powers to inspect organizations for compliance with archival legislation were transferred to the Federal Archival Agency.

1) Contractual documents.

2) Administrative documents.

3) Primary accounting documents for personnel records, working hours and remuneration.

4) Information and reference documents.

5) Archival documents.

Another classification system for documentation includes two categories: mandatory and optional documents:

1. Mandatory personnel documents, the presence of which is directly provided for by the Labor Code of the Russian Federation for all employers ( legal entities and individual entrepreneurs).

This type of personnel documents includes local regulations provided for by the Labor Code of the Russian Federation (Articles 57, 86-88, 103, 123, 189, 190, 212, Labor Code of the Russian Federation) and therefore mandatory for each employer and documents created in the process of origin and documentary registration labor relations in accordance with the requirements of the Labor Code of the Russian Federation (Articles 62, 66, 67, 68, 84.1, 193 of the Labor Code of the Russian Federation). The former are associated with the organizational and regulatory regulation of labor relations and the establishment of the regime and working conditions for a specific employer, the latter serve to record the personnel of employees:

1. Collective agreement

2. Regulations on remuneration and bonuses

3. Regulation on certification of employees

4. Nomenclature of cases of the personnel service

5. Regulations on the personnel department

6. Job descriptions of personnel department employees

7. Staffing table (form T-3)

8. Time sheet (form T-13)

9. Shift schedule

10. Instructions for administration HR administration

11. Internal labor regulations

12. Regulation on the protection of personal data of employees

13. Vacation schedule (form T-7)

14. Employment book

15. Receipt and expense book for the accounting of forms work books and inserts for them

16. Book of accounting for the movement of work books and inserts to them.

This also includes unified forms of primary accounting documentation for labor accounting and remuneration, the maintenance of which in accordance with paragraph 2 of the Resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 "On approval of unified forms of primary accounting documentation for recording labor and its payment" is mandatory for all organizations operating on the territory of the Russian Federation, regardless of their form of ownership.

Currently, the following unified forms for personnel accounting are in force: No. T-1 "Order (order) on the hiring of an employee", No. T-1a "Order (order) on the hiring of workers", No. T-2 "Personal card employee ", No. Т-2ГС (МС)" Personal card of a state (municipal) employee ", No. Т-3" Staffing table ", No. Т-4" Registration card of a scientific, scientific and pedagogical worker ", No. Т-5" Order (order) on the transfer of an employee to another job ", No. T-5a" Order (order) on the transfer of workers to another job ", No. T-6" Order (order) on granting leave to an employee ", No. T-6a" Order ( order) on granting leave to employees ", No. T-7" Vacation Schedule ", No. T-8" Order (order) on termination (termination) of an employment contract with an employee (dismissal) ", No. T-8a" Order (order) on termination (termination) of an employment contract with employees (dismissal) ", No. T-9" Order (order) on sending an employee on a business trip ", No. T-9a" Order (order) on sending workers on a business trip ", No. T-10" Travel certificate", No. T-10a" Service assignment for sending on a business trip and a report on its implementation ", No. T-11" Order (order) on employee incentives ", No. T-11a" Order (order) on employee incentives. "

In addition, the Decree of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 approved unified forms for recording working hours and settlements with staff on remuneration: No. T-12 "Timesheet of working hours and calculating wages", No. working time accounting ", No. T-49" Payroll "," Payroll ", No. T-53" Payroll ", No. T-53a" Payroll registration journal ", No. T-54" Personal account ", No. T-54a "Personal account (svt)", No. T-60 "Note-calculation on granting leave to an employee", No. T-61 "Note-calculation upon termination (termination) of an employment contract with an employee (dismissal)", No. T -73 "Act on the acceptance of work performed under a fixed-term employment contract concluded for the duration of a certain job."

2. Optional HR documents, which the employer can accept within the framework of local rule-making, their list, the procedure for conducting the employer determines independently.

Optional personnel documents are advisory in nature, they also contain labor law norms and are necessary for the regulation of labor relations. Such personnel documents include, for example, provisions on structural units, staff regulations, job descriptions, regulations on certification of workers and others.

Thus, the general composition of personnel documents is determined directly by the employer, taking into account the requirements of the current legislation, the scope and specifics of the organization of labor, with the exception of those documents and unified forms of primary accounting documentation for labor accounting and remuneration, which are mandatory for each employer.

In addition, the developers of the above classifier apply another principle of systematization of personnel documentation, namely, according to typical personnel procedures the following types of personnel documents are distinguished:

1. Recruitment Documentation:

· Application for a job;

· Contract for appointment to the position;

· The order of acceptance to work;

Protocol general meeting labor collective about hiring.

2. Transfer documentation:

· Application for transfer to another job;

· Representation of transfer to another job;

· Order of transfer to another job.

3. Dismissal documentation:

· Statement of resignation;

· Order of dismissal;

· Minutes of the general meeting of the labor collective on dismissal.

4. Vacation documentation:

· Vacation schedule;

· Application for granting leave;

· Order for granting leave.

5. Documentation for registration of incentives:

· Representation of the promotion;

· Order of promotion;

· Minutes of the general meeting of the labor collective on the encouragement.

6. Disciplinary action documentation:

Violation memo labor discipline;

· Explanatory note on violation of labor discipline;

Imposition order disciplinary action;

· Minutes of the general meeting of the labor collective on the imposition of a disciplinary sanction.

If we consider personnel documents that are part of the employee's personal file, then they can be subdivided into:

1. Drawn up upon admission to work:

2. Feature

4. Autobiography

5. Application for employment

6. Personal card

7. Order on the admission of an employee (form T-1), on the admission of workers (form T-1a)

8. Protocol on the election to the position and the results of the competition for vacant post

9. Labor contract

2. Added during labor activity:

1. Order on granting leave (form T-6), on granting leave (form T-6a), on incentives for the employee (form T-11), on incentives for employees (form T-11a), on the employee's business trip (form T- 9), on the business trip of workers (form T-9a), on the transfer of an employee (form T-5), on the transfer of workers (form T-5a), on the application of disciplinary sanctions, on the lifting of disciplinary sanctions, on the combination of positions, on the replacement of positions , on the postponement of vacation, on recall from vacation, on suspension from work, on staff reduction.

2. Copies of documents on the basis of which the personal data changed (certificate of marriage or its dissolution, birth of a child, etc.).

3. Attestation sheets.

4. Copies of documents on professional development.

5. Explanatory notes, notifications, acts, etc.

The composition and structure of the company's personnel can be quite varied. But at the same time, there are a large number of the most different features related specifically to the personnel business.

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First of all, this is due precisely to the field of activity in which a particular enterprise operates.

Directly composition HR department can consist of one person or several. A very important role in this is played by the number of workers officially employed at the enterprise.

Basic moments

The HR department at the enterprise is one of the most important divisions. Since it simultaneously solves a large number of very different problems at once.

At the same time, one should remember about the many different nuances with which the work of this department is associated.

The most significant issues directly related to the personnel service today include the following:

• what it is?
• the place of the department in the enterprise;
• legal grounds.

What it is

Today, under the term " personnel service»Means a special institution that specializes in personnel management.

At the same time, a certain list of tasks solved by an enterprise of the type under consideration has been established.

Today the personnel department is obliged to implement the following main tasks:

• accounting and control;
• planning and regulatory;
• reporting and analytical;
• coordination and information;
• organizational and methodological.

The structure under consideration simultaneously solves a fairly extensive list of very different tasks. Moreover, they have their own specifics.

This list is primarily influenced by the following:

• the size of the organization;
• the direction of activity of a particular enterprise (trade, production or something else);
• the goals of the enterprise itself;
• stages of development of the institution;
• total number of staff;
• the main tasks that the management sets for the personnel.

Today, almost no more or less large enterprise can do without a personnel department in which at least one employee works.

But it should be remembered that the legislation does not establish an obligation to create such a personnel department.

If there is no need for it for some reason, then the management has the right not to create such a department. It is only important to remember about a large number of very different nuances.

For example, individual entrepreneur, which employs a small number of employees, may not create a personnel department.

This is not actually required. It does not take a lot of time to maintain documentation related to a small number of personnel.

That is why hiring cadres would actually be a waste of money. But it is still important to understand the structure of the personnel of the enterprise. This will avoid making mistakes.

The place of the department in the enterprise

Today, the structure of the personnel department (if any) is quite significantly disconnected from individual organizational units.

First of all, this applies to accounting, labor protection finishing and many others. But every day the conditions for doing business are becoming more complicated. This also affects the requirements related to personnel management.

Almost every year, there is a reform of legislative norms that are directly related to the procedure for personnel records.

Unified document formats are changing, and amendments are being made to the Labor Code of the Russian Federation. Accordingly, all these points should be taken into account by the personnel department.

That is why the effectiveness of its work is closely related to the interaction with other structures.

Today, an effective personnel policy is only possible if there is close interaction with the rest of the enterprise.

Sometimes some companies initially create personnel structures, whose work is focused on integration with the rest of the departments.

The main features of such structures today are the following:

The HR department is becoming more and more important every day. Therefore, if the enterprise is large enough and it is necessary to approach the recruitment process as responsibly as possible, it must be staffed accordingly.

Legal grounds

Today, the process of forming the personnel department itself is not established at the legislative level. But it should be remembered that the personnel business is regulated by many different legislative acts.

It is important to familiarize yourself with all of them in advance. And not only to the personnel officers themselves, but also to the head. This will make it possible to prevent the emergence of controversial, conflicting moments.

Moreover, both directly with employees and with labor inspectorate. Arbitrage practice about the personnel business is quite extensive and the crane is ambiguous.

That is why you should avoid making various mistakes. This will be possible only after familiarization with the following NAPs:

Documents deserve special attention federal bodies executive power.

First of all, these include the following:

The list of various kinds of regulatory documentation is very extensive, therefore it is quite difficult to understand it.

This is the main reason why it is worth recruiting already trained, qualified and experienced specialists to the department.

Also, if possible, the company should definitely send personnel to refresher courses.

Personnel structure of the enterprise

The personnel management structure of an enterprise is associated with great responsibility. Since, for the most part, the success of the economic activity of the enterprise depends on the quality of personnel.

Therefore, the high qualifications of the staff directly responsible for the selection of personnel is extremely important.

The most essential points today are:

• personnel classification;
• structure of the personnel service;
• ways of improvement;
• composition analysis.

Personnel classification

Today, the size of the HR department depends on many factors. It is conditionally possible to divide all persons employed in this department into the following categories:

Recruiter	Recruiting staff
Adaptation specialist	Carries out familiarization of the employee with all his immediate duties)
HR Specialist	Handles the preparation of all the necessary documentation
Benefits and Compensation Specialist	—
Standardized Labor Specialist	—
Personnel training specialist	—
Responsible for the assessment	About the employee's current activities

The division is very conditional, since in different companies there may be employees who perform other duties or combine the above.

If the number of employees is less than 40 people, then usually only one employee can perform all the functions indicated above.

The number of personnel required in the department varies precisely from the number of employees and the tasks assigned to them.

The above classification is not established by law. The employer has the right to independently recruit personnel for the HR department and distribute all responsibilities.

But at the same time, it is important to remember to observe the basic rules. Labor Code RF. Violation of it is unacceptable and punishable.

In some cases - up to deprivation of the right to engage in a certain type of activity. If you wish, you can find the table by category.

HR structure

Today, the structure of the HR department itself can be different. On this moment its format is not regulated by legislation. But there are some typical organizational charts.

The most common today are the following:

In this case, the functions of the above units can be performed by one person or several at the same time.

The number of employees performing any specific functions directly depends on the tasks set by the manager, as well as the number of personnel.

Choosing any of the above organizational structures any is possible. It all depends only on the wishes and capabilities of the leadership.

Improvement paths

Today, the personnel service can be improved in various ways. The most common options today are as follows:

• sending to refresher courses;
• the head or the personnel department itself - carry out an analysis of activities and draw appropriate conclusions;
• involvement of third-party specialists.

2.2 Analysis of the personnel composition of the organization

Now it is necessary to consider the analysis of the staff of JSC "IKAR", consisting of executives, specialists, production workers.

Table 1 - Average annual number and structure of employees at JSC "IKAR"

P / p No.		Categories of workers	2005				2006				2007
			human		% to total		human		% to total		human		% to total
		A	1		2		3		4		5		6
1		Average headcount, Total	2413		100,0		2381		100,0		2235		100,0
2		including governing	325		13,5		312		13,1		296		13,2
3		engineering and technical workers	392		16,2		385		16,2		347		15,5
4		workers of the main production	1238		51,3		1386		58,2		1147		51,3
5	auxiliary production workers			458		19,0		298		12,5		445	20,0

Table 1 shows that the number of employees at OJSC IKAR slightly decreases every year. This decrease was reflected in both executives and engineers. Workers of the main production in comparison with 2005, in 2006 their number increased to 1,386, but in 2007 there were much fewer workers than in 2005. (1147 people). The number of workers in auxiliary production decreased significantly in 2006. compared to 2005 for 160 people, but in 2007. the quantity of this category has recovered again.

To calculate the number of workers of the main production per 1 person of the managerial staff or engineering and technical workers, the number of workers of the main production for certain period divided by the number of management personnel (engineers and technicians).

Consequently, since 2005. to 2007 there are 4 workers of the main production per 1 person in the management team. In 2005. there were 3 workers of the main production per 1 engineering and technical worker, in 2006 - 4 workers, and in 2007. again 3 workers.

High quality workforce is only a prerequisite for high production efficiency. For its implementation, it is necessary that the employee's work is well organized, that he does not have interruptions in work for organizational and technical reasons, that the work entrusted to him corresponds to professional training and qualifications, so that the employee is not distracted by performing functions unusual for him, especially not appropriate to the level of qualifications, so that he was created with normal sanitary and hygienic working conditions, ensuring a normal level of labor intensity. Big role the socio-psychological environment also plays a role, facilitating the interaction of performers in the process of work, the emergence of incentives for highly productive and effective work. It is also important that the employee properly fulfills his production and official duties, strictly adheres to discipline (labor, production, technological), labor activity and creative initiative.

Table 2 - Use of working time

P / p No.	Indicators	2006	2007		2007 by 2006, in%
		actually	according to plan	actually
	A	1	2	3	4
1		2381	2240	2235	94,1
2	Total number of man-days worked, thous.	690	650	648	94,0
3	Number of people worked / hour, thous.	5524	5197	5185	94,1
4	Average annual number of days worked per employee	290	290	290	100,0
5	Average annual number of people / hour, thous.	5455	5326	5250	97,0
6	Average annual working day, h	7,9	8,2	8,1	103,0

Table 2 shows the use of working time at the JSC "IKAR". Working time at the enterprise serves not only as the main production resource, but also as a criterion economic efficiency production. During the study period, the number of days worked by one worker per year was equal to 290 days, therefore, the work time at the plant was distributed rationally, although the total number of man-days decreased by 42 man-days. The same is happening with a decrease in the number of people worked per hour. But on the other hand, the length of the working day increased by 0.2 hours.

Table 3- Analysis of the causes of loss of working time

P / p No.	Indicators			2006	2007		2007 to 2006,%
	A			1	2		3
1	Absenteeism, days			354	436		123
1.1			0,15			0,20	133
2		Downtime, days	3929			7228	184
2.1		including per worker, h	1,65			3,24	196
3		Holidays with the permission of the administration, days	1154			1546	134
3.1		incl. per worker, days	0,5			0,70	140
4		Total removable losses, days	5437			9210	169
4.1		incl. per worker, days	2,30			4,14	180

This table presents an analysis of the loss of working time. Every year there are absenteeism of workers, production downtime due to various reasons such as no orders for the purchase of products, due to power outages, etc. Table 3 shows that absenteeism for no good reason in 2007. increased by 82 days. Employees thus violate labor discipline, internal regulations working day... Downtime has almost doubled. To eliminate the loss of working time, it is necessary to take certain measures. For example, if an employee is absent from work in work time for no good reason, reprimand him or even go up to the point of dismissing him from work.

Table 4 - The structure of the personnel of the enterprise by category

P / p No.	Years	Total, people	Including by category
			Workers		Leaders		Specialists		Employees
			Number, people	Ud. the weight, %	Number, people	Ud. the weight, %	Number, people	Ud. the weight, %	Number, people	Ud. the weight, %
	A	1	2	3	4	5	6	7	8	9
1	2005	2413	1696	70,3	325	13,4	312	13,0	80	3,3
2	2006	2381	1684	70,7	312	13,1	286	12,0	99	4,2
3	2007	2235	1592	71,2	296	13,2	281	12,6	66	3,0

OJSC "IKAR" employs managers, specialists, employees and workers. Analyzing table 4, it was found that in 2007, compared to 2005, the number of workers decreased by 104 people. In general, due to the turnover of personnel, every year all categories of employees of the enterprise are reduced, their number is decreasing. But all categories of these workers must be present in the amount that can provide effective work enterprises, and also get high productivity.

Table 5 - The structure of the personnel of JSC "IKAR" by gender

P / p No.	Years	Total, people	Including by gender
			Men, people	Women, people
	A	1	2	3
1	2005	2413	1621	792
2	2006	2381	1547	834
3	2007	2235	1388	847

Table 5 shows that on this enterprise mostly male labor force. After all, JSC "IKAR" is engaged in heavy industry. But in comparison with 2005, the number of men at the plant has decreased by 233 people. In 2007, there were 1388 of them. And the number of working women is gradually increasing in comparison with 2005 by 55 people. The overwhelming male composition of workers over the female is due to the specifics of the work.

Table 6 - Educational level of personnel

P / p No.	Years	Total, people	Number, people
			Higher	Specialized secondary	General average	Lower secondary
	A	1	2	3	4	5
1	2005	2413	865	823	579	146
2	2006	2381	836	812	548	185
3	2007	2235	800	764	491	180

Table 6 shows that the company employs highly skilled workers. This is explained by the fact that the largest number of employees prevails at the enterprise with higher and secondary specialized education. But it is noted in Table 6 that in connection with the continuous turnover of personnel, the number of educated people, specialists in their field, is decreasing. During the study period, the number of employees with higher education, in comparison with 2005, decreased by 65 people, and 59 people with secondary specialized education. However, the number of employees with incomplete secondary education increased by 34 people. But OJSC "IKAR" strives to ensure that competent specialists work at the enterprise and for this the enterprise sends workers at the expense of the enterprise to study at higher educational establishments... In 2006, it sent 58 people to study. Analysis of personnel indicators by education shows that the level of education of personnel corresponds to qualification characteristics posts.

Table 7- Age composition of personnel

P / p No.	Indicators	2005		2006		2007
		Number, people	Ud. the weight,%	Number, people	Ud. the weight,%	Number, people	Ud. the weight,%
	A	1	2	3	4	5	6
1	Age composition of staff, number of people:	23	1,0	5	0,2	5	0,2
2	18-35	745	31,0	699	29,4	663	30,0
3	35-50	945	39,0	956	40,2	941	42,0
4	Over 50	700	29,0	721	30,2	626	28,0
	Total	2413	100,0	2381	100,0	2235	100,0

Table 7 shows that the enterprise is mainly dominated by workers aged 35 to 50 years. In 2005. employed more workers aged 35 - 50, in 2006 their number increased by 11 people, and in 2007 it decreased again by 15 people. Workers between the ages of 18 and 35 are decreasing every year, but one should again take into account the continuous turnover of staff. Compared to 2005 employees aged 18-35 in 2007 decreased by 82 people. There are a very significant number of employees over the age of 50. Workers of this age are mainly in management positions, as well as specialized workers. Aging of personnel can lead to the fact that in a few years the plant will experience a real shortage of experienced and skilled workers, this problem already exists. After all, all the same, people cannot work all their lives, age will make itself felt.

Table 8-Qualification composition of workers, people

P / p No.	Discharge on a single tariff scale	2005		2006		2007.
		Number, people	Ud. the weight,%	Number, people	Ud. the weight,%	Number, people	Ud. the weight,%
1	A	1	2	3	4	5	6
2	II	415	17,2	387	16,3	315	14,1
3	III	534	22,1	541	22,7	438	19,6
4	IV	687	28,5	584	24,5	602	27,0
5	V	452	18,7	485	20,4	495	22,1
	VI	325	13,5	384	16,1	385	17,2
	Total:	2413	100,0	2381	100,0	2235	100,0

Table 8 shows that the largest number of employees of the 4th grade prevails at OJSC IKAR. During the study period 2005 - 2007. the number of workers of the II category is decreasing every year. Compared to 2005, their number has decreased by 100 people. The company employs competent specialists, this is evidenced by the increase in workers of the 5th and 6th categories according to a single wage scale. At the plant, certification of workplaces is carried out, which means that the category of workers is increased.

Table 9 - Distribution of personnel by length of service

P / p No.	Indicators	2005	2006	2007
	A	1	2	3
1	Distribution of personnel by work experience, number, people:	2413	2381	2235
2	Up to 1 year	145	154	127
3	1-2	547	486	365
4	2-5	688	741	702
5	5 and more	1033	1000	1041

Table 9 shows that OAL "IKAR" employs employees with extensive work experience. In connection with the continuous turnover of personnel (employees are either fired or hired), there are jumps in the growth and decline of personnel. There were 1,033 employees with work experience of 5 years or more in 2005, in 2006 it decreased by 33 people, and in 2007 it increased again by 41 people.

Table 10 - Analysis of frame movement

P / p No.	Indicators	2005	2006	2007
		Number, people	Number, people	Number, people
	A	1	2	3
1	Average headcount	2413	2381	2235
2	Number hired workers	605	399	559
3	Number of dismissed employees	744	467	640
4	including: By on their own Absenteeism and other violations of labor discipline
5	Frame Reception Ratio (p. 2 / p. 1)	0,25	0,17	0,25
6	Retirement rate (p. 3 / p. 1)	0,31	0,20	0,25
7	Employee turnover rate	0,31	0,20	0,29

Table 10 examines the movement of personnel at JSC "IKAR". The number of employees hired by the company in 2006, compared to 2005, sharply decreased by 206 people, but in 2007 it picked up the growth rate again and increased by 160 people. In 2006, compared to 2005, the number of laid-off workers significantly decreased by 277 people, but in 2007 it increased again by 173 people. The retirement rate is calculated as the ratio of the number of dismissed employees to their average headcount. This table shows that the highest coefficient is observed in 2005 - 0.31, and also in 2007 - 0.29.

Table 11 - Analysis of the reasons for staff turnover in the organization,%

P / p No.	Reasons for dismissal	2005	2006	2007
	A	1	2	3
1	Low level wages	63,8	75,0	62,5
2	Late payment of wages	13,5	8,97	5,9
3	Violation of labor discipline	22,7	16,03	31,6
	TOTAL:	100,0	100,0	100,0

Table 11 shows that low wages most of all affect the dismissal of workers. Currently, there are many other organizations in the country where wages are higher, as a result of which people go to work. They change their place of work.

Many workers are fired due to violation of labor discipline, many workers come to work in a state of alcoholic intoxication, are late or leave work early, violate the access control, take away inventory items. Due to late payment of wages, a small number of employees are dismissed. Basically, the plant does not actually delay wages. But, and if there is a delay in wages, then no more than 15 days.

Table 12 - Indicators of vocational training

P / p No.	Indicators	2006	2007	2007/2006, in%
	A	1	2	3
1	Average headcount, people	2381	2235	112
2	Has passed professional education, people	60	67	112
3	Share trained, %	2,5	3,1
4	Spent on training, person / hour	24000	26800	112
5	Worked out, man / hour	115200	128640	112
6	Share of time spent on training,%	21,0	20,0	95,2
7	Average number of people / hour per 1 trained employee	2320	2320	100
8	Costs for vocational training, thousand rubles	1200	1474	112
9	Costs for training 1 employee, thousand rubles	20	22	110

Every employee of any enterprise should strive to improve his professional level... Every year the number of employees who have undergone training increases slightly by 7 people. Consequently, the costs of vocational training are increasing, compared to 2006, in 2007 costs increased by 274 thousand rubles.
Table 13 - Indicators of the level of labor productivity

P / p No.	Indicators	CONV. designation	2005y	2006	2007
	A	1	2	3	4	5
1	Volume of work performed, thousand rubles	TP	836100	916537	989272	108
2	Average number of industrial and production personnel, people	Chp	2334	2326	2197	94,4
3	Average number of workers, people	Cz	2413	2381	2235	93,9
4	Share of workers in the total number of PPP,%		103	102	102	100
5	Total amount hours worked by all workers per year, thous.	PM	5347	5524	5185	93,9
6	including one worker, thous.		2,2	2,3	2,3	104,5
7	Average working day, h	Tcr	7,9	8,2	8,1	98,8
8	Worked by one worker per year, days	D	277	290	290	100
9	Average annual output, thousand rubles		229068	251106	271033	108
10	one worker		346,5	385,0	443,0	115
11	Average daily output of a worker, p.		3018	3160	3411	108
12	Average hourly output of a worker, r.		156,4	166,0	190,1	115

Based on the calculations of the indicators of the level of labor productivity, it has been revealed that labor productivity in general at JSC "IKAR" is optimal. The volume of work performed increases every year, for example, in 2007, in comparison with 2005. The volume of work performed increased by 153,172 thousand rubles. The share of workers in the total number is higher in 2005 by 3%, in the following - by 2%. The length of the working day is getting higher every year, this directly affects the volume of work performed, and therefore the profitability of production. In 2005, there were few days worked by one worker per year - only 277 days, but in other years - 290 days, as necessary. Average daily output increased by 8% (company rate) compared to 2006 and 2007. In general, labor productivity is efficient and high, meets all norms and requirements.

Table 14 - Calculations to table 13

P / p No.	Indicators	Calculations
	A	1
1	Share of workers in the total number	PPP = (R / N) x 100% (%)
2	The total amount of time worked per year by one worker	PM / HR = thousand h
3	Average working hours	(Pt / Chp): 290days (hour)
4	Average annual output, thousand rubles :
5	one worker	TP / Chr
6	Worked by one worker per year, days

The personnel service (CS) of the organization is a structural association that performs the duties of control over personnel. The initial task is to optimize the labor process.

The level of competence of the COP and the limits of authority are divided as follows:

• Full subordination to the administrative manager (all coordinating schemes are in a single subsystem).
• Direct subordination to the director of the enterprise.
• Has the status of the second step in the vertical after the leader.
• The corporate management is included in the management of the enterprise.

The organizational structure of the service depends on:

• activities;
• the number of employees by state;
• the level of management potential of the COP.

Organizational structure of the personnel department

• Fast response to changes, additions.
• Optimization of employee functions with the transfer of direct control to the lower management level.
• Distribution, consolidation of appointments within the organization.
• Regulation of the rational number of employees subordinate to the manager.
• Observance of the rights and obligations of employees.
• Clear distribution of organizational authority.
• Minimization of expenses of the management structure.

This is an incomplete list. The scheme of work is influenced by groups of factors:

• Features of the organization's device.
• Technology, type of production.
• Corporate ethics style.
• Developing or following effective existing schemes.

One or more factors can influence the design of the organizational structure of a service. For the initial data, indicators are taken:

• The number of steps of leadership.
• State.
• Control type.

The structure of the HR department combines two levels - functional and linear. The first type of management reflects the division between the managerial staff of the enterprise and other links. To build it, fix the technological sequence of production for each manager (or authorized person), the matrix principle is applied.

Responsibilities of HR officers

Job responsibilities of these specialists are formulated in the Labor Code of the Russian Federation.

The focus is on good governance staff resources:

• Building relationships.
• Assessment of the applicant's suitability for the position.
• Development of training programs and social projects for the employees of the company.

These functions require regular internal innovations, training of specialists for the service, development of programs, trainings.

Actions are due to the need for high-quality performance of a number of functional tasks:

• Establishment qualification level in line with current economic requirements.
• Control over the increase in expenses for the work process.
• Formation of corporate policy taking into account the established multinational mix of employees.
• The personnel department is engaged in the regulation of working relations with the Labor Code of the Russian Federation.
• Implementation of remote access to organization resources.

Conventionally, there are two functional areas of the COP:

1. Control of relationships in the team.
2. Documenting the employment contract.

The first point means:

• Staff planning.
• Staffing the enterprise.
• position held.
• Education, career workers.
• Incentive system in the social sphere.
• Compliance safe environment work.

Conditions labor agreement must be recorded in the documents of the personnel department:

• Orders, orders.
• Filling out the established registration information forms.
• Registration and maintenance of labor documentation.
• Formation.
• Consulting services.
• Calculation of the schedule of working hours.
• Issuance of documents for payments (benefits, allowances).

The functional range of the KS requires a high-quality selection of its employees.

Organization of work of the personnel department

The number of specialists for the CS is justified by rational delineation and stabilization labor process each individual enterprise. To do this, use " Qualification handbook", In which the positions are indicated:

• managerial staff;
• specialists;
• technical performers.

For each there is a characteristic, including prescriptions:

• range of duties;
• special knowledge;
• qualification requirements.

The organization of work is carried out in accordance with the level of complexity and the volume of tasks. Each employee must have the knowledge and skills:

• Full knowledge of the specifics of the enterprise.
• Managerial and leadership qualities.
• Learnability.
• Possession of the basics of financial formation.
• Diplomatic skills.

CC of organizations provide the following vacancies:

1. The head of the personnel management service.
2. Manager:
   • on personnel work;
   • social benefits;
   • compensation;
3. Specialist:
   • on work with job seekers;
   • learning;
   • employment;
   • HR administration.

The presence of positions is determined by the specifics of the enterprise and the functional tasks of the personnel service.