Personnel planning in an organization (essence, goals, objectives, strategic and operational plans for working with personnel, determining the need for personnel, the process of personnel planning in Russian organizations)

The main characteristic of the labor resources that are used in the enterprise are personnel.

The staff of the enterprise is a set of employees of various professional and qualification groups employed at the enterprise and included in its payroll. The payroll includes all employees hired for work related to both core and non-core activities.

The concept of "labor resources of the enterprise" characterizes its potential workforce. Under the personnel of the enterprise is understood the main (full-time, permanent), as a rule, qualified staff of the enterprise.

The essence of the purpose and objectives of personnel planning in the organization

Personnel planning is a purposeful, scientifically substantiated activity of an organization, aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements.

Workplaces, in terms of productivity and motivation, should allow workers to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment.

Personnel planning is carried out both in the interests of the organization and in the interests of its employees. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and a constant income is guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that personnel planning is then effective when it is integrated into the overall planning process of the organization. HR planning should answer the following questions:

¾ How many workers, what skills, when and where will they be needed?

* How can you attract the right and reduce unnecessary

staff without causing social harm? How best to use each worker according to his ability?

* How to ensure the development of staff capacity for

performing new skilled jobs and maintaining their knowledge in accordance with the demands of production?

¾ What costs will the planned personnel activities require?

The concepts of "personnel planning" and "personnel policy" are often insufficiently differentiated from each other. Personnel policy as the adoption of fundamental personnel decisions becomes the planning of goals. In this sense, personnel policy or goal planning is often equated with long-term strategic personnel planning. Therefore, personnel decisions of fundamental, long-term importance must always be based on long-term planning. Personnel planning does not begin after the approval of the personnel policy, but simultaneously with it.

Due to the fact that personnel management performs an extensive complex group of functions, the process of personnel planning can be divided into a number of particular aspects.

According to statistical observations, systematic planning should reduce the number of erroneous decisions in the future, because due to the high intensity of planning, the quality of decisions is significantly increased compared to those that are made impromptu, based on the current situation. At the same time, the possibility of errors in the personnel sphere is very high and their impact on economic and social goals can be very significant. From this point of view, personnel planning is entrusted with the fundamental task of creating the prerequisites for the implementation of the goals of the employer and employees of the organization.

Workforce planning has many dimensions. In addition to the temporary division into long-term, medium-term and short-term, the division of personnel planning into strategic, tactical and operational is important. Each of these types of planning has its own goals, activities and potentials for groups of functions of each subsystem of the personnel management system.

Workforce planning objectives should be formulated systematically. This includes the goals of the organization and the goals of its people, as well as the underlying principles of the organization's policies. The formation of goals in the personnel area occurs permanently through negotiations on a wide range of issues, in which all interested parties with different potentials of power participate. The goal-setting process becomes a planned process only when it is carried out with a systematic sequence.

Personnel planning

Personnel planning is the process of determining the quantitative and qualitative needs of an organization for personnel in the future and assessing the extent to which this need can be satisfied.

Personnel planning should be integrated into the overall planning process in the organization and aligned with the following areas:

• - sales planning;
• - supply planning (provision of raw materials, materials, attracted services);
• - planning of capital investments for the acquisition of long-term property;
• - financial planning;
• - organizational planning (planning of the organizational structure and the structure of the division of labor in the organization).

Only the mutual coordination of all the components of planning can ensure unity of action to achieve the goals of the organization.

Personnel planning can be represented in the form of a diagram (Fig. 1).

Rice. one

Responsibility for personnel planning is shared between the personnel management service and line managers.

Human Resources Service:

• 1) participates in the development of the organization's development strategy, analyzes the needs for personnel, taking into account the plans of the organization;
• 2) analyzes information about the available personnel, develops proposals for more efficient use of available human resources, predicts the availability of personnel for various options for the development of the organization; works both at the level of individual departments and at the level of the organization;
• 3) analyzes macroeconomic information, legislation and information on the labor market and educational services to ensure the realistic plans for working with personnel;
• 4) proposes, agrees, approves strategic plans for working with personnel and is responsible for their implementation;
• 5) develops forms for providing information, applications, plans to facilitate interaction between the personnel management service, line managers and top management;
• 6) advises line managers on personnel planning issues.

Line managers in the field of personnel planning:

• 1) analyze the possibilities of fulfilling the plans of the department, taking into account the available personnel;
• 2) carry out their own analysis of the quantitative and qualitative composition of subordinate personnel, timely submit information and proposals to the personnel management service;
• 3) make proposals related to the introduction of new technologies or changes in technological processes to a higher manager and to the personnel management service;
• 4) participate in the coordination of plans for work with personnel and their implementation after approval.

Personnel planning principles

The personnel planning process is based on a number of principles that must be taken into account in the process of its implementation.

First of all, it is the involvement of the organization's employees in the work on the plan already at the earliest stages of its preparation.

Another principle of personnel planning is continuity, due to the appropriate nature of the economic activity of the organization and the fact that the personnel themselves are in constant motion. At the same time, planning is considered not as a single act, but as a constantly repeating process.

The principle of flexibility implies the possibility of constant adjustments to previously made personnel decisions in accordance with changing circumstances. In order to ensure flexibility, the plans must allow for freedom of maneuver within certain limits.

The unity and interconnection of the activities of individual parts of the organization requires compliance with such a planning principle as the coordination of personnel plans in the form of coordination and integration. Coordination is carried out "horizontally" - between units of the same level, and integration - "vertically", between higher and lower ones.

The principle of economy means that the cost of drawing up a plan should be less than the effect brought by its implementation. As a planning principle, one can also consider the creation of the necessary conditions for the implementation of the plan.

The considered principles are universal, suitable for different levels of management; however, specific principles may apply at each level.

Despite the fact that personnel planning has much in common with other areas of planning, a number of specific problems may arise in its process due to:

• - the difficulty of the personnel planning process associated with the complexity of predicting labor behavior, the possibility of conflicts, etc. The possibilities of using personnel in the future and their future attitude to work are predicted with a high degree of uncertainty. In addition, members of the organization resist being "objects" of planning, may not agree with the results of planning and respond to this with a conflict;
• - the duality of the system of economic goals in personnel policy. If planning in the field of marketing, finance, planning goals affect economic aspects, then when planning personnel, components of social efficiency are added. If in other areas it is possible to operate with quantitative values, then the data in personnel planning are largely of a qualitative nature (abilities, assessment of the work done, etc.).

Strategic planning

The concept of "strategy" entered the number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance.

Strategic planning is a set of procedures and decisions by which an enterprise strategy is developed that ensures the achievement of the goals of the enterprise's functioning. The logic of this definition is as follows: the activities of the management apparatus and the decisions made on its basis form the strategy for the functioning of the enterprise, which allows the company to achieve its goals.

Rice. 2

The process of strategic planning is a tool by which managerial decisions in the field of economic activity are substantiated. Its most important task is to provide innovations and organizational changes necessary for the life of the enterprise. As a process, strategic planning includes four types of activities (functions of strategic planning) These include: allocation of resources, adaptation to the external environment, internal coordination and regulation, organizational changes.

Rice. 3

Strategic planning as a separate type of management activity imposes a number of requirements on the employees of the management apparatus, it assumes the presence of five elements.

The first element is the ability to model a situation.

The second element is the ability to identify the need for change in the firm.

The third element is the ability to develop a change strategy.

The fourth element is the ability to use reliable methods in the course of change.

The fifth element is the ability to implement the strategy.

To develop an operational plan, you need to:

* information about the permanent composition of the staff;

* data on the structure of personnel;

* data on the duration of the working day;

* wages of employees;

* data on social services.

The structure of a typical operational plan for working with personnel in an organization can be represented as a diagram in Fig. 4.

Rice. 4

Staffing needs

Determining the need for the organization's personnel is the establishment of the necessary quantitative and qualitative characteristics of personnel corresponding to the chosen strategy for the development of the organization.

Types of staffing needs:

* the need for staff training;

* qualitative need for personnel;

* quantitative need for personnel;

The purpose of determining the need for personnel is to determine the number of personnel necessary for the reliable performance of official and professional duties by employees. In this case, decisions are made about the need for them - quantity and quality, time and duration, as well as place.

Determining the quantitative need for personnel is reduced to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number for a certain time period. A variety of methods are used to determine the quantitative need

Quantitative methods:

* multivariate correlation analysis;

* economic and mathematical methods;

* method of comparisons;

* expert method;

* direct calculation method;

* method of labor intensity.

Qualitative need, i.e. the need for categories, professions, specialties, the level of qualification requirements for personnel, is calculated based on the general organizational structure, as well as organizational structures of departments; professional and qualification division of works recorded in the production and technological documentation for the work process; requirements for positions and jobs specified in job descriptions or job descriptions; the staffing table of the organization and its divisions, where the composition of positions is fixed; documentation regulating various organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.

The development of a qualitative need for personnel is primarily the development of requirements for personnel.

Requirements:

¾ Labor productivity (quality of fulfillment of basic official duties, fulfillment of tasks on time, fulfillment of quantitative indicators of labor).

* Abilities (factors that ensure the effectiveness of labor: the level of education, the amount of knowledge available, work experience in conditions of dual subordination).

* Properties (general human properties, due to a specific position, the ability to perceive various types of loads).

ѕ Professional behavior (willingness to work, personal initiative, skills of cooperation and mutual assistance, performance of duties in excess of those regulated by the job description or job description).

ѕ Motivational attitudes of the employee (motivational motives for choosing a specific position or a specific type of activity, the desire to make a career, the desire for self-development, self-expression).

Within each type of organizational planning, there are separate components that form its structure. Three key components of organizational planning will be considered here: workforce planning, production planning, marketing planning, financial planning, indicative planning, innovation planning, and investment planning.

The concept of personnel planning

HR planning is planning the organization's need for human resources.
The workforce planning process begins with a review of organizational goals and strategies. First of all, it is necessary to assess both external and internal needs for labor resources and the sources of their supply, as well as to make a forecast. After assessing the needs and availability of labor resources, forecasts should be developed to identify the mismatch between the demand and supply of labor resources. In addition, strategies and plans to address imbalances, both short-term and long-term, need to be developed.
The responsibility for the workforce planning process rests with senior managers in the organization, as it is one of the important factors influencing the success of the organization. The plans are typically prepared by the HR department in consultation with the heads of the organization's departments, who make their own assessments of the current and future workforce needs for their departments in such a way as to provide a concrete basis for the entire organization in the area of ​​personnel forecasting and planning.
The Human Resources Department consults and makes recommendations to the heads of all departments and coordinates the process of their assessment and forecasting of the need for human resources. The functional responsibilities of the personnel department in relation to personnel planning are as follows:
— advising and coordinating the process of assessing and forecasting the need for human resources by operational managers;
- collection and generalization of data on the current and future needs of the organization in labor resources, taking into account the long-term goals of its development;
- monitoring the measurement of productivity and conducting a plan-fact analysis of the organization's equipment with labor resources and informing management about this;
— providing an adequate research base for effective human resource management and personnel planning.
Thus, the key elements of the workforce planning process are:
— assessment and forecasting of demand for human resources;
- carrying out a plan-fact analysis of the organization's equipment with labor resources;
- balancing the supply and demand of human resources in the organization.
Top managers and department heads need to pay careful attention to the workforce planning process at every stage to meet their human resource needs. Each of these elements can be included in the overall workforce planning process as follows (Fig. 1).


Rice. 1. The process of personnel planning in the organization

Model and stages of personnel planning

Once the corporate strategy and goals are clear, the demand and supply of human resources are assessed using certain approaches and methods. As a result, the difference (gap) in supply and demand is determined - an excess or shortage of human resources. The purpose of workforce planning is to bridge this gap and match the demand and supply of human resources in the organization. Before starting the forecasting process, you must:
1) choose an approach to assessing human resources (quantitative or qualitative);
2) identify the main human resource factors that should be considered in the workforce planning process (design waste or redundancy, labor costs, absenteeism, turnover of human resources, etc.);
3) determine the required frequency of forecasting (month, quarter, semester, year, etc.);
4) select specific methods to be used in the workforce planning process (this depends on the chosen approach), such as time series analysis, Markov analysis, probabilistic method, workload analysis, etc. (Fig. 2).


Rice. 2. Workforce planning model
As can be seen from fig. 3.2, first, an assessment and forecasting of the organization's demand for human resources is made. A key component of personnel planning is the forecasting of the quantity and quality of human resources (level of education, length of service, possession of certain competencies, etc.) required to meet organizational goals.
Because it is an open system, it is influenced by a variety of organizational factors, including competitive strategy, technology, structure, and productivity, all of which can affect an organization's demand for human resources. For example, the use of advanced technology tends to be accompanied by less demand for low-skilled workers and an increase in demand for knowledge workers.
Let's look at some of the main factors that can help predict an organization's demand for human resources. These factors can be conditionally divided according to the sources of occurrence into the following three categories.
1. External problems. These problems arise from the following sources: economic, political, legal, social and technological changes and competition. For example, liberalization, the opening up of the banking sector, reform of the capital market, the formation of online trading systems created a huge demand for financial professionals in 1990-1995. in India. Demand for certain categories of workers also depends on changes in the political, legal and social and economic structure.
Likewise, organizations that use the latest technology in construction, energy, automotive, software, and so on have significantly more valued technicians and engineers over the past few years. Technological change, however, is unpredictable and hence the impact of technology on workforce planning is difficult to predict.
For example, computerization in banks, railroads, post offices and telegraphs may reduce the demand for some professionals (eg accountants) and increase the demand for others (eg programmers). Personnel planning in such situations is complicated.
External factors such as economic and business cycles and seasonal trends can also play an important role in the workforce planning process. The IRS, for example, has an increased demand for temporary employees between January and April, when a large number of tax returns are being processed.
Forecasting is often seen more as an art. than science, providing imprecise approximations rather than absolute results. The ever-changing environment in which an organization operates complicates the workforce planning process.
2. Organizational decisions. Personnel planning should take into account the strategic plans of the organization, sales plans and production forecasts, plans for the creation of new enterprises, etc.
3. Changes in the staff of the organization. The organization's demand for human resources also depends on the internal flow of employees, which changes due to retirement, dismissal, resignation, death, etc. These actions of employees are quite predictable.
After analyzing the demand, the supply and availability of human resources are assessed and forecasted, which is influenced by factors such as the demographic situation, the level of education in the country, the level of mobility of human resources, human resource policy, the unemployment rate, etc.
Then the balancing (balancing) of the supply and demand of human resources in the organization is carried out. If the organization requires additional human resources, staff is hired: full-time; on a part-time basis; attracting former employees, etc. If the organization has an excess of human resources, then there is a reduction in staff: dismissal; demotion; retirement, etc.
Thus, personnel planning is a kind of regulator and tool to balance the demand and supply of human resources within the organization. In the process of personnel planning, an effective tool is the planning of the affairs of both the manager and other employees, since this allows you to optimize the workflow and increase labor productivity.

The HR strategy must be translated into specific forms (HR programs, procedures, etc.). This is facilitated by the mechanism of personnel planning.

For a long time, the personnel management of economically developed countries focused mainly on the current needs of the organization: the employer expected to receive at any time the necessary number of employees, the use of which does not require long-term special training. The surplus labor market gave employers the opportunity to do so, and layoffs of surplus staff were not associated with large financial losses. Changes in the conditions of the activities of organizations put forward the requirement to focus on the formation of resources (including human resources) not only for current needs, but also for long-term prospects.

Today, in almost all countries, they are abandoning the principle of “labor transfer”, based on attracting the necessary labor force and displacing redundant or no longer needed workers at the moment, due to the growing demands on the quality of workers, their willingness to take responsibility.

If earlier it was believed that personnel planning was necessary only in case of a shortage of labor, today a different opinion prevails: planning is also necessary in times of unemployment, since qualified workers are still not easy to find; in addition, the social hardships often associated with layoffs should be avoided.

In the 70-80s. 20th century in management practice, a systematic analysis of the prospective needs of organizations in certain categories of personnel began to be applied. Currently, an increasing number of companies and firms distinguish personnel planning as an independent activity of personnel services. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management problems, as well as reduce social tension in relation to workers whose jobs are changed or eliminated. These tasks cannot be solved in a short time. Thus, personnel planning is a sign of the responsibility of the management of the organization in relation to personnel .

In Russian organizations, personnel planning, in contrast to the planning of production, marketing, and investment, has not yet been fully recognized.

2. The essence of personnel planning

In the personnel management system, personnel planning occupies the third place in importance after the development strategy and strategic analysis of the organization and the formation of the organization's personnel policy.

Personnel planning (personnel planning, planning of the working composition of the enterprise) is defined as:

the process of providing the organization with the necessary number of qualified personnel accepted for certain positions in a specific time frame.

purposeful, evidence-based activities of the organization in order to provide jobs at the right time and in the required quantity in accordance with the abilities of employees and the requirements.

purposeful activity of the organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining the general and additional needs for personnel, and controlling its use.

At the same time, the existing staff of the organization is compared with its possible need in the future, the need for hiring, training, redistribution, and reduction of employees is determined. As emphasized by X.T. Graham and R. Bennett, the result of such planning should be the presence necessary people performing necessary work for necessary places exactly in necessary time.

Only the mutual coordination of all the components of planning can ensure unity of action to achieve the goals of the organization. Personnel planning can be represented as a diagram (Fig. 1).

Rice. 1. Personnel planning process

Planning Responsibility personnel is distributed between the personnel management service and line managers.

Human Resources Service:

participates in the development of the organization's development strategy, analyzes the needs for personnel, taking into account the organization's plans;

analyzes information about the available personnel, develops proposals for more efficient use of available human resources, predicts the availability of personnel for various options for the development of the organization; works both at the level of individual departments and at the level of the organization;

analyzes macroeconomic information, legislation and information on the labor market and educational services to ensure the realistic plans for working with personnel;

proposes, coordinates, approves strategic plans for working with personnel and is responsible for their implementation;

develops forms for providing information, applications, plans to facilitate interaction between the personnel management service, line managers and top management;

advises line managers on personnel planning issues.

Line managers in the field of personnel planning:

analyze the possibility of implementing the plans of the department, taking into account the existing staff;

carry out their own analysis of the quantitative and qualitative composition of subordinate personnel, timely submit information and proposals to the personnel management service;

make proposals related to the introduction of new technologies or changes in technological processes to a higher manager and to the personnel management service;

participate in the coordination of plans for work with personnel and their implementation after approval.

Introduction

The relevance of the work: today in the Russian Federation there is a shortage of labor, both qualified and representatives of working specialties. This is due to many factors: the collapse of the USSR and the transition from a planned socialist economy (when there was simply no problem with personnel) to market relations; the demographic crisis, the consequences of which were the excess of mortality over births (when many people do not live up to retirement - with an average life expectancy of about 60 years) and, as a result, a sharp decline in the population of the country; development of engineering and technology, on the one hand, and inadequate education, on the other; low wages have led to the prestige of many working specialties, as a result of which in some industries it is possible to solve the personnel problem only thanks to labor personnel from neighboring countries. The lack of personnel planning at the state level has led to an overabundance of some specialties (managers, economists, lawyers) to the detriment of others (there is a shortage of engineers in industry, skilled workers), a shortage of labor personnel in some regions and unemployment in other regions. This suggests, on the one hand, that each organization (especially private ones) must solve the problems of finding and attracting qualified personnel on its own without the help of the state, and on the other hand, if the organization is focused on long-term development, then the existing personnel management system must be changed, since the problems associated with demography and the lack of qualified personnel will only grow, and in many organizations there is no targeted management of personnel policy, as a maximum, the organization's strategy is limited to market goals (profit growth, new markets, and so on). The concept of a long-term, future-oriented personnel policy that takes into account all aspects can be realized with the help of personnel planning - aimed at strategic and current tasks in the field of personnel management. Personnel planning covers all areas of personnel policy, provides for the definition of strategic problems and their solution through the implementation of specific activities in the form of operational plans; indicators are developed that need to be achieved, there is a constant monitoring of their achievability, adjustment if necessary; the necessary resources are determined; departments and services with which interaction will be carried out are determined. The result of personnel planning is not only attracting the right quantity and quality of personnel and the absence of a shortage, reducing staff turnover, but also forecasting and foreseeing the future situation in the labor market and timely response to changes that have arisen.

Subject of study: directions of personnel planning in the organization

Object of study: personnel planning in the organization

Purpose of the study: identify and analyze areas of personnel planning

Research objectives:

1. Open the essence of personnel planning in the organization.

2. To characterize the directions of personnel planning.

3. Identify the activities necessary for the effective implementation of the personnel planning program

Work structure: course project consists of introduction, two chapters, conclusion, two appendices, bibliography.

1. Basics of personnel planning

1.1 The essence and content of personnel planning

Personnel planning is a purposeful activity of an organization, aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements, is an integral part of the strategic management of the organization, helps to determine the strategy, goals and objectives of personnel policy and contributes to their achievement through a system of appropriate measures. Personnel planning is carried out both in the interests of the organization and in the interests of its employees. For an organization, it is important to have employees (having the appropriate abilities and qualifications) necessary to solve its goals and objectives. Personnel planning should create conditions for attracting employees to the organization, so one of the tasks is to take into account the interests of all employees of the organization. Workforce planning should answer the following questions:

How many workers does the organization need, what skills, when and where?

How can you attract the right staff and cut down on the redundant without causing social harm?

How best to use each worker according to his ability?

How to ensure the development of the potential of employees to perform new qualification work and maintain their knowledge in accordance with the requirements of production?

What costs will the planned personnel activities require?

Personnel planning is carried out by the personnel department of the organization according to information received from structural divisions. Planning objectives should be formulated systematically, a necessary requirement is to take into account the legal norms and principles of the organization's policy. The content of personnel planning is significantly influenced by fluctuations in the commodity market, changes in the structure of demand for manufactured goods and services. Planning, in turn, must anticipate changes in the life cycle of manufactured products and influence the technical development of production. For this, measures are taken to plan the labor potential of the enterprise, they cover the strategic development of personnel and incentive systems, increased participation of employees in management, targeted selection of personnel with the knowledge and abilities necessary to perform future tasks.

The structure of personnel planning is represented by levels: strategic planning is focused on identifying and solving problems related to the future of the organization and depends on economic, technological and social development, its period is from 3 to 10 years. Tactical planning can be understood as a medium-oriented transfer of personnel strategies to specific personnel management problems (for a period of 1 to 3 years), tasks and planned activities are presented in more detail and differentiated. Operational planning - short-term planning (up to 1 year), focused on achieving individual operational goals, the content of the planned activities is reflected in the operational plan. An operational plan for working with personnel - detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training , retraining and advanced training, business career, staff costs, dismissal) features a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

To develop an operational plan for working with personnel, it is necessary to obtain data using specially designed questionnaires:

on the permanent composition of employees (passport data, place of residence, age, time of entry to work, etc.);

on the structure of personnel (qualification, gender and age, national structure; the proportion of disabled people, workers, employees);

about staff turnover;

about the loss of time due to downtime, due to illness;

length of the working day (full or part-time, working one day, several shifts or night shifts, duration of vacations);

on the wages of workers and employees (wage structure, additional wages, allowances, payment according to the tariff and above the tariff);

on social services provided by the state and organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Personnel information is a collection of all operational information specially processed for personnel planning.

In personnel planning, an important role is played by the planning of personnel costs, which determines the quality and depth of personnel planning activities. When planning personnel costs, the following items of costs should be primarily borne in mind: basic and additional wages, social insurance contributions, business trips and business trips; expenses for training, retraining and advanced training of personnel; expenses related to additional payments for public catering, housing and consumer services, culture and physical education, health care and recreation, provision of childcare facilities, and the purchase of workwear. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and labor ergonomics, technical aesthetics), a healthy psychological climate in the organization, and the costs of creating new jobs.

If the staff turnover is high, then there are additional costs associated with the search for a new workforce, its instruction and development of work. Personnel costs are the basis for the development of production and social indicators of the organization. The share of personnel costs in the cost of production tends to increase, which is due to:

lack of a direct relationship between labor productivity and personnel costs;

the introduction of new technologies that impose higher requirements on the qualifications of staff, the cost of which is growing;

changes in legislation in the field of labor law, the emergence of new tariffs, an increase in prices for essential goods.

1.2 Personnel controlling

Workforce planning cannot be successful without control. At the same time, control should not be confused with supervision of the people in the organization. Control as a management function is always aimed at specific tasks and is an integral part of the purposeful process of making personnel decisions. The first task of monitoring indicators is to record the results of personnel planning. Comparison of the planned and obtained results is usually followed by an analysis of deviations and the development of measures to adjust the plans. Along with the task of information support for personnel planning, personnel control within the framework of general organizational control is aimed at optimizing the use of personnel in the organization. Control provides information for reporting and allows you to document compliance with labor and social and legal standards. Control may concern, on the one hand, the personnel processes themselves, and on the other hand, their results, thereby HR controlling arises, coordinating the processes of planning, control and information. The goals of personnel controlling are considered:

support for workforce planning;

ensuring coordination within the functional subsystems of the personnel management system, as well as in relation to other functional subsystems of the organization;

increasing flexibility in personnel management through the timely identification of shortcomings and risks in personnel work.

The tasks of personnel controlling include the creation of a personnel information system, as well as the analysis of available information in terms of its significance for the personnel service. In addition, the coordination function is often transferred, both between various personnel subsystems, and in coordination with other subsystems of the organization. In practice, for clarity of personnel controlling, detailed lists of tasks are used, one of them is presented in Appendix 1.

Thus, it can be noted:

1. Personnel planning - a purposeful activity of an organization, aimed at providing jobs at the right time and in the required quantity in accordance with the abilities of employees and the requirements, is an integral part of the strategic management of the organization and contributes to the achievement of organizational goals through a system of appropriate measures.

2. The structure of personnel planning is represented by levels: strategic planning (from 3 to 10 years); tactical (from 1 year to 3 years); operational (up to 1 year).

3. The main document for the implementation of the current personnel policy is the operational plan.

4. Workforce planning cannot be successful without controls designed to compare actual results with planned and subsequent adjustments if necessary.

2.1Planning for staffing requirements

The most important task of personnel planning is to ensure the full and effective employment of all categories of workers in each enterprise. Full employment means achieving a balance between the number of jobs and the number of labor resources for all categories of workers.

An assessment of an organization's need for personnel can be quantitative and qualitative in nature. A quantitative assessment of the need for personnel, designed to answer the question "how much?", Is based on an analysis of the proposed organizational structure (management levels, number of departments, distribution of responsibility), production technology requirements (a form of organization of joint activities of performers ), a marketing plan (a plan for commissioning an enterprise, a phased deployment of production), as well as a forecast for changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important. A qualitative assessment of the need for personnel is an attempt to answer the question “who?”. This is a more complex type of forecast, since after an analysis similar to the purposes of quantitative assessment, value orientations, the level of culture and education, the professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel. In this case, it is necessary to take into account, at a minimum, the capabilities of the personnel "to determine rational operational and strategic goals for the functioning of the enterprise and to carry out the formation of optimal management decisions that ensure the achievement of these goals." An important point in personnel assessment is the development of organizational and financial staffing plans, including:

· Development of a program of measures to attract personnel;

development or adaptation of methods for assessing candidates;

Calculation of financial costs for attracting and evaluating personnel;

implementation of evaluation activities;

development of staff development programs;

· Estimation of costs for the implementation of personnel development programs.

The current need of the enterprise for the main workers is determined by the norms of labor intensity of products. In general, the annual need for workers can be calculated as the ratio of the labor intensity of the annual production program of the relevant work to the effective time fund of one worker according to the following formula:

PP \u003d Tg / Fe (1).

Where PP is the need for workers, people; Tg - total (annual) labor intensity of work, hours; Fe - annual effective working time fund, man-hours.

In the process of planning the need for production workers, their attendance is determined. The attendant staff includes those workers who must come to work every day to ensure the normal course of production. The list includes all workers who are in the group of industrial and production personnel of the enterprise, including those who are on vacation, absent due to illness, etc. The list of workers during the year changes due to staff turnover. That is why it is necessary to distinguish between the average number of workers of the enterprise, which is their arithmetic average annual number.

The quantitative ratio between secret and scheduled workers or their structure can be represented as the ratio of the effective fund of working time to the nominal, the corresponding values ​​of which are approximately equal to 225 and 250 working days. From this ratio (225:250 = 0.9) it follows that the number of workers on the payroll is approximately 10% more than the secret one, as can be seen from the formula for the number of workers on the payroll:

Psp \u003d 1.1 Rya (2).

Where Psp is the payroll number of employees, Rya is the number of employees.

The planning of the number of different categories of personnel at domestic enterprises is carried out, as a rule, using integrated methods or economic and mathematical dependencies. Based on the developed models and formulas, it is possible to calculate the need for managerial personnel for all functions performed in production by specialists of various categories:

P = (mitiКnrv) + (tp/T * КnrvКfrv) (3).

Where H is the number of administrative and managerial personnel of a certain profession; n - the number of types of organizational and managerial work that determines the load of this category of specialists; mi - the average number of certain actions (calculations, negotiations, etc.) within the i-th organizational and managerial type of work for a specified period of time; ti _{- the time required to complete the unit mi within the i-organizational and managerial type of work; T is the working time of the specialist according to the contract (employment contract) for the corresponding period of calendar time; Кнр – the coefficient of the necessary distribution of time; Кfrv - coefficient of actual time; tp - time for various works that cannot be taken into account in planned calculations.}

In the course of headcount planning, it is important to establish the additional need for employees of various categories, which consists of an increase in the required number due to the expansion of production volumes, as well as compensation for the departure or loss of employees of the enterprise under the influence of natural and social factors. At the enterprise, the additional need for personnel of a particular category can be most simply represented by the difference between the planned (current) and actual number:

Rd \u003d Rpl - Rf (4).

Where Rd is the additional need for personnel; Рpl – planned staff demand; Рф - the actual number of personnel.

In a market economy, the task of planning the long-term need for personnel necessary for the implementation of the strategic goals of the enterprise is more difficult.

2.2 Recruitment planning

Recruitment planning - planning activities for the recruitment and admission of personnel in order to meet the organization's staffing needs in the future from internal and external sources. This process includes: 1) a general analysis of the need (present and future in personnel); 2) formulation of requirements for personnel - an accurate definition of who the organization needs by analyzing the job (job, position), preparing a description of this job, as well as determining the terms and conditions of recruitment; 3) determination of the main sources of income for candidates; 4) the choice of methods for assessing and selecting personnel.

In the practice of work with personnel, four basic schemes for filling positions are distinguished: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists, university graduates; promotion to a higher position of their own employees, with the aim of filling the resulting vacancy; a combination of promotion with rotation in the preparation of a reserve of leaders.

Before selecting candidates for a vacant position, it is necessary to present its model in detail and accurately, that is, draw up a professiogram - a list of requirements for a candidate of this profession, specialty and position. The structure of the professiogram is shown in Table 1.

Table 1. The structure of the professiogram

Section Contents of the section Profession General information about the profession; changes that have taken place with the development of production, prospects for the development of the profession Labor process Characteristics of the labor process, scope and type of labor, products, tools, basic production operations and professional duties, workplace, working posture Sanitary and hygienic conditions Work indoors or outdoors ; noise, vibration, lighting, temperature, mode of work and rest; monotony and pace of work; the possibility of industrial injuries, occupational diseases; medical indications; benefits and compensation Psychophysiological requirements of the profession to the employee Requirements for the peculiarities of perception, thinking, attention, memory; requirements for the emotional and volitional qualities of a person; requirements for business qualities Professional knowledge and skills The list of necessary knowledge, skills and abilities Requirements for training and advanced training of personnel Forms, methods and terms of professional training, the prospect of professional growth

The next stage after the development of requirements for the position is the program for searching for applicants, which includes: the amount of funds planned to be spent on organizing the recruitment of personnel; search sources (recruitment agencies, personnel service of the enterprise; within the enterprise or in the labor market); method of attraction (advertising in the media, bulletin board in the organization); search terms; required number of applicants; admission conditions (competition, out of competition); method of selection (written or oral interview, questioning, testing, examination).

The final stage is the verification of applicants and the selection of the most suitable candidate for the position by the personnel service in cooperation with line managers and functional services, and sometimes with top managers. With proper personnel planning, there is a need to approve the internal document of the organization on the procedure for admission to a specific job, especially for candidates for a highly qualified or managerial position. An example is the development of the Regulations on the procedure for the competition, consisting of the following items (general provisions, the number of stages of the competition, the task of each stage, the requirements for candidates, the system of criteria for evaluation, evaluation methods, the composition of experts, the timing). The more detailed the sections of this regulation are developed, the more systematized, focused, objective and accurate the selection will be. A brief description of the assessment methods is given in Annex 2.

2.3 Personnel adaptation planning

After a new employee is hired or already working in another unit, personnel adaptation planning activities should be developed and organized as part of personnel planning. Labor adaptation is a mutual adaptation of an employee and an organization, based on the gradual inclusion of an employee in the production process in new professional, psychophysiological, socio-psychological, organizational, administrative, economic, sanitary and hygienic and domestic conditions of work and rest. The technology of the adaptation process consists of four stages: preparatory, informational, familiarization and adaptation.

At the preparatory stage, the development of documentation support for the adaptation process is carried out. Information Brochure - gives a general idea of ​​the organization (history of creation, activities, strategic objectives, organizational structure, corporate culture, business and production ethics) and data related directly to the employee's workplace (functions of the unit, data about the manager, the content of the upcoming work, job requirements for the employee, the possibility of professional growth). The general adaptation program is an organizational document for the management of adaptation, drawn up for a specific employee for the period of the information stage of adaptation. Based on the general adaptation program, the personnel manager develops a draft specialized adaptation program for a beginner, taking into account his personal characteristics. Typically, a special program addresses the following issues:

1. Functions of the unit:

goals and priorities, organization and structure;

activities;

relationships with other departments;

inter-unit relationships.

2. Job duties and responsibilities:

a detailed description of current work and expected results;

standards for the quality of performance of work and the basis for assessing performance;

duration of the working day and schedule;

3. Procedures, rules, regulations:

rules specific only to a given type of work or a given unit;

behavior in case of accidents, safety regulations;

informing about accidents and dangers;

hygiene standards;

relations with employees who do not belong to this unit;

rules of conduct in the workplace;

violation control;

breaks (smoke breaks, lunch);

use of the equipment;

control and evaluation of performance.

4. Representation of the employees of the unit.

In addition, the following documents are being developed at this stage: an adaptation sheet; methodological recommendations for assessing the level of adaptation of an employee; adaptation score sheet; feedback form on the work of a new employee during the adaptation period; employee questionnaire; requirements for the conclusion on the results of adaptation.

At the information stage, on the day of signing the employment contract, the HR manager meets with a new employee, hands over an information brochure about the enterprise, introduces the enterprise and internal rules, conducts an introductory tour of the enterprise's facilities (canteen, workshop, director's office, entry and exit rules, location of the information stand). When a new employee is hired, the HR manager, together with the immediate supervisor, if necessary, selects a mentor for him. The mentor must have a sufficient amount of knowledge, skills, responsiveness, and a desire to work with a new employee.

At the introductory stage, a new employee is introduced to the immediate supervisor and the work team. On the appointed day, the HR manager accompanies him to the workplace and introduces him to the immediate supervisor. The leader brings to him the basic rules and requirements for work, the features of the socio-psychological climate of the work group, the norms of behavior, methods for monitoring and evaluating the performance of work, the rules for using equipment, etc.

Introducing a new employee to the team, the manager introduces the employees of this department and those employees of other departments with whom he will interact in the course of his work.

The final and decisive stage is the adaptation stage. At this stage, the mentor observes the progress of the newcomer, helps to solve current problems, advises and guides. After a certain period of time from the start of work, during the interview, the manager or mentor, together with the person undergoing adaptation, fill out an adaptation sheet. At this stage, the assessment of the current indicators of adaptation is carried out, on the basis of the regulatory document “Assessment of the level of adaptation of the employees of the organization. As indicators of the productivity of the employee's activities, the data on the completion of tasks in his adaptation sheet are used. These data are compared with the planned ones, and a record is made in the corresponding document about the degree of their compliance. The adaptation assessment form records the results of the assessment carried out in two stages: one month and three months from the date of admission; stored in the personnel management service (Appendix 4). Once a month for three months, the manager writes a review on the work of a new employee during the adaptation period according to the established form. The recall allows you to establish negative factors of adaptation, for their further prevention. An employee completes a questionnaire at the end of their probationary period. A questionnaire survey is conducted to determine and analyze his level of socio-psychological and professional adaptation. Revealing the employee's opinion on the course of the adaptation period allows you to determine the causes of poor adaptation, to identify shortcomings in the activities carried out.

The conclusion on the results of adaptation is prepared upon completion of the main activities, it is written by the head. The conclusion indicates the identified level of adaptation and conclusions about the termination of activities or the continuation or refusal to employ the employee after the passage of the adaptation period.

2.4 Personnel business career planning

Business career management allows you to achieve the employee's devotion to the interests of the organization, increase labor productivity, reduce staff turnover, more fully reveal a person's abilities, reduce the cost of training and adaptation, stability, therefore this type of personnel planning is very important. Business career management includes the organization of a system of service and professional movement, performing functions aimed at progressive movement through various positions.

There are four main schemes for moving along the service hierarchy: 1) within the linear structure of production (shop engineer - shop foreman - shop foreman - chief engineer - director), such a path brings up more decisive and responsible directors; 2) within the framework of the functional structure of production (department engineer - senior engineer - department head - deputy director) allows you to educate knowledgeable specialists, more careful organizers - leaders due to less developed responsibility; 3) workers - practitioners who have received education in absentia and link theory with a specific business (worker - foreman - shop foreman - chief engineer - deputy for production - director); this is the path of people energetically and painlessly mastering leadership positions, but such growth is more slow; 4) within the framework of the structure of elected management bodies of enterprises - this is the transfer to the positions of top and middle managers of enterprises of people who have won the authority and support of the labor collective or owners of the enterprise.

The basis of planning is the specific detailing of the accounting of managerial positions and specialists, the availability of them at the moment and in the future. The analysis of the availability of internal resources is completed by the development of schemes for filling positions through internal recruitment or additional recruitment. The best option is to create a well-prepared pool of candidates from among those already working in the organization, capable of filling higher positions or jobs with higher qualifications.

The work of forming a reserve after the analysis of staffing consists of the following stages:

1. Evaluation of the business and personal qualities of candidates for the reserve for nomination.

2. Determination of candidates for the reserve.

3. Making a decision on inclusion in the reserve.

4. Coordination of the list of candidates included in the reserve with the senior management.

Work on the preparation of the personnel reserve is purposeful, systematic and planned. The system of this work includes:

· training in the system of advanced training for executives with and without interruption from production;

internship in the position for which he is enrolled in the reserve;

· temporary substitution of absent managers for the period of their business trips, vacations;

travel to other organizations in order to study positive experience;

Participation in teaching work in the system of advanced training;

· participation in the preparation and holding of conferences, seminars and meetings.

The main way to move up the career ladder (with the exception of out-of-service methods of promotion - through acquaintance, because of loyalty, etc.) is to increase the level of professional education. There are three types of training: personnel training - systematic and organized training and the release of qualified personnel who own a set of special knowledge, skills, skills and ways of communication; advanced training of personnel - training of personnel in order to improve knowledge and skills in connection with the growth of requirements for the profession or promotion; retraining of personnel - training of personnel in order to master new knowledge and skills in connection with mastering a new profession or changing requirements for the content and results of work.

Training can be carried out at the workplace and outside the workplace (intra-production and out-of-production training). The selection criteria are: 1) training costs - they are higher outside the workplace; 2) within the enterprise, the training methodology is compiled taking into account the specifics of the enterprise, the result is easily controlled, which may not be taken into account in non-industrial training.

Let us describe the methods of vocational training at the workplace: 1) targeted acquisition of experience - systematic planning of training at the workplace, the basis for planning is an individual vocational training plan, which sets out the learning objectives; 2) production briefing - general information, introduction to the specialty, adaptation, familiarization of the student with the new working environment; 3) change of workplace (rotation) - gaining knowledge and gaining experience as a result of a systematic change of workplace. As a result, for a certain period of time, a representation of the versatility of activities and production tasks is created; 4) the use of employees as assistants, trainees - training and familiarization of employees with problems of a higher and qualitatively different order of tasks while at the same time assuming a certain share of responsibility; 5) mentoring - cooperation between the mentor and the student, when the mentor provides continuous, impartial feedback and periodically checks the level of performance of the mentees. The application of the method is effective in cases where there is a need to correct deficiencies; 6) training in project groups - cooperation carried out for educational purposes in project groups created at the enterprise to solve large, non-systematic tasks.

Methods of vocational training outside the workplace are intended primarily for obtaining theoretical knowledge and for teaching the ability to behave in accordance with the requirements of the production environment (lectures; training; business games; conferences, seminars; quality circles).

The main criteria for the selection of candidates for the reserve are:

· appropriate level of education and professional training;

experience of practical work with people;

· organizational skills;

· personal qualities;

state of health, age.

All persons enrolled in the reserve are subject to registration in the personnel services. At the end of the year, in all divisions of the personnel management service, together with special commissions, they analyze the placement of senior personnel, as well as the state of the reserve for promotion. At the same time, the activity of each employee enrolled in the reserve for the past year is evaluated and a decision is made to leave him in the reserve or exclusion (due to unsatisfactory performance in the assigned area based on the results of certification, health status, etc.).

The planning and implementation of a career development policy is considered effective if the costs associated with the implementation of activities are lower than the costs of the organization to increase labor productivity due to other factors or the costs associated with recruitment errors. However, the results achieved with the help of career planning are difficult to measure and rather it is necessary to consider their complex: 1) more accelerated development of new equipment, technology, specialty; 2) growth of labor productivity; 3) the growth of education and universality of specialists; 4) reduction of staff turnover; 5) no shortage of qualified personnel.

Thus, it can be noted:

1. Personnel planning is implemented in measures to determine the need for personnel, measures to attract personnel, further adaptation and business career management.

2. The development of requirements for the profession (professiogram) and the provision for holding a competition and the establishment of criteria for selecting candidates helps to minimize recruitment errors.

3. As a rule, adaptation actions in organizations in Russia are not carried out and are limited to submitting to the immediate supervisor, studying the job description or contract, characterized by mastering the requirements and skills in the process of work.

4. Managing the business career of employees is the most difficult for the manager, since it involves significant costs, constant analysis and tracking of the employee's career over a long period of time, but the return as a result exceeds the costs if a candidate was hired from outside. This is due to the specifics of the organization, with the commitment of the employee to the organization, with less money and time spent on adaptation.

/>Conclusion

The development of an organization of any size in the long term is impossible without the organization of personnel planning - a strategy in the field of personnel management. Personnel planning should begin with government policy, because problems at the organization level in the shortage of personnel develop into problems at the regional or industry level. For an enterprise, the main task of personnel planning is the absence of a shortage in personnel of the required level at any given time, along with the complication of working conditions and the development of technologies, the development of personnel must also go on. Personnel planning is carried out in personnel policy - specific actions to achieve the strategy. Personnel planning is carried out in a certain sequence: the definition of goals, tasks and performers, and the goals of planning should be formulated systematically, taking into account the legal norms and principles of the organization's policy; planning needs on the basis of analysis and forecast of the development of the labor market and assessment of staffing; formulation of requirements for personnel - an accurate determination of who the organization needs by analyzing the work (job, position), preparing a description of this work in the staff; creation and maintenance of personnel information, implementation of personnel controlling (fixation of planning results, subsequent comparison of planned and obtained results, analysis of deviations and development of measures to correct plans). An important point in personnel assessment is the development of organizational and financial staffing plans, including: development of a program of measures to attract personnel; developing or adapting candidate assessment methods; calculation of financial costs for attracting and evaluating personnel; implementation of evaluation activities; development of personnel development programs; assessment of the costs of implementing staff development programs. It is important to determine the main sources of recruitment of candidates - within the enterprise or on the side, an independent search or through the involvement of recruitment agencies; selection of methods for assessing and selecting personnel - development of the Regulations on the procedure for the competition. After a new employee is hired or already working in another unit, personnel adaptation planning activities should be developed and organized as part of personnel planning. The purpose of adaptation is to facilitate the entry of a newcomer into the organization, to make it as short and painless as possible. The next stage of personnel planning within the framework of the general program is business career planning, which allows achieving the employee's devotion to the interests of the organization, increasing labor productivity, reducing staff turnover, more fully revealing human abilities, reducing the cost of training and adaptation, and stability. Business career management includes the organization of a system of service and professional movement that performs functions aimed at progressive movement through various positions. The best option is to create a well-prepared pool of candidates from among those already working in the organization, capable of filling higher positions or jobs with higher qualifications. Work on the formation of a reserve after the analysis of staffing consists of the following stages: assessment of the business and personal qualities of candidates; identification of candidates for the reserve; coordination of the list of candidates included in the reserve with higher management.

The results achieved with the help of career planning are difficult to measure and should rather be considered as a whole: 1) more accelerated development of new equipment, technology, specialty; 2) growth of labor productivity; 3) growth education and universality of specialists; 4) reduction of staff turnover; 5) no shortage of qualified personnel.

/>List of sources used

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HR planning- purposeful, scientifically substantiated activity of the organization, aimed at providing jobs at the right time and in the required quantity in ϲᴏᴏᴛʙᴇᴛϲᴛʙii with the abilities, inclinations of employees and the requirements.

Workforce planning is a complex task that includes a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the national market.

Workforce planning should include possibility of feedback, because if the plan cannot be fulfilled, it often becomes necessary to adjust the company's tasks, ɥᴛᴏto make them feasible from the standpoint of human resources.

Goals of workforce planning

Goals of workforce planning should be formulated systematically. Here comes ᴏᴛʜᴏϲᴙ the goals of the organization and the goals of its staff. When planning goals, it is essential to take into account legal regulations as well as underlying policy principles of the organization. The goals and objectives of personnel planning are schematically presented in Figure 12.

Figure No. 12. Goals and objectives of the organization's personnel planning

Incidentally, the steps goal planning process will be: search for goals, analysis of goals and their ranking, assessment of implementation opportunities, selection and implementation of goals, control and revision (Fig. 13)

Figure 13. Human resource planning process

Effective workforce planning should answer the questions:

1. How many workers, what skills, when and where will be required?
2. How best to attract the right one and reduce or optimize the use of redundant staff?
3. How to effectively use the staff in ϲᴏᴏᴛʙᴇᴛϲᴛʙ and its abilities, changes and intrinsic motivation?
4. How to provide conditions for staff development?
5. What costs will the planned activities require?

By the way, the stages and types of personnel planning

According to the timing, personnel planning is divided into:

• long-term (forecast of 3 or more years)
• short term (no more than 1 year)

Let's study long-term and short-term personnel planning in more detail.

Long-term workforce planning

A tool for long-term workforce planning will be human resource plan, which traditionally involves an attempt to forecast 3-5 years ahead.

The company must assess the demand for labor, the potential supply and the state of the external environment.
Through the interaction of all these factors, a human resource plan is drawn up, indicating how many and what kind of workers may be required in the future.

The main points to be taken into account are the following:

1. Creation of a personnel planning group of the company, including managers responsible for performing the main functions in the company.

2.
It should be noted that the main tasks of human resources in achieving the goals of the company, taking into account:

• capital equipment plans (recorded on the company's balance sheet);
• reorganizations, such as centralization or decentralization;
• changes in the range or volume of products;
• financial restrictions.

3. Characteristics of the use of human resources, in particular:

• the number of employees of different categories;
• calculation of staff turnover for each category of employees and analysis of the impact of high or low rates of staff turnover on the efficiency of the company;
• amount of overtime work performed;
• assessment of the performance of current staff and their potential;
• the overall level of wages in comparison with the level of wages in other companies.

4. The external environment of the company:

• the situation with the recruitment;
• demographic trends;
• local housing and transportation plans;
• national agreements regarding working conditions;
• state policy in the field of education, retirement, provision of regional subsidies, etc.

5. Potential supply on the labor market, in particular:

• the impact of local immigration and emigration;
• the consequences of recruiting and firing excess labor by local companies;
• the possibility of recruiting those categories of workers who are not currently recruited, for example, part-time workers.

After considering and coordinating all these factors, it is possible to draw up human resource plan, reflecting in detail exactly how many workers in terms of number, functions, qualifications, places of work and placement should be used at different stages of the future period. The plan should reflect:

• a list of places of work and positions that may appear, undergo any changes or be abolished;
• to what extent is it possible to reshuffle or retrain personnel;
• necessary changes at the level of both middle and senior managers;
• vocational training needs;
• recruitment programs, redundant staff reductions or seniority termination programs;
• opportunities for feedback if it is necessary to adjust the plan or objectives of the company;
• measures provided to deal with any staffing problems due to shortages or surpluses of labor (for example, early retirement or other staff reduction procedures)

Short-term workforce planning

Short-term workforce planning is traditionally carried out on the basis of a short-term workforce plan or operational plan, which is designed for a period of no more than one year and will be more common in practice than a human resource plan.

Operational plan of work with personnel -϶ᴛᴏ detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training, retraining and promotion qualifications, business career, personnel costs, dismissal) featured a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

To develop an operational plan for working with personnel, it is extremely important to obtain data using specially designed questionnaires:

• on the permanent composition of employees (first name, patronymic, last name, place of residence, age, time of entry to work, etc.);
• on the structure of personnel (qualification, gender and age, national structure, the proportion of disabled people, the proportion of workers, employees, skilled workers, etc.);
• on staff turnover;
• about the loss of time due to downtime, due to illness;
• on the length of the working day (fully or partly employed, working in one, several shifts or night shifts, the duration of holidays);
• on the wages of workers and employees (wage structure, additional wages, allowances, payment according to the tariff and above the tariff);
• on social services provided by the state and organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily)

Questionnaires should be designed in such a way that, along with productive goals, they can serve personnel planning.

Personnel information must meet the following requirements:

• be simple - contain as much data and only to the extent that and to what extent is necessary in this particular case;
• be visual - it is extremely important to present information in such a way as to enable you to quickly determine the main thing, and not hide it behind verbosity. It is worth saying that for ϶ᴛᴏ one should use tables, graphs, color design of the material;
• be unambiguous - the information must be clear, in their interpretation there must be semantic, syntactic and logical unambiguity;
• be comparable - it is extremely important to provide information in comparable units and refer to comparable objects both within the organization and outside it;
• be successive - information about personnel submitted for different time periods must have the same calculation method and the same presentation forms;
• be up-to-date - information must be fresh, up-to-date and timely, i.e. presented without delay.

Personnel planning

The initial stage of the workforce planning process there will be staffing planning. It is worth noting that it is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, staffing and a plan for filling vacant positions (Fig. 14)

Figure No. 14. Personnel Requirement Planning Scheme

When determining the need for personnel in each specific case, the participation of the heads of the ϲᴏᴏᴛʙᴇᴛϲᴛʙ of the departments is recommended.

Exist four categories of workers for which planning is underway:

1. current staff;
2. Beginners;
3. Potential employees;
4. Personnel who left the organization.

In relation to each of these categories, the company's management must take different actions (Table 11)

Actions taken by managers in relation to personnel

To the benefits of workforce planning can include the following:

1. An organization is better prepared to deal with the effects of a changing external operating environment. Material published on http: // site
2. Carefully identifying possible future human resource needs helps an organization find new and more effective ways to manage human resources.
3. An organization can avoid both a surplus and a shortage of employees.
4. Planning will help the organization establish and further develop staff training and leadership succession programs.
5. Management will be forced to critically assess the strengths and weaknesses of the company's human resources and personnel policy.
6. It will allow avoiding duplication of efforts of company employees and improve their coordination and integration in the performance of work.

Personnel planning methods

In personnel planning, there are quantitative and qualitative indicators.

In quantitative planning, the following methods can be used:

1. balance method is based on the mutual linking of the resources that the organization has and the needs for them within the planning period. Such a plan is a two-sided budget table, in one part of which the sources of resources are reflected, and in the other - their distribution.
2. Normative method. Its essence lies essentially in the fact that the basis of planning targets for a certain period includes the rates of expenditure of various resources per unit of output.
3. Statistical method establishes the dependence of the indicator under consideration on other variables.

In qualitative planning, the following methods are distinguished:

1. Peer review method. It is worth saying that for ϶ᴛᴏ an expert is involved, who analyzes planning problems and combines the available planning variables and quantities that affect these variables. Based on the expert's recommendations, planning goals are formed, experts can be either specialists in the field of personnel planning or managers.
2. Group assessment method. In this case, groups are formed, which jointly develop action plans aimed at solving the set tasks. Such methods include, for example, brainstorming.
3. Delphi method contains expert and group methods. First, a set of independent experts is interviewed, and then the results of the survey are analyzed in group discussions and decisions are made.