We determine the average payroll numbers of the main workers. Norms of time, production and maintenance: what's the difference? Calculation of the wage fund of the main workers

In this lesson:

Task 1. Calculate the number of main workers

Task 1. Calculate the number of core workers

Calculate the number of basic pieceworkers by profession and category, provided that the time budget of one worker is 1752 hours. Data for calculating labor intensity production program are presented below:

Indicators	product A	product B	Average coefficient compliance with the norms
output, pcs.	2000	5000
Labor intensity by type of work, standard hours
turning 4th category	3	2	1,2
milling 4th category	2	2	1,1
milling 6th category	1	1	1,2
drilling 3rd category	1	1	1,0
grinding 4th category	2	3	1,3
grinding 6th grade	1	2	1,2
assembly of the 8th category	4	2	1,0

A comment.
Unfortunately, those people who teach at our universities "just passed by the plant", so they often do not understand what meaning is attached to certain indicators. If on average (!!!) the norm is overfulfilled by 30%, then you need to fire the rationer and carry out a complete renormalization technological process, and do not calculate, based on these curves of norms, the number of personnel.

Teachers do not understand the reasons why such situations arise, and therefore cannot tell students about them. And what quality will a specialist come to work at an enterprise if he has no idea about this? He can't even imagine... There can be a lot of possible reasons. One of them is when the foreman needs to encourage the grinder Vasya. The authorities do not allocate a bonus, and Vasya is a "good guy." Then the rater (at the direction of his superiors, or maybe even personal sympathies) overestimates the time limit for him and Vasya becomes a "leader of production", doing exactly the same job. This is seen by other workers, and after a while the circle of "leaders" expands within the limits of the personal sympathies of the rate-setter and the foreman. And everything would be fine, but ... we suddenly increase production cycle, labor productivity falls, the cost of production rises. And it’s good for the head of the shop, they reduced the plan in accordance with the labor intensity, Vasya - good, he has more wage. It’s only bad for the enterprise as a whole, but nobody cares, right?

And you need to be able to manage such processes, identify them, find the reasons ... But why? It is more important for a teacher to teach a student to add and subtract numbers! And then the workers in the workshop will be happy to "hang noodles on the ears" of such a "specialist", quietly laughing at the "burdock" behind their backs.

The "decision" itself represents the most idiotic thing an economist can do. If the norm is "overfulfilled" by 1.3 times, then the number of workers needed is 1.3 times less. (which is what workers with a rationing worker achieve, receiving wages 1.3 times higher than the calculated one). In fact, real managerial decision should look like this: "revise the entire system of wages in the shop and renormalize technological operations, bringing them into line with the real technical process, and wages to real market conditions." But you need to think about it, and adding up the numbers is much easier ...

Solution.
Turners 4 digits should be ...
(2000 x 3 + 5000 x 2) / 1752 / 1.2 = 7.61 ≈ 8 people (rounding down, we would increase labor intensity by more than 10%)

Milling 4 ranks
(2000 x 2 + 5000 x 2) / 1752 / 1.1 = 7.264 ≈ 7

Milling cutters 6th category
(2000 x 1 + 5000 x 1) / 1752 / 1.2 = 3.33 ≈ 4

Drillers 3 category
(2000 x 1 + 5000 x 1) / 1752 / 1 = 3.99 ≈ 4
It's funny, but the condition of the problem coincided with the situation in real life. The regular artificial overestimation of time norms always concerns "old" workers high ranks. And such "hazing" leads to the fact that beginners (1-3 category) are not able to earn normal money, since they are sent to the most "unprofitable" operations (k = 1). As a result, after working like this for a couple of months, the newcomer leaves. And then the head of the shop arranges "Yaroslavna's cry" about the lack of workers. For this, then they regularly punish ... personnel officers. And our "specialist" after the institute receives only the most good feedback. Otherwise, they can send a competent specialist to the workshop ...

Grinders 4 category
(2000 x 3 + 5000 x 2) / 1752 / 1.3 = 7.02 ≈ 7 people

Grinders of the 6th category
(2000 x 1 + 5000 x 2) / 1752 / 1.2 = 5.71 ≈ 6 people

Collectors of the 8th category
(2000 x 4 + 5000 x 2) / 1752 / 1.0 = 10.27 ≈ 10 people

Task 2. Determine the number of workers according to the labor intensity of the production program

Calculate the planned number of workers based on the data on the complexity of the implementation certain types works. The annual effective working time fund of one average worker is 1675 hours. Other input data are shown in the table below.

t- the total labor intensity of the production program of the calculation year. Measured in standard hours.

F ef.- effective (real) fund of the time of work of one worker. Measured in hours.

K v.n.- the expected average coefficient of fulfillment of production standards by employees in the billing year.

n- the number of types of manufactured products.

t i- planned (normative) labor intensity of a unit of the i-th type of product. Measured in standard hours.

m i- the number of products of the i-th type. Measured in pieces.

Substitute the values into the formula.

H main slave. =(15+21+11+7+23)*70,000/1.08*1675=77*70,000/1809=

5,390,000/1809=2980 employees.

Answer: 2980 workers.

Task 3. Determine the number of cleaners and auxiliary workers

Determine the number of cleaners and auxiliary workers of the metal machining shop on the basis of basic data on service standards. The initial data are given in the table below. The mode of operation of the workshop is one-shift.

Indicators	Values
Number of jobs in the workshop
Including places equipped with metal-cutting machines
Service standards for certain categories of personnel, jobs:
Greasers
Adjusters
electricians
Repairmen
quality controllers
sharpeners
Transporters
Service rate for cleaners, m2
Average area of one workplace of a machine operator, m2
Average area of other jobs, m2

Solution.

In order to find the number of cleaners, we need to find the area of the workshop.

S workshop = (number of jobs in the workshop - number of jobs equipped with metal-cutting machines) * average area of other jobs + number of jobs equipped with metal-cutting machines * average area of one workplace of a machine operator.

Substitute the values in the formula

S shop \u003d (600-370) * 8 + 370 * 15 \u003d 230 * 8 + 5550 \u003d 1840 + 5550 \u003d 7390 m 2

1) Calculation according to the labor intensity of work or according to production standards;

The labor intensity calculation method applies to workers (main and auxiliary) who perform normalized work (piecework workers).

Table 6.1

Balance of working time of one worker (example)

Indicators	Reporting period	Planned period
1) Calendar number of days, including:

Festive
Weekend
Weekend Saturdays
2) Nominal working time fund, days
3) Absence from work, days, including:

Annual holidays
Study leave
Maternity leave
Additional holidays with the permission of the administration
Diseases
absenteeism
Downtime
4) Turnout fund of working time, days
5) The duration of the work shift, h.
6) Working time budget, h.
7) Pre-holiday shortened days, h.
8) Grace time for teenagers, h.
9) Intra-shift downtime, h.
10) Useful (effective) working time fund, h.
12) Average duration of a work shift, h.

A) Calculation of the number of workers by labor intensity used to determine the number of piecework workers:

Where
- the required number of pieceworkers;

– labor intensity of the production program, standard hours;

-annual effective fund of time of one worker, hours;

– coefficient of performance of production standards.

b) Calculation of the number of workers according to production standards usually used to determine the number of work areas, where the amount of work can be measured using natural meters (this method is a variation of the previous one):

Where - the amount of work in natural units of measurement, pieces;

– planned production rate, pcs. products in units time.

2) Calculation according to service standards- is used to determine the planned number of auxiliary workers engaged in maintenance, adjustment, repair and other similar work at enterprises (in workshops) with a continuous production process:

Where
- the number of serviced jobs (pieces of equipment);

– number of shifts per day;

- service rate (i.e. the number of pieces of equipment serviced by one or a group of workers).

3) Calculation of the number of jobs- is used to determine the planned number of main and auxiliary workers who perform work to control the actions of the equipment, as well as control the technological process:

Where - the number of workers needed to service the working machines.

Definition number of managers, employees And specialists is hampered by the fact that for most of them there are no production standards or service standards. The number of managers, specialists and employees depends on the functions they perform.

The number of engineering and technical workers, employees is determined according to the staffing table. It is possible to determine the number of this category of workers and according to the standards, depending on the number of jobs in the main production, the number of workers, the cost of fixed assets.

When planning the number of piece workers, the expected productivity of their labor is taken into account. Labor productivity refers to the efficiency (or effectiveness) of labor in the production process.

Level labor productivity expressed by the quantity of products manufactured per unit of working time, or the cost of working time for the production of a unit of output.

The most common and universal indicator is output, which can be hourly, daily, monthly (quarterly, annual).

Working out represents the amount of production ( Q) produced per unit of labor time ( T), or per one average employee per month, quarter, year. It is determined by the ratio of the quantity of products produced to the cost of working time for the production of these products: Q/T.

Along with the production, the indicator of labor intensity of products is widely used. Under labor intensity production is understood as the sum of all labor costs for the production of a unit of output at a given enterprise ( T/Q).

Depending on the composition of labor costs, their role in the production process, the following types of labor intensity are taken into account, which are components of the total labor intensity of manufacturing products: technological complexity maintenance of production, production labor intensity, labor intensity of production management.

Where - development;

– labor intensity, hours;

- the volume of products produced for a certain period of time;

– the cost of working time for the production of this product, h.

Output and labor input are related as reciprocals:

Methods for measuring labor productivity differ depending on how the volume of output is determined. To calculate the volume of production (products, works, services) and, accordingly, labor productivity (by output), three methods for determining output are distinguished; natural, cost (cash) and labor.

natural method- the simplest and most reliable method, when the volume of manufactured products is calculated in kind (tons, meters, pieces, etc.).

Physical indicators allow you to see the composition of manufactured products by types, varieties, etc. The advantage of this method is the direct comparability of labor productivity indicators. However, with the help of physical indicators it is possible to measure labor productivity only within the framework of certain types of products or types of work.

cost method- its essence lies in the fact that the indicator of labor productivity is defined as the ratio of manufactured products, expressed in monetary units, to the cost of working time or average headcount industrial and production personnel.

To calculate labor productivity in value terms, various indicators for assessing the volume of output can be used: gross output, marketable output, gross turnover, net and conditionally net output, sold products. Each of these indicators has its positive and negative sides.

labor method widely used in intra-company planning, i.e. at workplaces, in teams, at production sites and in workshops when producing a variety of work in progress. In this case, labor productivity is determined in standard hours or, in other words, is estimated on the basis of the labor intensity indicator.

The growth of labor productivity creates conditions for the growth of production and profits of the enterprise.

Growth of production due to increase in labor productivity can be determined by the formula:

Where
– increase in production due to increased labor productivity, %

–increase in the number of employees, %;

– increase in production volume, %.

In conditions of limited resources, it is relevant for the enterprise to carry out analytical work to identify reserves for increasing labor productivity.

reserves are untapped opportunities to save labor costs.

Labor productivity growth can be achieved through:

raising the technical level of production;

better organization of production and labor;

structural changes in production;

changes in external and natural conditions.

Raising the technical level of production reduces the complexity of manufacturing products, which is due to the introduction of advanced technologies, mechanization and automation of production, modernization of equipment, the use of new materials and raw materials.

The best organization of production and labor is realized by improving production management, forms of production organization, which leads to savings in working time as a result of reducing the loss of working time, increasing production standards and service standards.

Change in the level of labor productivity due to structural changes in production due to a change in the labor intensity of manufactured products due to structural shifts in the range of products and the magnitude of the volume of production.

Changing external conditions associated with the territorial location of suppliers of raw materials, changes in mining and geological conditions and methods of mining.

All of these factors affect the level of labor productivity. Using the appropriate analytical formulas, it is possible to calculate the number of employees released and, accordingly, the growth in labor productivity.

To determine the possible reducing the number of workers based on reducing labor intensity the following formula is used:

Where
- the labor intensity of a unit of production, respectively, before and after the implementation of the measure, standard hour;

- the volume of production in the planned period;

-coefficient of the duration of the event in the planned period (the ratio of the duration of the event in months to the number of calendar months in a year).

Saving the number of workers by reducing the loss of working time determined by the formula:

Where - the number of industrial and production personnel, calculated on the planned volume of production for the generation of the base period, people;

– share of key workers in the number of industrial and production personnel, %;

– loss of working time in the base period, %;

– loss of working time of workers in the planned period, %.

Savings in the number of employees by reducing absenteeism to work is determined by the formula:

Where
- losses from marriage in the base and planned period, % of the cost of production;

– the number of key workers in the base period, people.

Reducing the number of employees by increasing the volume of production calculated by the formula:

Where
- the number of industrial and production personnel without the main workers in the base period, people;

–planned increase in production volume, %;

– planned increase in the number of employees, except for the main workers, %.

Savings in the number of core workers due to changes in the composition (range) of products is determined by the formula:

Where
– growth of labor productivity, %;

-savings in the number of employees, calculated for all factors, people;

- the number of employees, calculated on the volume of production of the planned period for the development of the base period, people.

Wage- this is a form of material remuneration for labor in the form of a part of the cost of created and sold products, received by employees of an enterprise, organization.

The payroll performs the following functions:

ensures the reproduction of labor potential by the employee;

stimulates interest in the results of labor;

allows you to take into account the contribution of the employee in solving the problems of the enterprise;

regulates the distribution labor resources between activities.

From the point of view of the reproductive function, wages are the monetary expression of the volume of benefits at the disposal of the employee, which ensures the objectively necessary restoration of the employee's labor potential.

IN modern conditions management organization of wages at the enterprise should be based on the following principles:

1) an independent choice by the enterprise of methods of organization, forms, systems and the amount of remuneration of employees;

2) state regulation of wages through the establishment of a minimum wage and regulation of labor relations;

3) ensuring the differentiation of wages depending on the qualifications of the employee, his working conditions and other factors;

4) the material interest of the employee in achieving high end results of labor;

5) ahead of the growth rate of labor productivity compared to the growth rate of wages;

6) the simplicity of building wage systems.

payroll fund at the enterprise provides for the differentiation of labor costs into three components: basic wages, additional wages and bonus payments.

TO basic salary relate:

wages accrued to employees at tariff rates and salaries for hours worked;

wages accrued for the work performed to employees at piece rates, as a percentage of the proceeds from the sale of products (performance of work and provision of services);

the cost of products issued as payment in kind;

stimulating additional payments and allowances to tariff rates and salaries (for professional excellence, combination of professions, positions, etc.);

allowances for years of service, length of service;

compensation payments related to the mode of work and working conditions;

payments due to regional regulation of wages, etc.

TO additional wages include payments to employees provided for by labor legislation for time not worked at the enterprise. This should include:

payment of annual and additional holidays;

payment of preferential hours for teenagers;

payment for study holidays provided to employees studying in educational institutions;

remuneration of workers involved in the performance of state or public duties;

payment for downtime through no fault of the employee, etc.

Additional wages should also include payments for food, housing, fuel and social payments (surcharges to pensions for employees working at the enterprise, lump sum benefits for retiring labor veterans, severance pay upon termination of an employment contract, payment for subscriptions to health groups, classes in sports sections and other payments).

Premium payouts include one-time incentive payments (one-time bonuses, remuneration based on the results of work for the year, annual remuneration for length of service, etc.)

The organization of remuneration at the enterprise is based on three interrelated elements:

regulation of labor;

tariff system;

forms and systems of remuneration.

Labor rationing serves as the basis for the development of standards for the performance of various operations, allows each employee to establish a standardized (necessary for performance) amount of labor costs, which serves as the basis for payment and material incentives for the employee.

Tariff system wages includes a set of regulatory materials that regulate the level of remuneration of workers, depending on their qualifications, nature, conditions, severity and intensity of work, as well as responsibility for the work performed and production features.

The main elements of the tariff system are:

1) Tariff rate- expressed in monetary terms, the absolute amount of wages per unit of time. Tariff rates are determined on the basis of the tariff scale and the first category rate.

2) Tariff scale- a scale of categories, each of which is assigned its own tariff coefficient, which shows how many times the tariff rate of each category is greater than the first. Each tariff scale is characterized by a certain ratio of the tariff coefficients of the extreme categories, which is called the range of the tariff scale.

There are absolute (in fractions of a unit) and relative (in%) increase in tariff coefficients.

3) Tariff and qualification guides provide the possibility of establishing the category of work and the employee. They contain information about what a worker of each category, each specialty should know and be able to do.

Table 6.2

An example of the tariff scale for workers of an enterprise

The role of the tariff system has now changed significantly - enterprises have become completely independent in developing their own tariff system, or may refuse to use it at all, the same applies to the choice of forms and systems of remuneration.

The forms, systems and amounts of remuneration at each enterprise are determined at the discretion of the administration and staff in accordance with Labor Code of the Russian Federation and the Law of the Russian Federation "On minimum size wages".

Table 6.3

Forms and systems of remuneration

	forms of remuneration
	piecework	Time
wage systems	direct individual;	simple time-based;
	collective (brigade);	time-bonus;
	piecework premium;	time-bonus;
	piecework-progressive;
	indirect piecework;
	chord.

There are piecework and time-based forms of remuneration:

I) piecework the form of remuneration is payment for each unit of output or volume of work performed.

The piece-rate form of payment is applied in the following conditions:

it is possible to develop technically justified norms of output and labor costs;

it is possible to accurately record the volume of work performed;

there are quantitative performance indicators, the implementation of which directly depends on a particular employee;

workers of a particular site have the opportunity to increase output or the volume of work performed without violating the technology of the production process;

the organization of work of workers excludes interruptions in work.

Within the framework of the piecework form, the following typical wage systems are distinguished:

1) When direct individual piecework wage system The worker's earnings depend on the amount of work done. Wages are determined by multiplying the rates by the number of units produced:

Where - piece rate, rub. per unit of production;

- produced number of units of production.

The basis for determining wages piecework wages is the rate, ie. the amount of payment for a unit of work performed or manufactured products.

With a direct piecework wage system, the piece rate is calculated using the formulas:

according to the time limit:		according to production rate:

Where - hourly tariff rate of the corresponding type of work, rub./h;

– norm of time per unit of production (work), hour;

V- the rate of production of this product per hour.

2) When brigade piecework wage system a brigade (collective) rate is applied per unit of work performed by the brigade.

The calculation of the brigade piece rate can be performed using the following formulas:

Where
- the sum of the hourly wage rates of all permanent employees who are part of this team, rub.;

– hourly rate of a team member i-th category, rub.;

- the time limit for the performance of all operations by a member of the brigade i th category per unit of work output, standard hours;

- hourly rate of production by the brigade of products (volume of work performed) in the appropriate units of measurement.

The total earnings are distributed among the workers of the brigade in proportion to the tariff rates of workers and the amount of time worked by each working time:

Where - piecework earnings of a team member, rub.;

- the sum of the coefficient-hours worked by the entire team in this period;

– the number of coefficient-hours attributable to i th working brigade in this period.

3) When piece-bonus wage system in addition to wages for the quantity of output, the worker is paid a bonus for achieving established quantitative and qualitative indicators (saving raw materials, materials, fuel, energy, meeting production standards).

4) Piecework progressive wage system is based on payment for the output of workers within the established norms at direct piece rates, and for the volume of production in excess of the norm - at higher, progressively increasing rates. The amount of earnings under the piece-progressive system is calculated by the formula:

Where
- the amount of earnings calculated at direct piece rates, rubles;

– fulfillment of production norms, %;

– the normative level of production rates, above which payment at increased rates is applied,%;

- bonus factor in fractions of a unit, showing an increase in the piece rate for overwork.

5) Indirect piecework wage system establishes the amount of wages of auxiliary workers depending on the results of the work of the main workers they serve. This system It is used to pay workers whose personal labor cannot be accounted for, but on which the output of the main workers they serve depends.

Indirect piece rate is calculated by the formula:

Where - hourly wage rate of an auxiliary worker paid according to the indirect piecework system, rub./h;

V- the rate of production of this product per hour;

N o- the number of serviced workers (equipment) - the rate of service.

The salary of an auxiliary worker under this system is determined by:

a) on the basis of indirect pricing and the number of products manufactured by the main workers:

Where
- hourly tariff rate of an auxiliary worker paid according to indirect piecework wages, rub.;

- actually worked by this auxiliary working time, hours;

-weighted average of the fulfillment of production standards by all workers (objects, units) serviced by this employee.

6) When lump-sum wage system wages are determined for a predetermined amount of work (rather than for a single operation) based on current time standards or production standards and rates. The term of performance, quality of work is accurately stipulated. The amount of earnings is announced in advance, before work begins. Workers can be rewarded for reducing the duration of work.

II) Time form of remuneration is a form in which wages are accrued to an employee at an established tariff rate or salary for the working time actually worked by him (but not calendar, but normative (effective), provided for by the tariff system).

The time-based form of remuneration is applied if:

there is no need to stimulate the growth of production above the optimum;

the production process is strictly regulated (i.e., overfulfillment of the norms may be accompanied by a violation of the technological process with a subsequent deterioration in product quality);

the functions of the worker are reduced to monitoring the progress of the technological process;

flow and conveyor types of production function with a strictly specified rhythm;

experimental work is being carried out or the process of manufacturing new, especially complex, critical objects is underway;

a variety of works are performed that are difficult to standardize and account for;

the use of time wages can ensure an increase in the quality of work performed (control, repair work, etc.).

Within the framework of the time-based form, the following typical wage systems are distinguished:

1) When simple time wages wages are determined by the product of the established tariff rate (hourly, daily, monthly) by the amount of hours worked or by salaries for all categories of employees.

2) When time bonus system wages are paid in the same way as with a simple time-based system with the addition of a bonus for achieving certain quantitative and qualitative indicators.

Managers, specialists and employees are paid on the basis of official salaries.

Official salary- the amount of the monthly salary provided for by the staffing table.

In addition to piecework and time-based forms and the corresponding systems within the framework of the tariff model of organizing wages, a mixed form has been widely developed within the framework of a tariff-free model of organizing wages (or tariff-free wage system- BTOT).

BTOT puts the employee's earnings in full dependence on the final results of the work of the enterprise's labor collective. It is expedient to apply this system where these results can be taken into account accurately enough, where there are conditions for a common interest and responsibility for the final results of labor. Another prerequisite for using this system is that the members of the workforce must know each other well and have full confidence in their leaders. As a rule, such a remuneration system is used in small teams with a stable composition of employees, including managers and specialists.

With a tariff-free system of remuneration, an employee is assigned a certain qualification level ( CCU), but no base rate or salary is set.

Thus, the earnings of an individual worker completely depend on the wage fund accrued on the basis of the collective results of labor, and can be determined by the coefficient of the qualification level, the coefficient of labor participation ( KTU), or by one summary coefficient of labor (the number of "earned" points), taking into account the factors of the qualification level, work results and attitude to work.

Skill level coefficient takes into account the results of the employee's past work and is determined by the ratio of the employee's actual salary for the past period to the minimum wage level for the same period that has developed at the enterprise.

Labor participation rate takes into account the current achievements of the employee and is determined at regular intervals according to the composition of factors (indicators) developed by the team, taking into account the combination of professions, the quality of work, and the efficiency of using working time. Thus, it represents a generalized assessment of the employee's labor contribution to the overall result of the work of the team.

The following algorithm is used to calculate the wages of each employee:

a) the composite labor factor or the number of points "earned" is calculated i-th employee for the period:

c) earnings of an individual worker ( ) is determined by the formula:

Where FZP– payroll fund of the enterprise (subdivision), rub.

TASKS

1) In the planned year, the standard labor intensity of the production program of the enterprise is 14 million standard hours. According to the plan for the introduction of new technology and the plan of organizational and technical measures, a 10% reduction in labor intensity is envisaged. The planned average percentage of fulfillment of production norms for the enterprise is 120%. The annual fund of time for one worker is 1,860 hours. Determine the planned number of key production workers for the enterprise as a whole.

2) The enterprise produces products "A" and "B" according to the program indicated in the table. Losses of time for valid reasons average 3% of the nominal time fund, the coefficient of performance of production standards is 1.15, the number of working days per year is 245, the duration of the work shift is 8 hours.

Determine the number of production workers necessary for the implementation of the production program for the planned year.

3) For the year, the company plans to produce product "A" in the amount of 500,000 pieces. The number of working days - 250. The rate of production of the product "A" 1 worker - 10 pieces / shift. Determine the number of production workers necessary to carry out the production program.

4) Determine the list number of the main workers of the machine assembly shop in total and by profession. The quarterly task and the labor intensity of the products are as follows:

Indicators	Product 1	Product 2
Annual issue, pcs.
Change in work in progress, pcs.
Labor intensity, standard hours:
Turning
Milling
drilling

Average percentage of workers fulfilling the norms, %

The annual effective fund of time is 2,079 hours.

5) In the current quarter, the plant will produce marketable products worth 200 million rubles. The average number of employees is 5,000 people. Determine the planned number of employees in the next quarter, if it is planned to produce marketable products worth 180 million rubles, and labor productivity growth - 6%.

6) There are 350 looms installed in the weaving factory. Mode of operation - two-shift. Maintenance rate - 4 machines. Determine the number of production workers required for the enterprise.

7) Shift task - 100 parts. The time limit for a part is 5 minutes. The worker produced 120 parts in a shift. The duration of the shift is 8 hours. Determine the fulfillment of the production rate and the shift task.

8) Annual production program - 5,000 thousand rubles. The number of employees at the beginning of the current year - 970 people, at the end of the current year - 1,100 people. IN next year it is planned to increase output by 10% and labor productivity - by 7%. Determine the number of employees in the planned year.

9) Calculate the fulfillment of the output norm by the workers for May 200x. The enterprise has an 8-hour working day with a 5-day working week; on May 26, the worker performed the duties of a juror. For the closed work order for May 200x, the following was taken into account:

When determining the hours worked per month, the number of working days should be taken according to the time sheet - calendar, minus holidays, weekends and days of performance of public duties.

10) Based on the data given in the table, calculate the decrease / increase in actual labor intensity and decrease / increase in labor productivity:

12) Determine the planned growth in labor productivity, if in the planned year the production of marketable products will increase by 7%, and the number of employees will decrease by 1.5%.

13) Determine how the number of employees will change if it is planned to increase the output of marketable products by 10%, and increase labor productivity by 6%.

14) 60 pieceworkers are employed at the site. Due to a number of organizational and technical measures, it is planned to increase the annual output by 20%. The volume of production (120 thousand standard hours) remains the same. Determine how many people can be released as a result of an increase in labor productivity.

15) In the first half of the year in the workshop, the proportion of production workers was 65%, and in the second - 75%. Determine the percentage increase in labor productivity.

16) The enterprise had 4,400 main production workers and 1,200 auxiliary workers in the past period. In the reporting period, the number of main workers increased by 25%, and auxiliary - by 15%. Determine the growth of labor productivity.

17) At the enterprise, where in reporting year 2,000 people are employed, it is planned to increase output by 10%. Specific gravity cooperative deliveries in gross output will increase from 18 to 22%. Determine the degree of increase in labor productivity and labor savings as a result of an increase in the proportion of cooperative deliveries.

18) Determine the target for the growth of labor productivity by factors based on a decrease in the labor intensity of products (see table 1):

Table 1

The following organizational and technical measures are provided for the planning year (see Table 2):

table 2

Event		Reduced labor intensity per product, standard hour.
Organization production lines in the shops
The use of a multi-place fixture
Design change
Introduction of precision casting
Technology change
Technology change

In the reporting year, 237 working days, in the planned year, each will work an average of 240 days. Its average duration is 7.7 hours.

According to self-photograph data, intra-shift time losses amounted to 11%. It is planned to cut them by half in the planned year. The proportion of key workers in the production staff is 43%, and in the planned year - 46%. The total number of industrial and production personnel is 5200 people. The planned increase in output is 8%.

19) Calculate the planned and actual daily earnings of a worker of the 5th category in the conditions of a direct individual piecework wage system. The production rate per shift is 100 parts, the actual time spent on processing one part is 4 minutes. The working day is 8 hours. The hourly wage rate for a worker of the 5th category is 27 rubles.

20) The norm of time for one product is 12 minutes, the hourly tariff rate for a given complexity of labor is 30 rubles per hour, there are 24 working days in a month; shift duration - 8 hours. 1,100 products were manufactured per month. Determine: a) the rate of output per month (pcs.); b) piece rate for the product (rubles); c) the amount of piecework wages per month, if for each percentage of overfulfillment 2.5% of earnings are paid at piecework rates (rubles).

21) Calculate the monthly earnings of a worker according to the piece-bonus wage system. For a month (176 working hours), the worker performed 1,200 detail operations. The time limit for one detail operation is 10 minutes. The work is charged by the IV category. The hourly tariff rate is 25.0 rubles.

Under the terms of the piece-bonus system, a bonus is accrued for the fulfillment of the monthly plan (norm) with the qualitative performance of work 10% of the monthly piecework earnings and for each percentage of overfulfillment of the monthly plan (norm) in the amount of 1% of the piecework earnings. The total amount of the bonus should not exceed 20% of the monthly piecework earnings. The conditions for bonuses to workers have been met.

22) Calculate the earnings of workers under collective piece work. There are three people in the brigade: IV, V, VI categories. In accordance with the capacity of work, the monthly earnings of the brigade amounted to 39,000 rubles. A worker of the IV category with a tariff coefficient of 1.68 worked 150 hours per month, a worker of the V category with a coefficient of 1.94 worked 160 hours per month, a worker of the VI category with a coefficient of 2.25 worked 170 hours per month.

23) The monthly earnings of the brigade amounted to 117,500 rubles. Calculate the piecework earnings of the team members in accordance with the number of hours worked and the complexity of the work performed:

	Shifts worked	Tariff coefficient
Worker of the 4th category
Worker of the 5th category
Worker of the 6th category

The duration of the shift is 8 hours.

24) An auxiliary worker maintains a section of 5 pieceworkers employed in stamping equipment. Each piece worker must produce 300 units per hour. blanks. In fact, in 20 working days (shift duration - 8 hours), 260,000 blanks were produced. The hourly rate of an auxiliary worker is 29.5 rubles. Determine: a) the earnings of an auxiliary worker in the conditions of a time-based wage system; b) the earnings of an auxiliary worker under the conditions of an indirect piecework wage system.

25) Adjuster V-category (hourly rate of 27.50 rubles) serves five machines. Monthly norms at the site were fulfilled in the following amount: by the first worker by 150%; two workers at 140%; two workers by 125%. Determine the monthly salary of the adjuster when paying for his work according to the indirect piecework system. The number of working days in a month is 23. How much would an adjuster earn if he was paid according to the time system?

26) Determine the monthly salary of a grade VI fitter (an hourly rate of 28.00 rubles) using an indirect piecework wage system. The adjuster serves six machines. The production rate on each machine is 250 pcs. for 1 hour. In fact, in a month (22 working days), 325,000 parts were manufactured at the site. How much would the adjuster earn if he was paid according to the time system?

27) Within 9 days, the enterprise must produce 180 products "A" and 350 products "B". The length of the working day is 7.9 hours. Labor costs for the production of the product are shown in the table.

The average coefficient of compliance with the norms is 1.12; loss of time according to the plan - 5.2%. Workers are paid at the following hourly rates under normal working conditions: III category - 27.50 rubles, IV category - 30.90 rubles, V category - 36.50 rubles. Additional salary - 15% of the tariff.

Determine the required number of workers by profession and in general, the prices for products, the fund of tariff and monthly wages, and its average monthly level.

28) When performing a monthly task, workers of the III category must work out 4,000, IV - 6,000, V - 4,000 standard hours. On average, they fulfill the norms by 110% and their work is paid at rates with normal working conditions for engineering enterprises. Tariff hourly rate III category - 27.40 rubles., IV category - 30.90 rubles., V category - 36.70 rubles.

Additional payments to the tariff fund are: for night work - 2.3%, foremanship - 1.2%, vacations - 4.0%, reduced working hours for adolescents and nursing mothers - 0.6%, for the performance of public duties - 0 ,5%. There are 24 working days in a month, 7.9 hours each.

Determine the monthly payroll, the average daily and average monthly wages.

"Calculation of the number of employees of the organization"

Purpose of the lesson: mastering the methodology for calculating the number of employees of the organization.

Methodical instructions.

The need for personnel is a set of employees with the appropriate qualifications, objectively necessary for the implementation of the organization's goals and objectives, in accordance with the development strategy and tactics.

The determination of the planned number of workers depends on the production program and the specifics of production, the nature of the production process and labor functions performed by workers

H \u003d T / (tr * Qv.n),

where T is the total time required for the production of products - man-days;

tr is the annual fund of time of one employee according to calendar schedule, days;

Kv.n - the average coefficient of fulfillment of the norm by the employee.

Example 1

Determine the required number of workers by profession.

According to the plan, the construction organization must perform:

Brickwork 7680 m 3;

Mount precast concrete - 4840 m 3;

Plastering works - 70,000 m 2.

Labor intensity for:

1 m 3 brickwork - 0.51 people - days;

1 m 3 installation of reinforced concrete - 0.36 people - days;

1 m 2 plaster - 0.14 people - days.

The average coefficient of overfulfillment of norms is 1.21. The planned number of working days per year is 230.

Solution

1 Determine the number of masons

H 1 \u003d (Q 1 * tn) / (tr * Qv.n)

H 1 \u003d (7680 * 0.51) / (230 * 1.21) \u003d 3916.8 / 278.3 \u003d 14 people

2 Determine the number of installers

H 2 \u003d (Q 2 * tn) / (tr * Qv.n)

H 2 \u003d (4840 * 0.36) / (230 * 1.21) \u003d 1742.4 / 278.3 \u003d 6 people

3 Determine the number of plasterers

H 3 \u003d (Q 3 * tn) / (tr * Qv.n)

H 3 \u003d (70000 * 0.14) * (230 * 1.21) \u003d 9800 / 278.3 \u003d 35 people

Conclusion: the number of professions for the planned period is: masons - 14 people, installers - 6 people, plasterers - 35 people.

At individual production sites, the required number of workers can be determined by the production standards

H \u003d Q / (Nv * Kv.n * tr)

where Q is overall volume works in natural units;

Нв - production rate per shift, in natural units;

tr is the number of working days in a year;

Example 2

Determine the required number of workers.

During the year, 43,600 m 3 of brickwork were completed, the shift production rate was 24 m 3, the rate was completed by 120%. The average number of working days per year is 225.

Solution

1 Determine the number of workers

H \u003d Q / (Nv * Kv.n * tr)

H \u003d 43600 / (24 * 1.2 * 225) \u003d 43600/6480 \u003d 7 people

Conclusion: the number of workers is 7 people.

Example 3

Determine the average number of workers for the reporting year.

workers construction organization for the reporting year, 17,400 people actually worked days. Holidays and weekends - 12560 person-days. Absences for other reasons amounted to 10,400 person-days. The average number of working days per year is 250.

Solution

1 We determine the average number of workers

Nav = (17400 + 12560 + 10400) / 250 = 40360 / 250 = 161 people.

Conclusion: average number of employees in the reporting year

is 161 people.

The movement of personnel at the enterprise is characterized by the following coefficients:

1 Attrition rate:

Kv.k \u003d Chuv / Chav * 100%

where Chuv is the number of employees dismissed for all reasons for a given period of time, people;

Nsr - the average number of employees for the same period, people.

2 Frame acceptance rate:

Kp.k \u003d Cpr / Csr * 100%,

where Npr is the number of employees hired during the period, pers.

3 Staff turnover rate:

Kt.k \u003d H, uv / Chsr * 100%

where N, uv - the number of employees dismissed for the period for unscheduled reasons (due to own will, for violation labor discipline), pers.

4 Frame stability factor:

Ks.k. \u003d (1-H, uv / (H about sr + Npr)) * 100%,

where Ch about cf - the average number of employees in the previous period, people.

Example 4

Determine coefficients:

staff turnover;

Personnel turnover;

Recruitment;

disposals.

The average number of employees of the enterprise for the year is 740 people. During the year, 31 people resigned of their own free will, 14 people were dismissed for violation of labor discipline, and 5 people were transferred to other positions. During the year, the company hired 49 people.

Solution

Kt.k \u003d H, uv / Chsr * 100%

Kt.k \u003d 45/740 * 100% \u003d 6%

2 Determine the staff turnover ratio

Ko.k \u003d (∑Chpr-∑Chuv) / Chsr

Ko.k \u003d (49-50) / 740 \u003d -1 / 740 \u003d -0.0013

3 Determine the frame rate

Kp.k \u003d Cpr / Csr * 100%

Kp.k \u003d 49/740 * 100% \u003d 6.6%

4 Determine the dropout rate:

Kv.k \u003d Chuv / Chav * 100%

Sq.c \u003d 50/740 * 100% \u003d 6.8%

Conclusion: the staff turnover rate is 6%, the acceptance rate is 6.6%, and the exit rate is 6.8%.

Example 5

Determine the losses of the organization from staff turnover.

In a construction organization, the average annual number of workers for the reporting year is 1480 people. At their own request, 97 people were fired, for violation of labor discipline - 11 people. A break in work at each transition of a worker from one organization to another - 19 days. The average number of working days per year is 250.

Solution

1 Determine the turnover rate

Kt.k \u003d H, uv / Chsr * 100%

Kt.k \u003d 108/1480 * 100% \u003d 7.3%

2 Determine the loss from staff turnover

∆H \u003d (D * Kt.k * Chsr) / tr

∆H \u003d (20 * 0.073 * 1480) / 250 \u003d 9 people.

Conclusion: losses from staff turnover amounted to 9 people.

Practical work №5

"Calculation of the number of employees of the organization"

Determine the planned number of employees, if it is known that it is planned to increase output by 20%, and output by 5%, using the data in the table.

In the reporting year, the shop produced a gross output of 240 million rubles. with a payroll of 156 employees. In the planned year, the task for the release is 750 products worth 450 thousand rubles. each. It is planned to increase work in progress by 40 sets, i.e. by 18 million rubles. The target for labor productivity is 8%. How will the number (roster) of workers change in the planning period?

The production plan has been increased by 16% compared to the reporting period and amounts to 2.4 million rubles.

Determine the number of workers required to fulfill the plan, if it is known that an 8% increase in labor productivity is planned and that in reporting period 725 people worked at the enterprise.

The average number of employees of the enterprise for the year amounted to 600 people. During the year, 37 people resigned of their own free will, 5 were dismissed for violation of labor discipline, 11 retired, entered educational establishments and drafted into the armed forces 13, transferred to other positions and other divisions of the enterprise 30 people.

Define:

A) the attrition rate;

B) staff turnover rate.

The average number of employees of the enterprise for the year amounted to 800 people. During the year, 43 people resigned of their own free will, 37 people were dismissed for violation of labor discipline, 15 people retired, 12 entered educational institutions and were called up for military service, 35 people were transferred to other positions within the enterprise. During the year, the company received 53 people.

Determine coefficients:

A) staff turnover;

B) staff turnover;

B) recruitment;

B) exits.

Practical work No. 5 completed

With an estimate of ______________________

Teacher___________________

The methodology for determining the number of key workers depends on the nature production processes and labor organization. In works of a technological nature, which are performed by piecework workers, directly affecting the object of labor with the help of equipment and tools, the number is determined, as a rule, based on the labor intensity of the work. In instrumental and aggregate work, where the actions of workers are mainly in the management of mechanized and automated processes, the number of workers is calculated according to service standards or headcount standards.

1) When determining the number of main workers in terms of labor intensity of work, the initial data are:

a. Volume of the production program

b. Norm of time or rate of production

c. Average number of hours worked per worker per year

d. Planned coefficient of fulfillment of production norms

The calculation of the main pieceworkers begins with the determination of the standard labor intensity of the production program. The initial data for this calculation are the sheets of norms and prices, on the basis of which the total norms of working hours are determined for individual parts, and then for assemblies and products. First of all, the normative labor intensity of 1 part is determined by summing up the norms of time for all operations of the technological process of its manufacture. Summing up the costs of the normalized time for all parts (assembly, finishing and others), the final operation is the standard labor intensity of manufacturing 1 product, on the basis of which the standard labor intensity of all comparable products is determined. If the normative labor intensity is given, then the calculation of the number of main workers is carried out according to following formula:

Chpl. \u003d Tnorm / (FRV * Kvn)

To determine the number of pieceworkers by profession and category, it is necessary to calculate the labor intensity of the production program by profession and category and determine the number of hours of work of 1 worker per year by profession.

2) According to production standards. The number of planned workers is calculated by the formula:

Chpl. \u003d V / (Nv + Kvn + PDF

V is the planned scope of work in the accepted units of measurement

Hb - planned production rate in the same units for 1 hour (shift)

Kvn - planned coefficient of compliance with the norms

Фрв - planned fund of working time of 1 average worker in hours (shifts)

3) According to service standards. In industries and industries with instrumental processes, the number of workers is calculated according to service standards.

Npl \u003d ((M * S) / But) Ksp; But=FRV/Tno

M - number of pieces of equipment

C - number of shifts

Ksp - coefficient payroll or the coefficient for reducing the attendance to the payroll

But - the rate of service, i.e. the number of pieces of equipment that must be serviced by one worker (production team)

Tno - the norm of service time.

The service time norm is determined by technical rationing, taking into account advanced production experience, multi-unit service capabilities, rational workforce distribution, and combination of professions.

4) According to the standards of the number. The number of main workers serving hardware process or complex unit.

Chpl \u003d M * S * Hch * Ksp

M - number of units

C - number of shifts

LF - service rate, i.e. number of workers serving one unit

The number of main time workers is determined in the same way as for auxiliary workers.

Determining the need for personnel is initial stage personnel planning. An accurate determination of the need for personnel is a calculation of the required number of employees, their qualifications, working hours, employment according to functional duties and placement along the production chain in accordance with the current and future tasks of the organization's development. The calculation is based on a comparison of the estimated need and the actual state of the workforce on a certain date.

Planning the number of employees of organizations is associated with an indicator of the use of working time during the year, measured in man-hours or man-days. The average number of hours and days of work per employee per year is determined on the basis of the balance of working time.

Working time balance- a system of indicators characterizing the working time resources of employees, their distribution by type of costs and use. This balance sheet is drawn up to identify reserves for labor productivity growth due to more rational use fund of working hours and determination of the number of workers. The balance of working time is calculated mainly for one average worker. The balance of working time is compiled for the organization (enterprise), workshop, section.

The balance of working time is compiled in three stages:

1) calculation of the average actual number of working days;
2) establishment of the average length of the working day;
3) determination of the useful (effective) working time fund in hours.

At the first stage, three time funds are determined:

1) calendar- number calendar days in the planned period;
2) nominal- the number of working days that can be used as much as possible during the planning period;
3) useful (effective) working time fund the average worker (in hours) is defined as the product of the number of working days and the planned average working day.

Number of working days in the planned period is the difference between the memorial fund and the number of absences (in days). Scheduled absences are regular, additional and study holidays absenteeism due to illness, childbirth, performance of state and public duties.

The duration of vacations is planned in accordance with the law. Sick leave and other absences are planned according to the reporting data, taking into account a possible decrease. The average working day is adjusted for reduced pre-holiday days and preferential working hours for certain categories of workers.

Organizations use two methods for determining the planned headcount: enlarged and detailed planning.

Big planning consists in calculating the number of employees based on the use of the headcount index I H:

The headcount index depends on the dynamics of such indicators as the volume of production and services (GOP), labor productivity (Pht), labor intensity of the production program ( I Gr), wage fund (/FZP), average salary ( I Zpsr):

Example

The number of employees of the bakery in the base period was 275 people. It is planned to increase the production plan by 15.6%, as well as to introduce a set of measures that will ensure the growth of labor productivity by 12%. Determine in an aggregated way how many workers will be required in the planning period.

The population index will be 1.156/1.12 = 1.032. Thus, in order to ensure an increase in production indicators by volume by 15.6% with an increase in labor productivity by 12%, it is necessary to increase the number of employees by 3.2%. The planned number in this case will be 275 1.032 = 284 (persons), or 9 people more than in the base period.

When planning, it should be taken into account that there is a possibility that the shortcomings that were observed in the practice of employing employees in the reporting period will persist in the planning period. In this regard, it is necessary to take into account the use of the working time fund of employees, draw up on its basis an action plan aimed at best use labor force, which should be reflected in the labor productivity growth index. Such studies are appropriate in cases where business policy is focused on saving labor costs, on an intensive path of production development.

In addition, it is desirable to take into account possible changes in the need for labor in certain periods, caused by differences in products. Moreover, the range of fluctuations can be especially noticeable if we estimate the number of each profession necessary for the production of specific products.

You can also determine the planned headcount using the estimated headcount indicator, which shows how many employees will be needed to perform a given amount of work at a constant level of labor productivity:

Example

The enterprise plans a production volume of 12.5 million rubles, as well as a set of measures that will free up 24 people. Determine the planned number of employees if the level of labor productivity in the base period was 50 thousand rubles. For these data, the estimated number of employees will be (persons). Accordingly, the planned number is 250 - - 24 = 226 (persons).

The detailed planning technique allows to solve the issue of providing the enterprise with personnel in accordance with the needs economic activity, the features of the technologies used, the demand for the final product in the market, and also makes it possible to improve the placement of workers in the workplace. In this case, the number is determined arrangement, security And list.

constellation number depends on the amount of work that is required to be performed in a particular structural unit, in a particular profession, on the number of service objects, as well as on the norms of time, production, maintenance, manageability or number.

It should be borne in mind that the methodology for determining the planned number of key workers has essentially not changed over many years of economic development. For piecework workers, the distribution number is determined as follows:

(10.4)

where is the planned labor intensity, normo-h; - coefficient of performance of labor standards.

Example

The planned technological labor intensity of the production program is 6516.5 thousand standard hours, the planned useful fund of working time per worker is 2075.1 hours, the planned coefficient of fulfillment of the norms is 1.32. In this case, the distribution number will be

(people).

A feature of the modern period of operation of an enterprise is that at present each enterprise independently sets the average percentage of the fulfillment of labor standards, while previously this indicator fulfillment of production tasks was determined by higher organizations - ministries and departments - at a level not exceeding 115-120%.

The deployment number of workers can also be determined by the shift task and the duration of the shift:

where - the number of arrangement, people; - production task (volume of work) per shift in the accepted units of measurement; - the norm of time, h.

Example

The shift production task for the brigade is 65 pieces, the time norm for one product is 3 hours, the planned coefficient of fulfillment of the norms is 1.2, the duration of the work shift is 8 hours. Accordingly, the placement number of workers will be (persons).

Determination of the placement number of service and auxiliary workers has its own characteristics. If there are service standards for the work performed, then the calculation is carried out as follows:

Where M - number of service objects, pcs.; – service rate, units/cm; - shift coefficient.

Example

The workshop has non-automatic equipment - 2500 units. repair complexity and 50 semi-automatic machines. The service rate for repairmen is 500 units. per shift, for adjusters - 5 machines per shift. The distribution number of repairmen will be (persons), adjusters (persons).

For those jobs for which it is difficult to establish both the scope of work and service standards, the calculation of the number of jobs is used, i.e. a list of jobs is compiled and the need for workers for each of them is determined.

The planning of the number of managers, specialists and employees is usually carried out on the basis of the normative method.

The basis for planning the number of specialists and employees is the volume of functions performed by them, as well as a forecast for the further development of production. In particular, for engineers, technicians and technologists, the amount of labor costs may increase due to an increase in the range of products, an increase in the volume of output and an increase in quality.

To calculate the number of specialists, as a rule, the method of direct counting is used, the basis of which is the definition necessary costs labor to perform periodic functions, i.e. labor intensity of work.

You can determine the number of specialists () and employees using the formula

(10.7)

where OR is the planned amount of work by profession and skill groups, rub.; Dad.works - coefficient taking into account additional work and work not provided for official duties; – conditional output of one specialist, rub.

When determining the placement number of managers, such an indicator as the controllability rate is used:

In turn, when determining the number of specialists, the service rate can be applied. Then the calculation is performed similarly, only in the denominator in the formula (10.8) instead of the controllability rate, the service rate is used.

In addition to calculating the placement number, with detailed planning, the number of attendance and payroll is determined. The determination methodology is the same for all categories of personnel and for all structural divisions.

Security number indicates how many workers are needed per safe day, taking into account the shift of work:

where - the number of attendants, people; S– number of shifts; - exits to all shifts, accepted units; - exits in the shift of maximum workload, taken units.

Payroll number is the required number of employees per planned year. IN this case two main methods are used - by the payroll coefficient and by the planned percentage of absenteeism.

The payroll ratio calculation method determines the payroll number of employees as follows:

where is the headcount, people; - list coefficient.

The payroll number of employees by percentage of absenteeism (the sum of the percentage of absenteeism by good reasons) is defined as follows:

(10.12)

Example

It is necessary to determine the attendance and payroll number of workers serving the machines for the production of caramel mass, if there are 3 such machines on the site, each of them is serviced by 4 workers during the shift. The site works in three shifts, the second shift is loaded by 70% relative to the first, and the third, also relative to the first, by 45%. The nominal working time fund is 260 days a year, the planned number of exits (real working time fund) is 236 days a year.

In order to determine turnout number, it is necessary to calculate the shift coefficient. We will take the outputs in the first shift as a unit, since this shift is the maximum workload, then the outputs in the second shift are 70% of the unit, or 0.70, in the third shift - 45% of the unit, or 0.45. The shift ratio is . The number of attendants is equal to 3 4 2.15 = 25.8 (persons) (do not round to minimize the calculation error). The list number of workers serving the machines for the production of caramel mass: (persons).

The calculation of the additional need for employees is necessary for recruitment, as well as for the training and advanced training of employees in the organization. The additional need consists of the need to increase the number of employees due to an increase in the volume of production (services) and the need to replace those leaving the organization for various reasons.

In order to determine the additional need for personnel, the formula is used

where is the number at the beginning of the year, people; – number at the end of the year, people; – additional need for workers of the corresponding profession, people.

Example

The number of employees at the beginning of the 1st quarter is 250 people, the planned average quarterly number is 270 people. Determine the need for additional external recruitment, if part of the additional need (15 people) can be covered by transfers from other departments of the enterprise.

Based on the formula, we determine the number at the end of the billing period (quarter): (persons).

Therefore, the total additional need will be (persons). Of these, 15 people were transferred from other units, so it is really necessary to take 25 people.

At the same time, this is information about the additional need for personnel when planning staffing, and information about the additional need to compensate for the planned loss of labor due to turnover reasons should also be taken into account.

An additional need to compensate for the planned loss arises in connection with dismissal for good reasons (retirement, disability, transition to study off-duty, conscription for military service, with the end of the contract, etc.). It is most optimal to determine such a need as a percentage of the average number of personnel (taking into account data for the previous period, differentiating by reasons for attrition and taking into account possible changes in working conditions or in the age structure of personnel).

An additional need in connection with the turnover of the workforce (dismissals of their own free will and for violation of labor discipline) can be calculated using the current trend in the dynamics of this indicator and taking into account the forecast of the level of satisfaction of employees with their work in the organization.

The calculation of the number of employees of the organization can be current or for the future.

Current planning is the determination of the number of personnel this moment. You can estimate available resources as a result of a focused job analysis or job analysis. In the course of the analysis of the work, it is found out how the available resources meet the requirements of the organization. In this case, the calculation must take into account the additional need for personnel.

Planning for the future- this is planning for a period of more than three years, taking into account long-term strategies for the development of production (business).

Headcount calculations should not be taken lightly, as they determine the subsequent work on staffing the enterprise. For this reason, when determining the need for labor, they are not limited to formal calculations using generally accepted formulas, but carry out additional analytical calculations in order to identify the features of the production situation. Therefore, when carrying out planned calculations of the required number of personnel for structural divisions line managers should be involved in this work.

It should be taken into account that the practice of planning to attract workers to work both in Russia and abroad is based, first of all, on determining the necessary need for labor. Therefore, determining the need for labor is the first step in planning work with personnel in any enterprise, regardless of the form of ownership.

Unlike Russian practice, in addition to the volume of production and the structure of the work performed, foreign specialists in personnel planning pay attention to the age structure and psychophysiological characteristics of employees, as well as the ability of employees to develop. In addition, when planning work with personnel, the possibility of career advancement employees, taking into account the physical and psychological requirements of the profession or workplace, as well as human capabilities.

Personnel planning in an organization is an integral part of the personnel management system, which involves tracking changes in its structure, as well as an element of work with personnel, the purpose of which is to ensure that people are provided with jobs at the right time and in the required quantity, in accordance with their abilities, inclinations and production requirements. It is very important for enterprises to have such a qualified composition of workers, which is necessary for solving urgent problems. production tasks. The costs associated with the use and development of personnel are a significant part of production costs. Therefore, competent managers of organizations seek to establish the optimal number of employees in order to ensure competitiveness.

Therefore, personnel planning will be effective if it is integrated into the overall planning process at the enterprise, and also when it is carried out using a whole range of interrelated activities combined in operational plan work with personnel.

Thus, personnel planning is carried out both in the interests of the enterprise and in the interests of its employees. Personnel planning in modern conditions of economic development is implemented with the help of a whole range of measures aimed at the effective and long-term development of the enterprise.