The recruitment and management service (department or personnel department) is an independent structural unit of a commercial or non-profit organization whose main activities are:

• - documentation of labor relations;
• - implementation of work on the selection, placement and use of workers and specialists;
• - formation of a stable working team;
• - creation personnel reserve;
• - Organization of personnel accounting system.

Thus, the role of activity personnel service in the general management system is determined by its functions, the basis of which is precisely the activity related to documenting labor relations and organizing work with personnel.

Documentation of labor relations is an integral part of the activities of any organization. Documented information forms the basis of management. AT modern society information has become a full-fledged resource of production, an important element of the social and political life of society. The quality of information determines the quality of management. AT modern conditions to improve management efficiency, it is necessary to pay sufficient attention to improving the work with documents, since any management decision is always based on information, on a service document.

The organization of work with documents affects the quality of the work of the management apparatus, the organization and work culture of managerial employees. Due to a more advanced system of documentary support for management, faster movement and execution of official documents, their preservation, use and proper selection for state storage is achieved. That is, the activity of the entire administrative apparatus is simplified, accelerated, becomes clearer and more organized.

The management of each enterprise must take into account that personnel documents reflecting the labor activity of employees and confirming the length of service necessary for calculating a pension play a special role in a person's life. The absence of this documentation in the organization is unacceptable, as well as the conduct of personnel records management in violation of the requirements Labor Code RF.

It should be taken into account that personnel documentation is subject to transfer to state archives for long-term storage.

The head of the enterprise is personally responsible for the documented fund formed at the enterprise, and must be familiar with the basics of labor legislation.

Equally important for the administration of the enterprise is the use of documents of the personnel service in resolving disputes with employees. Labor conflicts are always accompanied by the submission to the court of documents prepared in the personnel service. In this case, not only the correct compilation of the content of each document, but also its execution in accordance with the current regulations, that is, giving legal force to the document. It is the mistakes made in the preparation of documents, the absence of certain details in them or their incorrect implementation that often lead HR specialists to fail in a legal dispute with an employee, even with a good knowledge of the articles of the Labor Code of the Russian Federation and their correct application.

Thus, personnel documentation, which has always played a significant role in the life of every able-bodied person in our country, continues to be relevant in the conditions of development market relations. Since it serves as documentary evidence of the rights of the employee to social Security for old age and disability, is submitted to the court in case of labor conflicts, is leased to state archives for long-term storage, is used for reference purposes when citizens apply to archival institutions.

All this proves the importance of personnel records management in the activities of any organization. It is necessary to pay special attention to documenting work with personnel and take into account all the features of working with personnel documents.

Therefore, the activity of the personnel service is of great importance for any organization. Success depends on how professionally organized HR administration is. management activities generally.

The organization of the activities of any unit should begin with the preparation of a regulation on this unit. The regulation on the personnel service should consist of the following sections: general provisions; tasks; structure; functions; relationships with other departments; rights; responsibilities; a responsibility.

The section "Structure" indicates the procedure for developing and approving the structure of the department, its size, specific areas of work and the divisions of the department assigned to them.

The size and structure of HR services depend mainly on the size of the organization. Depending on the size of a particular organization, the following are distinguished: organizational forms implementation personnel work:

• - an independent structural subdivision with direct subordination to the head of the organization or his deputy;
• - performing the functions of the personnel service individual employee organizations;
• - performance of the functions of the personnel service in combination with the performance of other work.

The functional responsibilities of the personnel department are as follows:

• - development of staffing plans in accordance with the development program of a particular organization;
• - Registration of reception, transfer and dismissal of employees in accordance with labor law Russian Federation;
• - accounting of personnel;
• - storage and filling of work books, documentation of office work;
• - monitoring the execution by the heads of departments of orders and instructions for working with personnel;
• - study of the movement of personnel, analysis of staff turnover, development of measures to eliminate it;
• - analysis of the composition of the organization's specialists, business qualities employees in order to rational use;
• - creating conditions for improving educational and qualification level specialists;
• - work on creating a reserve for promotion;
• - preparation of proposals for improving the placement and use of workers;
• - preparation and systematization of materials for the attestation commission;
• - preparation of materials for presenting employees for promotion and rewarding;
• - taking measures for the employment of laid-off workers;
• - organization of control over the state of labor discipline and internal labor regulations;
• - Maintaining all HR records.

In the course of interaction with other departments of the organization, the personnel department receives from them applications for the admission of workers and specialists, ideas about incentives, vacation schedules, etc.

From the personnel service to the departments are sent:

• - information about violators of labor discipline;
• - copies of orders on the admission of new employees, movement within the organization, dismissal of employees;
• - copies of orders on the approval (change) of the Internal Labor Regulations;
• - information related to the observance of labor discipline.

From the accounting department, the personnel department receives a staffing table, calculations of the need for labor, salary certificates for processing pensions for age, disability, survivors, etc.

In turn, the personnel service submits to the accounting department information about payroll employees, absenteeism, staff turnover, time sheet, orders for admission, transfer and dismissal, sheets of temporary disability for payment, information about regular holidays workers, etc.

The Human Resources Department is generally vested with the following powers:

• - require all departments of the organization to submit the materials necessary for its work;
• - accept employees, organizations on issues of relocation and dismissal;
• - interact with other organizations on the issue of recruitment;
• - to demand from other divisions the obligatory implementation of those instructions that are provided for by the regulation on the personnel department.

The regulation on the personnel department establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

As for the job description of an employee of the personnel department, it, like any other job description, according to paragraph 5 of the Decree of the Ministry of Labor of Russia dated February 9, 2004 No. 9 "On Approval of the Procedure for the Application of the Unified Qualification Handbook for the Positions of Managers, Specialists and Employees" should consist of three sections: "Job Responsibilities", "Knowledge Requirements" and "Qualification Requirements".

The main job responsibilities of the Head of Human Resources are:

• - management of the work of the department;
• - ensuring the performance of work;
• - development of the necessary documentation, proposals, recommendations, instructions;
• - ensuring the rational use of material, financial and technical means;
• - carrying out work on the protection of information constituting trade secret;
• - Ensuring a rational distribution of the load between the employees of the department;
• - creation of conditions for staff development;
• - monitoring compliance by employees with the rules of internal labor regulations, rules and regulations of security, production and labor discipline;
• - making proposals for rewarding distinguished employees, imposing penalties on violators of production and labor discipline;
• - Ensuring the preparation of statutory reporting.

The head of the HR department should know:

• - resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department;
• - regulations and guidelines that determine the procedure for carrying out work in the department;
• - fundamentals of economics, organization of labor and management;
• - internal labor regulations;
• - rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

In budgetary organizations, there are certain qualification requirements for the categories of payment. General requirement is the presence of higher vocational education and at least 5 years of work experience. For commercial organizations, such requirements can only serve as a guideline when setting the size wages.

In a full-fledged human resources department of a medium-sized organization, the staff list may include the following positions: head of the recruitment and management service (personnel department); personnel inspector; psychologist; HR Specialist; timekeeper and others.

Relevance of the topic.

At present, the control level labor resources, and hence the efficiency commercial activities organizations of any type of ownership and legal form, as well as its social management, are largely dependent on the work of the personnel department, which performs traditional functions, and the personnel management service with a wider range of responsibilities.

The effectiveness of personnel management is determined by the results of the work of personnel officers, which has a specific content (communication with people during interviews, interviews, hiring, assessment of business and professional qualities; conflict resolution, etc.) and nature (organizational, educational, creative, requiring knowledge in many areas of economics, sociology, law, etc.). The end result of the work is the adoption of decisions that are evaluated not quantitatively, but qualitatively, depending on the impact on the achievement of the objectives of the economic and social development of the organization.

At the same time, the practice of using the labor of personnel of personnel services in terms of qualifications, numbers, etc., as well as its organization and regulation, does not meet the requirements of modern personnel management.

The complication of modern production, the restructuring of economic management caused a significant increase in the amount of information in the field of personnel management. The volume of office documents is increasing every year. The introduction of machine processing of documents in a number of personnel services of large enterprises and associations did not reduce the number of personnel, but, on the contrary, led to an increase in the number of employees associated with office work. But since a simple increase in the number of managerial personnel does not give a positive effect, significant efforts are needed to solve the organizational problems of the office work of personnel services.

The efficiency of the entire personnel management process depends on the correct organization and the most complete automation of document processing processes. Most of the time is occupied by documentation services: preliminary consideration, accounting, storage, control over the execution of documents, various instructions, etc.

The organization of office work of personnel services provides for the solution of a number of issues:

firstly, a clear organizational structure of the work of personnel departments and the choice of the most rational form of organizing work with documents;

secondly, the correct delimitation of functions between individual performers and departments according to their qualifications, implementation modern methods business management. This issue is resolved through the development and implementation of regulatory documents, standards, job descriptions. Particular attention must be paid to the correct

development of job descriptions for inspectors and referents of personnel services;

thirdly, the correct rationing of the work of employees of personnel services. It is designed to ensure the normal workload of employees during the working day, week, month, year with normal labor intensity at each workplace, as well as help in assessing the work of each employee;

fourthly, continuous improvement of qualifications and work culture of personnel of personnel departments. The organization of this process is the direct responsibility of the HR manager. It is implemented both by creating courses, seminars directly at the workplace with or without interruption from work, and by sending employees to advanced training courses at institutes, universities and other organizations, as well as by organizing internships, including at foreign enterprises and in organizations;

fifthly, the rational organization of jobs and ensuring favorable conditions labor. Workplace of each employee of the personnel department should be properly organized so that the mental and physical efforts of the specialist are directed to the implementation labor functions rather than to overcome inconveniences at work.

Favorable working conditions are understood as a set of factors of the working environment that positively affect the health and performance of a person in the labor process. Such factors are sanitary and hygienic conditions (proper lighting, maximum silence, optimal temperature, humidity); an appropriate set of furniture and office equipment for workplaces (desks, office cabinets, desks for computers, swivel chairs, shelving for storing file cabinets, a desktop file cabinet, a set of stationery, telephone sets, document staplers, correspondence trays, etc. .).

This term paper is a study of equipping the workplaces of personnel officers public institution MGUP Mosvodokanal.

As part of the course work, the following tasks will be solved:

The mechanisms of labor organization of personnel service workers were studied;

The requirements for equipping the workplaces of personnel officers are considered;

An analysis of the activities of the personnel department of MGUP "Mosvodokanal" was carried out;

A study was made of equipping the workplaces of employees of MGUP Mosvodokanal.

MGUP “Mosvodokanal” acts as the object of research.

The subject of the study is the principles of equipping the workplaces of personnel officers.

Structurally, the course work consists of an introduction, two chapters, a conclusion and a list of references.

Operation element- the action of one performer, which is not subject to division and is expedient only in combination with other elements of the operation.

Procedure- a certain sequence of performing a set of operations for processing a documented goal, ending with results defined in form and content.

The technological division of labor is characterized by the assignment of individual operations or their complex to a specific performer. For example, one employee draws up documents when applying for a job, draws up an order, on the basis of which an entry is made in the work book, draws up a personal file, acquaints the employee with the rules of the labor schedule; the other is engaged in the preparation of statistical reports and certificates on personnel records, reports on the number and composition of specialists with different levels education, on the movement of personnel, etc. The basis of such a division is a list of fixed operations and procedures indicating their volume and, accordingly, the cost of working time for their implementation.

Vocational and qualification division and cooperation of labor involve the distribution of responsibilities between employees, taking into account the activities carried out and the qualifications required to perform the work, and the establishment of the relationship of employees in their work activities.

The professional and qualification division of labor is carried out on the basis of the Qualification Directory for the positions of managers, specialists and other employees, approved. Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 “On Approval of the Qualification Directory for the Positions of Managers, Specialists and Other Employees”.

Qualification Handbook (KSD) includes qualification characteristics positions of managers, specialists and other employees performing the functions of personnel management at the enterprise (in the organization). The description of each position contains three sections:

· “Responsibilities” - lists the functions that must be fully or partially performed by employees holding this position;

· “Must know” - contains the requirements for the employee holding this position in relation to knowledge in the specialty, legislative acts, regulations, instructions and other regulatory documents, as well as methods and means used in the performance of official duties;

· “Qualification requirements” – the level and profile of the employee's special training necessary to perform the main functions and duties, and the requirements for work experience are determined.

KSD, regulating the work of workers, contributes to the organization of rational division and cooperation of labor by defining job responsibilities and requirements for the qualifications of workers.

In order to clearly separate the labor functions and responsibilities of specialists and technical executors and regulation of their work in relation to the conditions of this enterprise (organization), job descriptions are developed for all types of positions provided for by the staffing table, except for the position of the head, whose rights and obligations are determined by the relevant provision.

The job description allows you to eliminate duplication, ensure the relationship in the work, timeliness and obligation to carry out the work assigned to specific performers. When developing job descriptions, it is necessary to take into account the specifics of this enterprise (organization), the availability of modern computing and computer equipment for working with information personnel documentation, etc.

The choice of options for the division and cooperation of labor of employees of personnel services should ensure their maximum employment with optimal and equal labor intensity, as well as the interchangeability of workers in the course of their work.

1.2. Equipping the workplace of a personnel officer

It is important for each employee of the personnel service to organize his workplace, including a rational layout (external in relation to other workplaces and items of equipment and internal, providing a rational arrangement of objects and means of labor in the workplace), as well as equipment, incl. information documents, and maintenance, creation of favorable working conditions.

The layout and equipment of workplaces depend on the specifics of the employee's work activity and position. You can use standard projects that contain a list of works, appropriate equipment and layout, maintenance, including an information link diagram, a list of incoming documents for storage and use, etc.

With regard to the workplaces of personnel officers, this is a typical set of furniture that meets both the anthropometric and functional data of a person, and the aesthetic perception of design. The complexity of the equipment provides for the presence of modern equipment at the workplace and its rational placement, including safe for health. Maintenance of the workplace should include information communications, document flow, etc., ensuring the efficiency, objectivity and reliability of receiving and processing information. All together should contribute to the effective performance of the employee during the working day, the high-quality performance of functions and duties.

The workplace of the personnel inspector, as a rule, includes a set of furniture (a table, a swivel chair, a chair for visitors), as well as a mini-computer, document trays, a telephone, a telephone directory, etc.

A typical timekeeper's workplace is equipped with a table, a swivel chair, a safe for storing documents (forms), etc.

Sanitary and hygienic working conditions at the workplace are regulated by sanitary norms, regulatory documents, and safety standards. When establishing a rational regime of work and rest, it is recommended to use the first half of the day for performing basic functions, the second half for holding production meetings, etc., the end of the day or certain days of the week for consultations and receiving visitors. In some cases, it is advisable to use individual modes of work, sliding work schedules.

The effectiveness of the labor activity of personnel of the personnel service is largely determined by the organization of the labor process and also by the methods of its implementation. The labor process, as a rule, consists of a set of operations or procedures, each of which has its own purpose and execution order (sequential, combined, etc.). Thus, the “hiring” procedure includes 42 operations; “drawing up documents when hiring employees” - 10 (including filling out registration, alphabetical, personal cards, drawing up an order, writing in a work book, etc.).

The method of labor characterizes the way the worker performs the labor process in order to obtain the maximum result with the minimum expenditure of working time and stable performance during working hours.

The methods of work of any employee are largely determined by the organization of his workplace, the chosen forms of division and cooperation of labor functions (work), technology and other aspects that regulate the labor process. However, the use of rational techniques and methods for performing specific work largely depends on the workers themselves. For example, when keeping a time diary, an employee can more successfully prioritize the solution of certain tasks, perform appropriate operations, resolve the issues of delegating individual works (functions) without exemption from liability (especially important for a manager), take into account the use of working time and determine the causes of its loss, take appropriate measures, achieve optimal performance within the framework of a natural rhythm, taking into account their own characteristics, etc.

The application of rational methods of work in the field of information and communications is of great importance. So, the processing of information can be streamlined, systematized and focused on the effective achievement of the task when using various methods and techniques for performing certain functions (works). This affects the timing of the work, their timeliness and reliability of the results when transferred to other employees in the conditions of the accepted division and cooperation of labor duties, etc. telephone conversations and correspondence, etc. These issues are widely considered in the special literature on personnel management, but, in our opinion, without sufficient orientation of their solution to the final results, both in essence and in terms of the time spent by the performer of personnel management functions.

1.3. Rationing of the work of employees of personnel services

Improving the organization of labor of personnel officers in the main areas is directly related to the solution of the tasks of rationing, i.e., studying, designing and establishing necessary costs labor (labor standards) and its results, the number and ratios of the number of employees in various positions.

The solution to the issues of labor rationing for personnel of personnel services is not adequately provided with regulatory, methodological and reference materials. For this reason, it is proposed to use domestic experience rationing of labor of similar categories of workers, taking into account the specifics of the content, nature and subject of labor of personnel personnel.

The main types of labor standards, methods for their establishment, implementation, justification and other issues of regulation are determined by law in Ch. 22 of the Labor Code of the Russian Federation “Rationing of labor”.

The main types of labor standards include the norms of time (production), service, number, number of subordinates, etc. Based on the norms of time and service, normalized tasks are established.

The application of certain types of labor standards is determined by the degree of stability, repeatability and the level of duration of normalized work (operations, complexes of operations, procedures).

Time standards are set for work on recruiting and accounting for personnel, including for individual operations (for example, “drawing up documents when hiring workers and employees”), for a set of techniques (“drawing up and accounting for work books”), procedures ( “preparation of technical reports and certificates for the registration of personnel”).

For office work (for example, forwarding, clerical, archival) it is advisable to establish standard time standards. When performing time work (checking the availability of employees at workplaces, compiling reports on the movement of personnel of employees, recording the use of working time, etc.) and using traditional accounting systems (report-sheet, access cards, bypass), it is recommended to establish service standards.

A promising direction for improving the rationing of personnel officers is the establishment and application of standardized tasks.

A normalized task is the composition and amount of work that an employee must perform for a certain period of time in compliance with accepted requirements to quality. Normalized tasks for employees who are engaged in the performance of repetitive work (functions) are recommended to be established by the current methods of labor rationing.

The expediency and possibility of establishing and applying standardized tasks for personnel officers must be determined on the basis of an analysis of the content of standardized labor functions, the degree of their repetition and other factors.

The establishment of normalized tasks will make it possible to rationally distribute functions between performers in accordance with their position and qualifications, evaluate labor productivity and increase the interest of employees in performing more work and combining professions and positions.

The period for establishing normalized tasks is determined by the complexity and laboriousness, the degree of repetition of the functions (works) performed:

For simple jobs that have a specific, predictable result - for a decade or a month according to a specific algorithm;

For complex - for a longer period, taking into account their nature and content.

The degree of detail of the normalized task depends on the number of items of work, the frequency of their repetition, and other factors.

The development of normalized tasks for employees of personnel services and personnel management services is recommended to be carried out in several stages:

study of the content of labor of service workers (based on taking photographs of the working day, a questionnaire survey, compiling a classifier of work performed, their repeatability and expediency, etc.);

preparation of regulatory documents (time standards for the types of work performed, designing a rational organization of labor, etc.);

establishment of a normalized task based on the list of works planned for a certain period, taking into account factors affecting the amount of time spent, normalizing types of work, planning the labor intensity of the volume scheduled work, determination of the reserve of time for the performance of operational work.

The established normalized task, if necessary, requires clarification by evaluating the work performed, identifying the time spent on work not provided for by the task, calculating the labor intensity of the work performed, determining the actual hours worked, etc.

The standardized task is considered completed provided that the entire scope of work is carried out on time and with the appropriate quality (result).

To normalize the work of personnel of personnel services, it is recommended to use experimental-statistical and analytical methods of normalization.

Experimental-statistical method involves the determination of labor costs on the basis of similar statistical data, summary observations of the use of working time, etc. It is less labor-intensive, but does not provide sufficient accuracy and validity of the established labor standards.

Analytical method allows you to establish reasonable standards of labor costs, ensuring their optimal intensity and reliability. Depending on the method of determining the value of the labor norm, there are analytical research and analytical calculation methods.

Initial information for establishing labor costs for the performance of certain functions of personnel management analytical research method received from the results of the study labor processes by taking photographs of working time, timing, photo timing, as well as self-photographs, which is especially important in relation to the rationing of the work of personnel officers.

At analytical and calculation method labor standards are calculated on the basis of normative materials on labor. This provides the necessary degree of validity of the norms with much less time and money spent on collecting initial information compared to research. So, for the regulation of work on the recruitment and accounting of personnel, Intersectoral aggregated time standards for work on the acquisition and accounting of personnel can be recommended.

Chapter 2

2.1. Socio-economic characteristics of the enterprise

Mosvodokanal is a powerful industrial complex for the production of drinking water and the reception and treatment of wastewater, which has a developed infrastructure, which includes dozens of pumping stations, treatment facilities and engineering systems supply and distribution of water.

Moscow Vodokanal operates the largest in Europe and one of the oldest urban water supply systems in Russia. The length of the Moscow water supply network is more than 11 thousand kilometers.

Today, Mosvodokanal employs more than 10,000 people, of whom 63% are workers, 28% are specialists, 8.8% are managers, and 0.2% are employees. Stability and succession of personnel are maintained, the most experienced and professional workers aged 36 to 55 account for 60% of total number employed in production. The average age of employees of the enterprise is 46 years, including workers - 45 years, specialists - 43.7 years, executives- 47.3 years. Work is constantly being done to improve the quality of the staff.

More than 500 employees successfully combine work with education at the leading specialized universities in Moscow: MGSU, MICHiS, MPEI and others. The company employs 47 candidates of sciences, 19 people are postgraduate students.

At present, the number of employees with higher education at the enterprise amounted to 3548 people. (28.0%), secondary special - 2806 people. (22.7%), medium - 5485 people. (44.3%) and incomplete secondary - 616 people. (5%).

In the 1st quarter of 2009, 438 managers and specialists and 556 workers were trained and advanced in various areas of the enterprise.

On October 1, 2008, Standard & Poor's rating service assigned credit ratings to Mosvodokanal, which make it possible to consider the enterprise as investment-attractive. Assignment of credit ratings to Mosvodokanal investment grade indicates that it is open and in step with current trends development.

2.2. Analysis of the activities of the personnel service

The staff structure for personnel management at MGUP “Mosvodokanal” is as follows (Fig. 1.):

Rice. 1. The personnel management structure of MGUP “Mosvodokanal”

Consider the functions performed by the HR department.

Personnel records management and personnel accounting carried out by the Department of Personnel Records Management and Personnel Records, which performs technical functions: execution of personnel orders and instructions, registration of the reception, movement and dismissal of employees, pension files, formation and maintenance of personal files, time sheets, preparation of job descriptions, job descriptions and qualification requirements .

Recruitment, Adaptation and Development Department. This department has several functions:

- Personnel planning.

If the enterprise is developing, then someone must draw up a recruitment plan in advance, plan his training, evaluation and other activities. Qualified personnel are in short supply. In one day you will not pick up, you will not retrain. This must be done in advance, that is, planned.

The specific definition of the need for personnel is the calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is made on the basis of a comparison of the estimated need for labor and the actual state of security on a certain date and represents an information basis for making management decisions in the field of personnel recruitment, training and retraining.

- staff adaptation

After hiring, it is very important that the employee quickly enters the work and becomes effective. To do this, it is necessary to organize work on the initial adaptation of a new employee, help him understand what is required of him, how he should do the job, with whom to interact. For these purposes, the Moscow State unitary enterprise Since 2001, Mosvodokanal has been cooperating with the State Educational Institution of Secondary Vocational Education Polytechnic College No. 19.

College students go to the subdivisions of Mosvodokanal industrial practice during which they receive wages from the enterprise. Industrial training of college students is organized at the Training Center of Mosvodokanal. Work is underway to conclude contracts with some students for further employment at the enterprise. And also in 1973 the Training Center of Moscow State Unitary Enterprise "Mosvodokanal" was opened. Thus, in 2007, 5,801 people underwent training and advanced training in the classrooms and workshops of the Training Center.

For "beginners" in MGUP "Mosvodokanal" a mentor is appointed for up to 1 year.

- on the assessment and certification of personnel

It is better for the manager to know how the staff works. For an objective assessment of the work, obviously, there is little informal approach to this. Certifications and other formal forms of determining the effectiveness of employees are also needed. Performance appraisal allows management to identify the most outstanding employees and really raise their level of achievement by moving them to more attractive positions. Basically, performance appraisal serves three purposes: administrative, informational, and motivational.

At the expiration of probationary period, (for “beginners” - at the discretion of the mentor) an assessment of the activity and professional suitability of the employee is assigned. Certification of all employees is carried out at the discretion of the head of the personnel management department.

- staff motivation

The effectiveness of personnel management, the most complete implementation of the set goals, largely depends on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people. Of great importance are the guarantee of employment, working conditions, the level of payment, the nature of interpersonal relations in the team of workers, etc. Thus, at the beginning of 2008 at the enterprise MGUP “Mosvodokanal” a “Department for the Development and Motivation of Personnel Work” was created, the purpose of which is to create an adequate system of stimulation and motivation of work.

Recruitment system.

Recruitment and recruitment is carried out by the recruitment and selection team. MGUP Mosvodokanal uses both external and internal recruitment methods.

The use of external sources of staff recruitment allows for a wider choice among applicants for the position. This satisfies the absolute need for personnel. A new person, as a rule, easily achieves recognition in the team, which reduces the threat of intrigues within the organization. There is a new impetus in the development of the organization.

The disadvantages of attracting personnel from external sources, as a rule, are: high costs for attracting personnel, a high proportion of employees taken from outside. Also, external sources contribute to the growth of staff turnover, there is a high degree of risk during the probationary period; poor knowledge of the organization; long period of adaptation; blocking career opportunities for employees of the organization, which worsens the socio-psychological climate among long-term employees in the organization. There is another minus - the new employee is not well known in the organization.

To fill positions in the company's staff, the internal method of recruiting is most often used. Promoting your employees is cheaper. In addition, it increases their interest, improves morale and strengthens the attachment of employees to the organization.

The advantage of the internal recruitment method is that the employee has chances for career growth, the social and psychological climate in the team improves. They also attract low recruitment costs. The level of pay in the organization remains stable (applicants from outside may present higher requirements for wages). There is an increase in the young staff of this organization, the rapid filling of the vacant position, without adaptation.

The use of internal sources of recruitment makes it possible to ensure the “transparency” of personnel policy, a high degree of manageability, the possibility of planning this process and purposeful staff development. The problem of employing own personnel is being solved, the motivation and degree of job satisfaction among employees are increasing. If the transfer to a new position coincides with the desire of the applicant himself, then there is an increase in labor productivity.

An organization that recruits staff through internal sources of attracting applicants has the opportunity to avoid unprofitable staff turnover.

The disadvantages of internal sources of attracting personnel are the appearance of familiarity in solving business issues, a decrease in the activity of an ordinary employee applying for the position of a manager, and tension and rivalry in the team may also appear if several applicants for a position appear. In addition, it is not possible to fully satisfy the quantitative need for personnel, only the qualitative need is satisfied, but through retraining or promotion of personnel, which requires additional costs.

MGUP "Mosvodokanal" does not use special tests and tests when hiring. The applicant sends a resume, which is studied by the Department of recruitment, adaptation and development of personnel, then this department organizes an interview with the head of the department or a representative of the department with the candidate. If necessary, a specialist or manager is invited for an interview who can assess the knowledge and professional skills of the candidate. The head of the HR department analyzes the results of the interview, examines the documents provided by the candidate, decides whether to accept (transfer) the candidate or refuse.

2.3. Equipping the workplaces of employees of the personnel department of MGUP "Mosvodokanal"

The job description of a labor inspector for MGUP Mosvodokanal includes a general part, qualification requirements, professional requirements, methodological training, main tasks and duties, rights of the inspector, responsibility (seven sections).

Basic rights and duties of a labor inspector:

Registration of documentation for the admission, transfer (relocation) and dismissal of employees;

Maintaining document flow and accounting for the movement of personnel;

Accounting and control of attendance at work, transfer of the necessary information to the MCC;

Processing sick leave certificates, documents for overtime and other work;

Registration of all types of holidays;

Clarification and adjustment of the hours worked by employees based on the results of work for the month;

Preparation of reports, certificates, applications, their submission to higher organizations and interested specialists.

The labor inspector is responsible for:

For accounting of expenses of working time;

Preparation and timely submission of reporting and information documentation.

Qualification requirements:

Secondary specialized education (no work experience requirements);

Practical skills of working on electronic computing devices, counting and other office equipment;

Knowledge of the basics of personnel management, terms of remuneration and the basic provisions for accounting for working time.

At the same time, the inspector must be able to professionally:

Calculate and apply work and rest schedules for employees;

make out Required documents when hiring, transferring (moving) and dismissing;

Use the codifier of professions, positions and other documentation;

Analyze the cost of working time, process documentation on accounting for working time;

Use current guidance and organizational materials.

Let us give a calculation of the operational time for the performance of individual operations and their complexes according to the Intersectoral aggregated time standards for work on recruitment and accounting of personnel.

In the specified Intersectoral standards, the norms of time for work are established:

· on registration of documents at employment and dismissal of workers and employees;

preparation and accounting of work books;

· registration of documents on the accounting of the movement of personnel;

preparation of statistical reports and certificates on personnel records;

· preparation of references;

participation in the development of plans and other work performed by staff recruiting and accounting personnel;

· associated with the employment and information offices of the population;

associated with the automated control system and with the pass office, etc.

These standards are developed in relation to a typical workplace of a personnel inspector and a timekeeper. The normative part is made in a tabular form indicating the content of normalized works and operations and has the following form.

Table 1

1. familiarization with the relevant documents (passport, work book, diploma or certificate of education, etc.) and, on their basis, filling out an employment order (form);

2. filling in an alphabetical card (form);

3. placing it in a file cabinet;

4. filling in the specialist's registration card (form) and placing it in the file cabinet;

5. drawing up an order for admission to work;

6. an entry in the work book and a mark on employment;

7. registration of a personal file (form);

8. drawing up a report on employment;

9. familiarization of the employee with the labor regulations;

10. filling out a safety checklist.

The time limit for performing a normalized operation is determined by the following formula:

Hvr \u003d Top (1 + K / 100),

where Hvr - the norm of time to perform a specific type of work (function), man-hours;

Top - the standard time for the performance of this work, established according to the collection of standards, man-hours;

K is a coefficient that takes into account the time spent on organizational and technical maintenance of the workplace, rest and personal needs, as well as preparatory and final time. According to the results of photographs and self-photographs of working time, K is taken equal to 8%.

Thus, the norm of time for performing the operation “documentation when hiring one worker” will be:

Hvr = 0.46 (1 + 8:100) = 0.50 man-hours

According to regulatory materials, the procedure for “registration and accounting of work books” consists of a set of operations for which their own time standards are established:

1. issuance of a new work book or an insert to it with a mark in the accounting book or an extract of a duplicate of the work book (unit of measurement - one work book or insert, one duplicate; time standard - man-hour);

2. entry in the work book (insert) of information about work, incentives, etc. (unit of measurement - one entry; standard time - man-hour);

3. making a copy of the work book (factors - the number of entries in the work book; unit of measurement - one copy; standard time - man-hour).

The norm of time for the execution of the procedure “registration and accounting of work books”, subject to the issuance of one work book, one entry and the removal of one copy with ten entries in it, will be:

Hvr \u003d (0.11 + 0.07 + 0.62) (1 + 8/100) \u003d 0.864 man-hours.

A more difficult task is to determine the required number of employees of personnel management services and personnel departments.

according to the actual situation specific gravity individual groups of personnel, in which the number is not standardized, but artificially maintained at a previously achieved level;

Based on the analysis of working time costs by taking photographs of the working day, using the method of instantaneous observations of studying the costs of working time, etc. The method allows you to determine the optimal number, take into account specific aspects of the labor activity of employees, identify the possibility of changing the number in one direction or another in order to ensure economic results. However, observations of the use of working time, underlying it, are often subjective in nature and come down only to establishing the share of lost working time and the subsequent proportional reduction in the number of employees. In addition, due to the complexity, this method is in most cases used selectively to develop standards intended for multiple use in individual departments and services;

· according to the project of placement of personnel on workplaces or attachment to permanent performance of certain functions (works);

・According to runtime standards certain types works (functions). A list of works and their volume are established, according to the standards, the total normative labor intensity of the entire volume of work (functions) is determined, which is divided by the useful time fund of one employee and thus the number of personnel necessary to perform normalized work (functions) is determined. The application of this method is difficult, especially for rationing the number of specialists and other employees due to the wide variety of work (functions) they perform, the lack of a clear sequence for their implementation and the ability to foresee the entire scope of work in advance, and also due to insufficient coverage of all work (functions) standards and their high degree of differentiation, which increases the complexity of regulation;

according to the norms of the number or norms of service. The methodology is simple and boils down to the fact that, depending on any factors, the number of employees in a given profession is calculated using tables or normative formulas. software etc.

Let us calculate the number of labor inspectors and timekeepers performing the traditional range of work (functions) using the Intersectoral aggregated time standards for recruitment and accounting of personnel. We will assume that the labor inspector during the year performs all operations for the recruitment and accounting of personnel at the enterprise (organization) under the traditional variant of personnel management.

The calculation procedure is as follows:

· for each operation, the norm of time (in man-hours) is set, depending on the factors influencing its value, taking into account the unit of measurement of the normalized operation;

· taking into account the volume of planned work for the year for each operation, the labor intensity of standardized work and the labor intensity of work not provided for by regulatory materials are established;

The total labor intensity for normalized operations and unforeseen regulatory materials is divided by the useful working time fund of one employee.

The headcount is calculated (with conditional volumes of work per year) according to the formula:

H \u003d That: Fp,

where To is the total labor intensity of work for the year, man-hour;

Фп - useful working time fund of one employee per year (accepted - 1910 hours).

Then N \u003d (5500 + 70): 1910 \u003d 2.9 people; accepted H = 3 people,

where 70 is the annual labor intensity of work not provided for by the collection of standards, man-hours.

table 2

Calculation of the number of inspectors by personnel

	Name of performed operations	Unit of measure for the amount of work (operations)	Influencing factors	Time limits, person-hour	Time limits, person-hour	Volume of work per year	transaction capacity,
	Preparation of documents for employment	One worker
	Preparation of documents upon dismissal	One worker
	Execution of documents for an employee upon retirement due to age or disability	One worker
	Drawing up a report on the number of employees by sex, age, etc.	One report	headcount - 10,000 people.
	Registration of characteristics for the employee	One worker
	Other operations
	capacity of normalized work

The number of timekeepers is determined by dividing the average number of employees of the enterprise (organization) by the service rate established according to time standards according to the formula:

H = Chsp: Nobs,

where Chsp - average headcount workers, people;

Nobs - service rate, pers.

For example, with a report-departmental timekeeping system, a decentralized form of its organization, the average number of employees is 10,000 people. and the rate of service for 490 people. the number will be:

H \u003d 10,000: 490 \u003d 20 people.

Workplaces of personnel officers are equipped in accordance with job categories and instructions. When planning and equipping workplaces for employees of the personnel department, it is recommended to consider the following requirements:

Install furniture, equipment, racks for sorting documents so that they are convenient to use;

Place objects and means of labor, taking into account the operations performed;

Materials that do not require urgent processing should be stored in special folders. If documents require further processing, they are placed in places accessible to other employees;

Means of small office equipment should be placed in certain places in order to achieve automatic movements. Arrange all permanently used materials so that they can be immediately obtained when they are needed;

To quickly and accurately find documents, use folders of different colors.

The schemes for organizing the workplaces of a personnel inspector and a timekeeper are shown, respectively, in fig. 2 and 3.

Rice. 2. Equipping the workplace of the HR inspector

Rice. 3. Equipment of the timekeeper's workplace

The primary documents for recording personnel at an enterprise (in an organization) are orders (instructions) on hiring, dismissal and transfer to another job, notes on the provision of vacations, on the basis of which they make appropriate entries in accounting documents (personal cards, work books, etc. .). Personal cards are filled out by the personnel department for all employees hired for permanent, temporary or seasonal work, based on a survey of the worker or employee and relevant documents: passport, diploma, work book, certificate, etc. About all subsequent changes in the employee's work path in personal cards appropriate marks are made, after reading which he puts his signature.

For specialists with higher education, in addition to a personal card, an registration card is also filled out. The completed registration card is signed by the applicant for work and certified by the head of the personnel department.

Personal cards of employees are completed by structural divisions of the enterprise in alphabetical order. They make up a file of personnel of the organization. According to personal cards, they keep records of the number, composition of employees and its changes in accordance with standard and industry instructions on statistics on the number of workers and employees. On the large enterprises to facilitate the work with the card index, an auxiliary alphabetical card is created for each employee. The card file of these cards is maintained for the enterprise (organization) as a whole, the cards in it are laid out in alphabetical order and contain the following information: last name, first name, patronymic, workshop, department; position held; personal file number and personnel number. Personal cards of employees after their dismissal are stored in the personnel department of the enterprise for two years, and then in the archive of the enterprise for another 33 years.

For managers, specialists, as well as financially responsible persons, in addition to personal and registration cards, the personnel department maintains personal files, which are a set of various documents characterizing their biographical, business and personal qualities. Personal files are systematized in alphabetical order or by structural units in accordance with the approved staffing table. They include the following documents: an inventory of documents, a personal personnel record sheet, an addition to a personal personnel record sheet, an autobiography, copies of documents on education, an application for employment, copies of submissions for appointment or approval in a position, copies of materials based on the results of competitions specialists and the election of managers, characteristics (reviews), attestation sheets, copies of orders for incentives and penalties, other documents characterizing the employee. Each personal file is assigned a serial number corresponding to the number in the staff book, which is recorded in the alphabetical book of personal files of the enterprise.

The staffing book is the main working document of the personnel department, which reflects the state of staffing of the apparatus of the enterprise, organization and their divisions with managers, specialists and employees. The specified book is compiled by personnel employees on the basis of the staffing table in the following form: serial number, name of departments and positions, official salary (rate); category of personnel, last name, first name, patronymic, year of birth, education and specialty, date and number of the appointment order. The serial numbers of the records of employees in the staff-duty book, in order to quickly search for the necessary data, assign them to personal files and a personal card.

To obtain various certificates about employees, transferred, retired, about the total and continuous work experience for marking in the ballots social insurance The personnel department maintains an alphabetical book. It is compiled for all workers and employees by departments or categories of personnel, depending on the structure of the enterprise, organization and number of employees. In the alphabetical book, as well as in the regular official, an entry is made simultaneously with the execution of orders for the admission, transfer, dismissal of workers.

Filling out a personal sheet on personnel records. The employee fills out a personal sheet on personnel records with his own hand, answering all the questions posed: last name, first name, patronymic; floor; year, day and month of birth; education (the name and location of the educational institution, the name of the received specialty and diploma qualifications are indicated); knowledge of foreign languages; academic degree and academic title; scientific works and inventions; work performed since the beginning of employment; state and other awards; relation to military service and military rank; marital status; home address; Date of completion.

At the end of the personnel record sheet, the personal signature of the person filling it out is put.

An autobiography is a document that the author draws up independently, in any form, but subject to certain requirements. When applying for a job, an autobiography is written by hand on a sheet of A4 paper or on a special form. The form of presentation is narrative (in the first person).

All information is given in chronological order and so that you can get an idea of life path, business qualifications and personal qualities of a person. When describing labor activity, one should not be limited only to listing positions, it is necessary to explain the reasons for moving from one job to another. If temporarily not working, you must specify the reason. It is also necessary to write about the change of residence.

The autobiography usually indicates the title of the document; name, patronymic and surname of the author; date, month and year of birth, place of birth; information about parents (last name, first name, patronymic, place of work); education and specialization in education; type of labor activity; last place of work; awards and promotions; marital status and family composition; home address and phone number; date; put a personal signature.

Characteristic - an official document that the administration of an enterprise, institution, organization issues to its employee when resolving a number of issues (such as admission to an educational institution, secondment to work in another country, certification for a position, etc.). It can be issued on a common form of A4 format.

The characteristic provides a review of the employee's performance, an assessment of his business and personal qualities.

Details of the characteristic: name of the type of document (characteristic); an indication of the position of the person to whom the characteristic is issued; the name of the organization issuing the characteristic; name, patronymic and surname of the employee; text; signatures; seal. In the text of the characteristic, logically interconnected components can be distinguished:

The first part is personal data following the title of the document, where they indicate the name, patronymic and surname, position, academic degree and title (if any), year of birth, education;

The second part is data on labor activity (specialty, duration of work at a given enterprise or organization, information about promotion, level of professional skills, etc.);

The third part is the characteristic itself, that is, the assessment of personal and business qualities (attitude towards work, raising the professional and cultural level, behavior in everyday life, attitude towards colleagues); the presence of awards and other employee incentives;

The fourth part - the final one - contains a conclusion, which indicates the purpose of the characteristic.

The text of the characteristic is stated from the third person. The characteristic is signed by the head of the enterprise. The signature is certified by the official seal. Below is the date of signing the characteristics. The characteristic is handed over to the employee or, with his knowledge, sent to the institution, organization, enterprise that requested it.

MGUP "Mosvodokanal" uses the automated control system "Kadry".

Information processing in the ACS subsystem "Personnel" is carried out in two main modes:

According to the established schedule with the issuance of timesheet data and data for reporting;

In a request-response mode at the request of the heads of structural divisions.

The issuance of personal data is possible in the following modes:

Sections of a personal sheet on personnel records (rereading mode);

Data from a personal sheet for standard queries (standard query mode);

Data on an arbitrary set of personnel indicators (non-standard request mode);

Analytical tables, including the results of calculations according to a given algorithm (calculation mode);

Data to be entered and corrected (input mode).

With the help of computers, it is also possible to solve the tasks of the "Personnel" workstation (preparation of various certificates for the management of an enterprise, association, industry, state statistical reporting, accounting and analysis of personnel movement, selection of candidates for promotion, referral to study, awards, etc.).

Further development of automated information and reference systems for personnel management in production is closely leading to the creation of an electronic service of the personnel department, which will allow the organizer of personnel work to receive any necessary information contained in the information base in a dialogue with a computer.

Introduction into the practice of personnel work of modern management tools and methods, equipping personnel services with the necessary computer technology, as well as enhancing the role of human resources departments in enhancing human factor development of production also provide rational organization jobs and the creation of better working conditions for HR workers. According to experts, the working premises of the personnel service, depending on the nature of the work performed in them, should be divided into functional zones:

Offices (working premises of the deputy head of the enterprise (organization) for personnel, heads of personnel departments, personnel training and other senior personnel of the personnel service);

Expectations (here, visitors are waiting to be received by personnel officers and at the same time receive primary information about the enterprise, if necessary, fill out forms of personnel documents);

Work with visitors (includes a zone of workplaces for HR inspectors and a zone for visitors equipped with the necessary furniture);

Work with documents (here are the workplaces of most personnel officers, equipped with everything necessary for obtaining information, processing, storing and issuing documents and materials);

Contact, or confidential communication with visitors (it is an isolated room with an interior conducive to a confidential conversation);

Coding documents (intended for coding various personnel information in the conditions of using a computer);

Storage of documents (here are file cabinets, personal files and work books of employees, reports on personnel work and other personnel documentation).

Conclusion

In the course work, an analysis of the equipment of the personnel department of MGUP "Mosvodokanal" was carried out.

Moscow State Unitary Enterprise "Mosvodokanal" is the largest water company in Russia, providing water supply and sanitation services to more than 13 million residents of the Moscow region.

Today, Mosvodokanal employs more than 10,000 people, of whom 63% are workers, 28% are specialists, 8.8% are managers, and 0.2% are employees. The stability and succession of personnel is maintained, the most experienced and professional workers aged 36 to 55 make up 60% of the total number of employees in production. The average age of the company's employees is 46 years, including workers - 45 years, specialists - 43.7 years, executives - 47.3 years. Work is constantly being done to improve the quality of the staff.

The number of employees and the structure of the personnel service depends on the functions that the “personnel officers” perform or “should” perform in the organization. The most common proportion that is found in the literature or in the lectures of HR professionals as desirable is 1/100. In reality, in Russia, in large organizations, there are ratios of both 0.3/100 and 1.3/100. However, some trends are observed. It can be said that the introduction of modern technologies leads to a complication of labor, an increase in the qualifications and level of development of personnel and, at the same time, to a decrease in the labor intensity of work and the number of personnel required to perform a particular amount of work. A developed workforce requires a more sophisticated approach to managing it.

In MGUP “Mosvodokanal” the percentage ratio of staff in personnel management to the number of employees of the company is 0.9/100. Thus, the desired proportion is observed.

The disadvantages of internal sources of attracting personnel are the appearance of familiarity in solving business issues, a decrease in the activity of an ordinary employee applying for the position of a manager, and tension and rivalry in the team may also appear if several applicants for a position appear. In addition, it is not possible to fully satisfy the quantitative need for personnel, only the qualitative need is satisfied, but through retraining or promotion of personnel, which requires additional costs.

The workplaces of personnel officers are equipped with a standard set of furniture that meets both the anthropometric and functional data of a person, and the aesthetic perception of design.

The workplace of the personnel inspector includes a set of furniture (a table, a swivel chair, a chair for visitors), as well as a mini-computer, document trays, a telephone, a telephone directory, etc.

The timekeeper's workplace is equipped with a table, a lifting and swivel chair, a safe for storing documents (forms), etc.

The creation of favorable working conditions presupposes the presence of normal lighting, acceptable noise levels, optimal microclimate, aesthetics, a rational work and rest regime, as well as a psychological climate in the team.

Bibliography:

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2. Vasiliev V.N. Organization of production with market conditions. - M.: Mashinostroenie, 2006.-568s.

3. Dyatlov V.A., Kibanov A.Ya., Odegov Yu.G., Pikhalo V.T. Personnel Management: Textbook. - M.: Publishing house. center "Academy", 2007.-574s

4. Zudina L.N. Organization of managerial work. Novosibirsk, NGAEiU, 2008.-623p.

5. Kibanov A.Ya. Fundamentals of personnel management: Textbook. - M.: INFRA-M, 2008, - 304 p.

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8. Organization and regulation of labor: Textbook. - M.: CJSC "Finstatinform", 2008.-562p.

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11. Personnel management: Textbook / Ed. Ph.D., prof. O.I. Marchenko. - M.: "Os-89", 2008.-224 p.

12. Fedoseev V.N., Kapustin S.N. Organization personnel management. Tutorial. - M.: Publishing house "Exam", 2009. - 368 p.

Levin I.B., Melnik S.L. Handbook of an economist-organizer of labor. - Minsk: graduate School, 2009.- S. 337.

Organization personnel management. Workshop: Textbook / Ed. Dan. prof. A.Ya Kibanova. - M.: INFRA-M, 2008 - P.105.

Personnel Management: Textbook / Ed. Ph.D., prof. O.I. Marchenko. - M.: "Os-89", 2008.- S. 114.

Fedoseev V.N., Kapustin S.N. Organization personnel management. Tutorial. - M.: Publishing house "Exam", 2009. - S. 201.

Work with the personnel of the enterprise is carried out by a specialized functional unit of the enterprise - the personnel service.

Under functional powers of the personnel manager should be understood as the ability to influence employees who are subordinate to other line managers.

The structure of the personnel service may be different depending on the scale of the enterprise, the strategy and tactics of working with personnel.

For a small private enterprise, the most characteristic is the implementation of the functions of the personnel service by one employee or the combination of the position of a personnel officer with any other, for example, often the functions of personnel records management are performed by a secretary, accountant, lawyer. And the functions of the personnel manager are taken over by the director of the enterprise himself - he himself selects employees, he appoints them a salary, he decides what refresher courses they need, etc. It takes a lot of his valuable time.

World experience shows that the “critical mass”, at which there is a real need to create an independent structured personnel management with the help of a professional in the field of human resources, can be considered the presence of 50-70 employees in the organization. It is in this case that opening the position of a personnel manager is economically justified.

A medium-sized enterprise requires the creation of a group of personnel specialists (2-4 people) or a personnel department.

In a large industrial or commercial structure there is a need to create an extensive personnel management service in various areas of activity in the field of human resources, headed by the director of personnel or deputy CEO(Fig. 1).

At the same time, the HR Director personally supervises the following issues:

Philosophy and policy of the organization for work with personnel;

Organizational and functional structure of the organization;

Statistical reporting;

labor law;

Relations with professional associations, clubs;

Relationships with government, city, local relevant organizations.

Rice. 6.1 - Organizational structure of the personnel management service

The activity of the personnel service of the enterprise is regulated Regulations on personnel service.

This provision includes the following sections:

1. General provisions - where it should be indicated that the personnel service is an independent structural unit of the management apparatus and reports to the head of the enterprise.

2. Department tasks- where tasks are indicated for staffing, the formation of a stable workforce, reducing staff turnover and strengthening labor discipline.

The tasks of the relevant department (human resources department, personnel department, etc.) usually boil down to the following:

Development and implementation of the personnel policy of the organization in accordance with internal company standards and modern concepts of personnel management;

Creation and maintenance of an information and analytical base for decision-making on personnel management issues;

Security safe conditions the work of employees of the organization, material and moral incentives for their activities.

3. Department functions

The functions of the personnel department are determined on the basis of the tasks assigned to it. The typical main functions of a unit are:

Participation in the development and implementation of the goals and policies of the organization in the field of management by human resourses; development and implementation of a set of plans and programs for the development of the organization's personnel;

Forecasting and planning the need for personnel, participation in solving problems related to the satisfaction of each employee with the conditions, content and nature of work. Improving the qualitative composition of the organization's personnel, creating conditions that stimulate the constant growth of professional competence;

Formation of a reserve of personnel based on an analysis of the general and additional needs for personnel and career planning policies (creation and continuous addition of an information database of a personnel reserve; organization of attracting candidates; development of methods and methods for selecting candidates; development of processes for hiring and firing employees);

Organization of personnel training using methods for diagnosing and evaluating the effectiveness of personnel (organization of professional testing of new employees; organization of retraining and advanced training of personnel in accordance with market requirements and the needs of the organization; selection of personnel for training; development of training forms; development of adapted training programs; selection of teachers, continuous monitoring of the business and vocational education market);

Ensuring social balance, taking measures to maintain a favorable socio-psychological climate in the organization, conducting psychological testing of personnel, monitoring the adaptation of personnel in the organization. Increasing the efficiency of personnel work on the basis of rationalization of structures and staff, discipline management. Improving the organization of remuneration and incentives for employees of the organization (analysis of jobs; division of personnel into categories; development of forms and systems of payment; development of a compensation package; organization of the process of assessing the effectiveness of employees; control of promotions and rotation of employees). Ensuring compliance with labor laws in the work with personnel;

Continuous improvement of the forms and methods of personnel management based on the introduction of modern scientifically based, including computer, technologies for working with personnel, unification of documentation on personnel records management.

Implementation of consulting and preparation of recommendations to the management of the organization on issues of lawful protection against unlawful encroachments on the activities of the organization;

Organization of protection of life and health of employees and property of the organization, including fire safety, implementation of safety measures;

Carrying out representative functions on behalf of the organization during external organizations related to the performance of the tasks of the unit, the performance of the functions of the unit for public relations, the media.

4. Department rights- are expressed in the powers of the head of the personnel department and his employees, determined by job descriptions, which are approved by the head of the enterprise.

A list of such rights might look like this:

Make proposals to the management on improving the activities of the organization, other structural divisions. Participate in the preparation of long-term plans for the development of the organization, the preparation of its budgets;

Engage consultants, individuals and legal entities to work within the approved budget with the conclusion of work contracts;

Request necessary information within the limits necessary to solve the tasks of the unit;

Request, within the established regulations and approved forms, the necessary official documents. Control the placement and correct use of employees, the state of labor discipline in the divisions of the organization;

Submit proposals to the manager for promotion or application in in due course statutory disciplinary measures against employees of the organization guilty of violating the law, decisions of the organization's management bodies, orders and instructions senior management and other regulations of the organization.

5. Department Responsibility- stipulates the responsibility of the head of the personnel department, his employees, depending on official functions and the HR department in general.

Similar information.

Course work

Topic: Labor rationing for HR workers

Introduction

1.2 Rationing the work of personnel of the personnel service

2 Labor rationing for HR workers

2.1 Tasks of labor rationing of HR workers

2.2 Basic methods of labor rationing. General recommendations

3 Methodology for rationing the work of HR workers

3.1 Methodology for developing standardized tasks

3.2 Analytical and research method of labor rationing: recommendations for use

Conclusion

List of used literature

Introduction

At the same time, the practice of using the labor of personnel of personnel services in terms of qualifications, numbers, etc., as well as its organization and regulation, does not meet the requirements of modern personnel management.

The relevance of the work lies in the fact that one of the main means of ensuring the economic stability of any company, contributing to its survival in the competition, is cost reduction and cost minimization. Experts note that one of the ways to achieve this goal is the introduction and improvement of labor rationing, due to which not only a tangible economic, but also a significant social effect can be obtained.

The purpose of the course work is to study the organization and regulation of the work of personnel of the personnel service. The subject of the course work is the regulatory framework for the regulation of the work of employees. The object is the personnel department.

To solve the problem of improving the organization of labor of personnel personnel, it is advisable to use domestic experience as recommendations, namely theoretical and methodological developments on the scientific organization of labor. Therefore, they can be recommended for use in relation to the organization and regulation of the work of personnel of personnel services, taking into account the characteristics of their work.

The aim of the course work is:

Studying the organization and regulation of the work of personnel of the personnel service;

Consideration of the rationing of the work of employees of personnel services;

Studying the methodology of labor rationing of HR workers

1 Organization and regulation of work of personnel personnel

1.1 Organization of work of personnel personnel

At present, the level of human resources management, and, consequently, the effectiveness of the commercial activities of an organization of any type of ownership and organizational and legal form, as well as its social management, largely depends on the work of the personnel service, which performs traditional functions, and the personnel management service with a broader range of duties.

The effectiveness of personnel management is determined by the results of the work of personnel officers, which has a specific content (communication with people during interviews, interviews, hiring, assessment of business and professional qualities; conflict resolution, etc.) and nature (organizational, educational, creative, requiring knowledge in many areas of economics, sociology, law, etc.). The end result of the work is the adoption of decisions that are evaluated not quantitatively, but qualitatively, depending on the impact on the achievement of the objectives of the economic and social development of the organization.

The main directions of the scientific organization of labor (NOT) were adopted at the All-Union Conference on the organization of labor (June 26–29, 1967):

·development and implementation of rational forms of division and cooperation of labor;

Improving the organization and maintenance of jobs;

design and implementation of rational methods and techniques for the implementation of labor processes;

creation of favorable working conditions;

application of progressive forms and systems of incentives and remuneration;

Improving labor standards, etc.

In the future, these areas of work on the organization of work of workers various categories supplemented and substantiated by relevant scientific and theoretical developments and methodological provisions.

This is also evidenced by the Concept of State Policy in the field of organization, regulation and assistance in increasing labor productivity of the Ministry of Labor of Russia.

The personnel of the personnel service are characterized by functional, technological and vocational division and cooperation of labor.

The functional division and cooperation of labor are inextricably linked with the structure of the enterprise (organization), the creation of divisions and services focused on performing certain functions for managing labor resources, for example, the creation of a personnel management service along with the personnel department.

A clear delineation of tasks, functions and forms of work of various services should be reflected in the regulation on this structural unit of the enterprise (organization).

The functional division and cooperation of labor of personnel service employees are based on job responsibilities determined by the staffing table and organizational structure personnel service. For example, in the traditional version, the work of recruiting and accounting for personnel is performed by a labor inspector; according to time records - a timekeeper, in the pass office - on duty.

The basis of the technological division and cooperation of labor is the development of a clear technology for the work (functions) performed.

When developing the technology of work performed by personnel of personnel services, it is recommended to use such concepts as “operation”, “element of operation” and “procedure”.

An operation is a part of the process of performing any work (function) that is stable in content and is carried out by one performer, which does not have an independent goal, but is necessary to achieve the results of this work.

An element of an operation is an action of one performer that is not subject to division and is expedient only in combination with other elements of the operation.

Procedure - a certain sequence of performing a set of operations for processing a documented goal, ending with results defined in form and content.

The technological division of labor is characterized by the assignment of individual operations or their complex to a specific performer. For example, one employee draws up documents when applying for a job, draws up an order, on the basis of which an entry is made in the work book, draws up a personal file, acquaints the employee with the rules of the labor schedule; the other is engaged in the preparation of statistical reporting and certificates on personnel records, reports on the number and composition of specialists with different levels of education, on the movement of personnel, etc. The basis for this division is a list of fixed operations and procedures indicating their volume and, accordingly, costs working hours for their implementation.

Professional and qualification division and cooperation of labor involve the distribution of responsibilities between employees, taking into account the activities carried out and the qualifications required to perform the work, and the establishment of the relationship of workers in their work activities.

The professional and qualification division of labor is carried out on the basis of the Qualification Directory for the positions of managers, specialists and other employees, approved. Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 “On Approval of the Qualification Directory for the Positions of Managers, Specialists and Other Employees”.

The Qualification Directory (KSD) includes the qualification characteristics of the positions of managers, specialists and other employees who perform the functions of personnel management at the enterprise (in the organization). The description of each position contains three sections:

“Job Responsibilities” - lists the functions that must be fully or partially performed by employees holding this position;

“Must know” - contains the requirements for the employee holding this position in relation to knowledge in the specialty, legislative acts, regulations, instructions and other regulatory documents, as well as methods and means used in the performance of official duties;

“Qualification requirements” – the level and profile of the employee's special training necessary to perform the main functions and duties, and the requirements for work experience are determined.

KSD, regulating the work of workers, contributes to the organization of rational division and cooperation of labor by defining job responsibilities and requirements for the qualifications of workers.

In order to clearly separate the labor functions and duties of specialists and technical performers and regulate their work in relation to the conditions of a given enterprise (organization), job descriptions are developed for all types of positions provided for by the staffing table, except for the position of the head, whose rights and duties are determined by the relevant regulation.

The job description allows you to eliminate duplication, ensure the relationship in the work, timeliness and obligation to carry out the work assigned to specific performers. When developing job descriptions, it is necessary to take into account the specifics of a given enterprise (organization), the availability of modern computing and computer equipment for working with information personnel documentation, etc.

The job description of a labor inspector for AVTOVAZ JSC includes a general part, qualification requirements, professional requirements, methodological training, main tasks and duties, inspector's rights, responsibility (seven sections).
The labor inspector is on the staff of the labor organization and wages service, reports to the senior labor inspector (head of the labor organization and wages bureau) or the head of the department.

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• Introduction
• 1 . The concept, tasks and functions of the personnel service
• 2 . Basics of the personnel service
• 2.1 Regulations on the personnel department
• 2.2 Job Descriptions personnel department employees
• 2.3 Structure and forms of personnel service
• 2.4 Labor rationing for HR workers
• 3 . Regulations governing matters HR records management in Russia
• 4 . HR Documents
• 4.1 Employment contract
• 4.2 Personnel orders
• 4.3 Employee ID card
• 4.4 Work book
• 4.5 Logs of accounting and control and internal official correspondence
• Conclusion
• List of sources used

Introduction

• The theme of the course work is "Organization of the work of the personnel service."

Human Resources is the calling card of an enterprise. The first step of a person in an enterprise is personnel service. A person tends to remember the beginning and end of different events. This has been established by psychologists. For each person you just need to find their place. In one place, the employee is ineffective, and in another - brilliant. In each one can find abilities that will allow a person to work in a certain area with maximum efficiency.

• The relevance of the topic is substantiated by the fact that the necessary recruitment of personnel, the rationality of selection and the personnel strategy plan, the required number of personnel so that in the future it would be able to pursue a personnel policy will depend on the proper organization of the activities of personnel services, preventing the reduction or dismissal of personnel.

The purpose of this course work is to analyze the organization of the work of the personnel service in the enterprise.

• To achieve this goal, it is necessary to solve the following tasks:
• - identify the tasks and functions of the personnel service of the enterprise;
• - to study and analyze the normative documents regulating the activities of the personnel department;

Explore Features personnel documentation.

• The object of research is the personnel service of the organization.

The subject of the work is the documents regulating the work of the personnel service of the organization.

The course work consists of an introduction, four chapters, a conclusion, a list of sources used, an application.

• 1. The concept, tasks and functions of the personnel service

Personnel service (personnel management service) - a structural unit authorized to carry out personnel management and organizational and methodological management of personnel management measures implemented at the enterprise.

Currently, personnel services can perform the following functions:

· planning of labor resources - determination of the need for personnel depending on the strategy of the organization, search for specialists, creation of a reserve of personnel;

· staffing -- selection of candidates and selection of personnel from the reserve group;

organization of office work - drafting and execution of personnel documents (contracts, orders, work books, etc.), organization of work with them (registration, control, current storage, nomenclature of cases, examination of value, preparation and transfer to storage in the archive);

Carrying out certification of employees of the organization;

training, retraining and advanced training of personnel;

analysis of movement and staff turnover;

identification of social tension in the team and its removal;

· coordination of work on stabilization of working conditions and observance of security measures;

Discipline management.

In recent years, it has been proposed to include the organization of remuneration in the functions of the personnel service, which implies attestation of jobs, determining the structure of remuneration and the structure of benefits, systems of labor indicators, and analysis of the labor market.

The main tasks of personnel work at the enterprise can be divided into the following areas:

1. The accounting and control direction of personnel work involves the solution of the following main tasks:

Recruitment of employees to the enterprise;

accounting of employees;

Dismissal of employees

· work with temporarily absent employees of the enterprise (who are on vacation, absent due to illness, who have gone on business trips, etc.).

2. Planning and regulatory direction:

selection (search and selection) of employees for the enterprise;

placement of employees of the enterprise;

· movement of employees of the enterprise;

· Positioning and adaptation of employees.

3. Reporting and analytical direction of personnel work:

study of employees;

Evaluation of the work of employees;

· analytical work;

· preparation of reports.

4. Coordination and information direction:

professional training (training and retraining) of employees;

organization of reception of employees of the enterprise (on official and personal issues);

work with written appeals of employees of the enterprise;

archival and reference work.

5. Organizational and methodological direction:

Documentation of the activities of employees of the enterprise;

· personnel work in divisions of the enterprise;

planning of personnel work;

· Personnel management.

All tasks of the personnel department are determined by the specifics of the work of the organization, while taking into account:

the size of the organization;

direction of business (manufacturing, trade, the provision of services to the population);

· strategic goals organizations;

stage of development of the organization;

· number of staff;

priority tasks of work with personnel.

Construction principles modern system personnel management are:

Efficiency in the selection and placement of employees;

fair remuneration and motivation, remuneration not only for individual, but also for collective achievements;

promotion of employees in accordance with the results of work, qualifications, abilities, personal interests, needs of the organization;

quick and effective solution of personal problems.

The work of personnel services has two directions: tactical and strategic.

As part of the tactical direction, the current personnel work is carried out:

· analysis of the state and planning of staffing needs, development of staffing tables, implementation of recruitment, evaluation and selection of personnel;

testing;

planning of the nearest personnel transfers and layoffs, current accounting and control, training, retraining and advanced training, formation of a reserve for promotion, propaganda organizational values and educating staff in their spirit.

The main activity of personnel services is the formation of labor resources: planning the need for them and organizing practical recruitment activities, resolving conflicts, and pursuing social policy.

The essence of personnel work is to determine what exactly, by whom, how and with the help of what should be done in practice at the moment in the field of personnel management. The solution of these daily tasks is based on administrative methods.

The strategic direction of the work of personnel services is focused on the formation of the personnel policy of the organization - a system of theoretical views, ideas, requirements, practical measures in the field of work with personnel, its main forms and methods.

Based on this chapter, we can note that the personnel service is an obligatory link in the organization of an enterprise and the tasks of the work of the personnel service depend on the activities of the enterprise. And also the correct organization of personnel records management is the key to the prosperity of the enterprise, but the work of the personnel service is not limited to accounting and statistics, as it is the basis for analysis and planning of the enterprise's potential.

2. Basics of the personnel service

2.1 Regulations on the personnel department

One of the first steps in organizing the work of an enterprise is drawing up a regulation on the personnel department. It includes the tasks, functions, rights and obligations of the organization's personnel.

The regulation on the personnel department includes several sections:

general provisions;

· tasks;

structure;

Functions

relationships with other departments of the company;

· a responsibility.

The section "General Provisions" indicates the subordination of the personnel department to the director of the enterprise.

The "Tasks" section contains clearly formulated areas of activity of the department, the most important of which are the organization of work to ensure the selection, placement, use of workers and specialists; formation of a stable working team; creation of a reserve; organization of personnel accounting system.

In the "Structure" section, the procedure for developing and approving the structure of the department, its size, areas of work and assigned divisions of the department are indicated.

In the "Functions" section, functional responsibilities in the field of personnel work:

development of staffing plans;

Registration of reception, transfer and dismissal of employees in accordance with labor legislation;

Accounting for the personnel of the enterprise;

storage and filling of work books, documentation of office work;

control over the execution by the heads of departments of orders and instructions for working with personnel;

study of the movement of personnel, analysis of staff turnover, development of measures to eliminate it;

analysis of the composition, business qualities of the enterprise's specialists with a view to their rational use;

creation of conditions for improving the educational and qualification level of specialists;

work on creating a reserve for promotion;

preparation of proposals for improving the placement and use of workers;

Preparation and systematization of materials for attestation commission;

preparation of materials for the provision of workers, specialists and employees for promotion and rewarding;

· taking measures for the employment of laid-off workers;

· monitoring and instructing employees of the personnel department;

organization of control over the state of labor discipline and internal labor regulations;

Maintaining all HR records.

The section “Relationships with other departments of the enterprise” contains a list of documents that are received by the HR department and documents that are sent from the HR department to other departments.

From other divisions, the personnel department receives applications for the admission of workers and employees, ideas for promotion, vacation schedules.

Information about violators of labor discipline, copies of orders for admission, movement within the enterprise, dismissal of personnel, changes in labor regulations, information on labor discipline are sent from the personnel department to the divisions.

In the "Rights" section, the main powers of the personnel department are indicated:

the right to demand from all departments of the enterprise the materials necessary for the full-fledged work of the personnel department;

the right to receive employees of the enterprise on issues of admission, movement and dismissal;

the right to communicate with other organizations on recruitment matters;

· the right to demand from other divisions the obligatory implementation of those instructions that are provided for by the regulation on the personnel department.

The section "Responsibility" establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

2.2 Job descriptions of personnel department employees

The job description of an employee of the personnel department, like any other job description, in accordance with paragraph 5 of the Decree of the Ministry of Labor of the Russian Federation of February 9, 2004 No. 9 “On Approval of the Procedure for Applying the Unified Qualification Handbook for the Positions of Managers, Specialists and Employees” consists of three sections: “Job Responsibilities”, "Knowledge Requirements" and "Qualification Requirements".

The duties of the Head of Human Resources are:

management of the work of the department;

ensuring the execution of work;

development of the necessary documentation, proposals, recommendations, instructions;

Ensuring the rational use of material, financial and technical means;

Carrying out work to protect information constituting a commercial secret;

Ensuring a rational distribution of workload between employees of the department;

Creation of conditions for staff development;

· control over compliance by employees with the rules of internal labor regulations, rules and regulations of security, production and labor discipline;

· making proposals for the promotion of distinguished employees, the imposition of penalties on violators of production and labor discipline;

Ensuring the preparation of statutory reports.

The head of the HR department should know:

resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department;

Fundamentals of economics, organization of labor and management;

rules of internal labor regulations;

· Rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

In budget organizations, there are qualification requirements for setting wages. For example, the presence of higher professional education and work experience in the profile of at least 5 years. For commercial organizations, such requirements can only serve as a guideline in setting wages.

As a rule, the staffing of the personnel department has the following positions: head of the personnel department; personnel inspector; psychologist; HR specialist and others.

2.3 Structure and forms of personnel service

The organizational forms of the personnel service can be as follows:

personnel management;

· personnel Management;

· Human Resources Department;

· Human Resource department;

personnel center.

Office work in the personnel service can be carried out by one person - the inspector (manager) for personnel or the secretary of the head.

When choosing the organizational form of the personnel service, the manager must understand that his decision is determined by the staffing of the organization.

Depending on the number of employees, organizations can be divided into three categories:

1) Large, when the organization employs several hundred (thousand) employees;

2) Medium, when the composition of employees does not exceed three hundred people;

3) Small, consisting of several employees.

In large organizations, especially those that have subsidiaries in the regions of Russia, it is recommended to create a personnel department, personnel management, and medium ones - personnel departments. AT small organizations work with documentation on personnel may be assigned to inspectors (managers) for personnel or to the secretaries of the head. In this case, the performance of this function should be reflected in the job description of the inspector or secretary.

The structure of the personnel service and its staffing depend on a number of factors, the main of which are:

* industry affiliation of the enterprise;

* the place of the enterprise in the economy (world level, state, regional, local);

* the level of centralization of management;

* type of enterprise (local company, holding);

* defining economic indicators;

* the number of employees of the enterprise;

* the concept of personnel management;

* personnel policy (priorities, strategy, tactics);

* state of the regional labor market;

* availability of regional educational infrastructure;

* gender and age of employees;

* technological features of production;

* level vocational training personnel service specialists.

Depending on the size of a particular organization, the following organizational forms of personnel work are distinguished:

· an independent structural subdivision with direct subordination to the head of the organization or his deputy;

performance of the functions of the personnel service by an individual employee of the organization;

Performing the functions of the personnel service in combination with the performance of other work.

In small companies (up to 100 people), two personnel officers are enough; in medium-sized organizations (up to 500 people), it is advisable to create a personnel department of three or four personnel specialists, more large companies(over 1500 people) from seven to ten employees of the personnel service.

Figure 1 - The structure of the personnel service of the enterprise

In the course of interaction with other departments of the organization, the personnel department receives from them applications for the admission of workers and specialists, ideas about incentives, vacation schedules, etc.

From the personnel service to the departments are sent:

1) information about violators of labor discipline;

2) copies of orders on the admission of new employees, movement within the organization, dismissal of employees;

3) copies of orders on the approval (change) of the Internal Labor Regulations;

4) information related to issues of compliance with labor discipline.

From the accounting department, the personnel department receives a staffing table, calculations of the need for labor, salary certificates for processing pensions for age, disability, survivors, etc.

In turn, the personnel service submits to the accounting department information on the payroll number of employees, absenteeism, staff turnover, time sheets, orders for admission, transfer and dismissal, sheets of temporary disability for payment, information about regular vacations of employees, etc.

The Human Resources Department is generally vested with the following powers:

Require all departments of the organization to submit the materials necessary for its work;

to receive employees, organizations on issues of relocation and dismissal;

Interact with other organizations on the recruitment process;

Require other units to comply with the instructions provided for by the regulation on the personnel department.

The regulation on the personnel department establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

2.4 Labor rationing for HR workers

For employees of personnel services, as well as for employees of other structural divisions of the organization, the Labor Code of the Russian Federation guarantees:

State assistance to the systemic organization of labor rationing;

· the use of labor rationing systems determined by the employer, taking into account the opinion of the elected trade union body or established in the collective agreement.

Rationing of labor (labor standards) is the norms of output, time, service. They are established for workers in accordance with the achieved level of technology, technology, organization of production and labor. The employer is obliged to provide normal conditions for the employees to fulfill the production standards. The Labor Code of the Russian Federation (Articles 159, 160, 163) defines what applies to such conditions:

good condition of premises, structures, machines, technological equipment and equipment;

timely provision of technical and other documentation necessary for work;

proper quality of materials, tools, other means and items necessary for the performance of work, their timely provision to the employee;

· working conditions that meet the requirements of labor protection and production safety.

The production rates for each employee of the personnel service, in accordance with his job responsibilities, as well as the number of employees of the personnel service, can be calculated using the "Intersectoral aggregated time standards for recruitment and accounting of personnel."

In this chapter, we found out that the basics of the personnel service is to organized work employees of the enterprise, including employees of the personnel department. Designated the functions for which the HR department is responsible and the relationship with other departments in the organization. We also got acquainted with the hierarchy in the personnel service.

3. Normative acts regulating the issues of personnel records management in Russia

Table 1 - Acts regulating the procedure for working with personnel documents:

	Title of the document and date of its approval	Useful information for the HR employee
		Labor Code of the Russian Federation in the field of documentation: Establishes the mandatory application of a number of legal acts; internal work schedule, schedule vacations, etc. (Art. 123, 190, etc.). Defines the documents that document personnel procedures: admission, transfer, termination of an employment contract, vacations, incentives and penalties for employees (Articles 67, 68, 84, etc.). Establishes the deadlines for processing documents and the procedure for familiarizing employees with them 9 Art. 14, 67, 68) Introduces the obligation to develop documents that should regulate the procedure for transferring personal data of employees (Article 88). Establishes the procedure for coordinating documents or taking into account the opinion of a representative body (Articles 8, 136, 190, etc.).
	Federal Law of February 20, 1995 No. 24-FZ “On Information, Informatization and Information Protection” (Collected Legislation of the Russian Federation. 1995. No. 8. Art. 609)	Fixes the obligation to document information, establishes the obligation to provide information government bodies. Article 5. Documentation of information A document received from an automated information system, acquires legal force after its signing by an official in the manner prescribed by the legislation of the Russian Federation. Article 15 Obligations and liability of the owner information resources The owner of information resources bears legal responsibility for violation of the rules for working with information in the manner prescribed by the legislation of the Russian Federation.
	Federal Law "On joint-stock companies"(Article 89) and the Federal Law "On companies with limited liability» (Article 50)	Determine the obligations of companies for the storage of documents and their composition. The law establishes not only the obligation to store documents at the location of its executive body, but also the obligation to transfer documents to state storage. "The Society is responsible for ordering the documents, must carry out work on their safety in accordance with the instructions and recommendations of the archival authorities of the Russian Federation."
	Decree of the Government of the Russian Federation No. 225 of April 16, 2003 "On work books". Decree of the Ministry of Labor and Social Development of the Russian Federation of October 10, 2003 No. 69 "On approval of instructions for filling out work books"	Establishes the rules for maintaining and storing work books, preparing work book forms and providing them to employers. Sets the form of the work book and the form of the insert in the work book, as well as general order their conduct.
	Standard instruction for office work in federal bodies executive power, approved by the Federal Archival Service of Russia on November 27, 2000.	The instruction contains the basic requirements for the forms of documents, the composition of the details and their design. In addition to the rules for processing documents, the issues of the technology of their processing and the order of storage are considered here. Can be used in commercial organizations for the development of internal instructions for office work.
	Album of unified forms of primary accounting documentation for the accounting of labor and its payment. NIPI statinform of the State Statistics Committee of Russia, 2004.	Unified forms of primary accounting documentation apply to legal entities of all organizational and legal forms and forms of ownership, and for accounting for the use of working time and settlements with personnel for wages - to legal entities of all organizational and legal forms and forms of ownership, except for budgetary institutions.
	Scroll standard documents generated in the activities of organizations with an indication of the storage periods. Rosarchiv. 2000.	Contains a list of almost all possible reorganization of documents, indicating their retention periods.
	GOST R 6.30-2003 “Unified system of organizational and administrative documentation. Documentation requirements.
	Basic rules for the work of archives of organizations. Approved by the decision of the Collegium of the Federal Archives of February 6, 2002.	The main document that secures the system for storing documents in office work and archives. They regulate the technology for the preservation of documents, contain requirements for the nomenclature of cases, establish the procedure for their preparation, approval, approval, use and storage.
	All-Russian classifier of professions of workers, positions of employees and tariff categories OK 016-94 (OK PDTR).	It allows you to encode personal and biographical data about employees, information about education, position, etc. It is used to fill in a number of accounting forms(T-2) used in the personnel department.
	All-Russian classifier of specialties in education OK 009-93 (OKSO).	Designed to encode information about specialties, specializations, fields of knowledge (sciences), areas of training.
	All-Russian classifier of information about the population (OKIN).	It is used when filling out questionnaires, personal sheets, personal T2 card and other accounting forms. Filling in information about age, citizenship, nationality, languages ​​of the peoples of the Russian Federation and foreign languages, degree of knowledge of languages, marital status, etc. must correspond to the wording included in the classifier.
	Single qualification guide positions, managers, specialists and employees.	Provides the basis for the development of job descriptions.
	Intersectoral enlarged standards of time for work on recruitment and accounting of personnel.	Its validity period is until 1996, however, it can be used as a methodological basis for calculating the required number of employees in the personnel department. This is a kind of methodological guide for determining the cost of working time for work performed by the personnel service. It also serves to justify the number of employees of the personnel service. In addition, it contains a list of all the necessary documentation operations, outlines the sequence of work with documents, establishes the technology for registering documents, and the order in which they are stored. Contains recommended forms for recruitment and accounting of personnel, including registers for registration of persons liable for military service.
	Decree of the Federal Commission for the Securities Market of July 16, 2003 No. 03-33/PS on approval of the regulation on the procedure and terms for storing documents of joint-stock companies.	Determines the procedure for storing and destroying documents in joint-stock companies.
		Regulates relations related to the processing of personal data legal entities with the use of automation tools or without the use of such tools. Determines the procedure for obtaining, storing, processing, using and transferring personal data of employees (including).

Some of these documents apply to government and budget organizations, but in the absence regulatory framework are recommended for use in commercial organizations and can be used as methodological assistance in the preparation of local acts of the organization.

After the process of familiarization with the regulations governing the issues of personnel records management in Russia, I can conclude that the number of these acts is quite sufficient for the coordinated work of the organization of the personnel service.

personnel office work accounting service

4. Documents of the personnel service

The activities of the organization's personnel service are an integral part of such an important and extremely responsible area as documentary support for management. There is a certain regulatory and methodological framework that regulates the correctness of paperwork, the construction of workflow in an organization, etc.

The terms "personnel documentation" or "personnel documentation" mean a range of documents containing information about the employees of the enterprise and the activities of the personnel service: personal and accounting documents, organizational and administrative, planning and reporting and statistical. Personnel documentation is the primary source of information about the length of service of citizens and, in this regard, is directly related to ensuring their constitutional rights.

Personnel documentation belongs to the category of long-term storage documents.

Documents of the personnel service are divided into the following categories:

Personnel documentation (created in the process of fulfilling the duties of the personnel department to document work with personnel. Personnel documentation is always “tied” to a specific employee and reflects the specifics of his position (profession), employment conditions, labor results, etc.) P.).

Administrative documents (this type of internal documents includes orders and orders of the head. With their help, the head of the organization exercises the authority to manage the organization provided for by the charter of this organization. Orders of the first official of the company are divided into two independent groups).

Documents confirming the work activity of the employee (the purpose of these documents is to reflect as accurately as possible the work experience of the employee).

· Information and settlement documents (maintained by the personnel department to record the personal data of employees, to secure information related to their work activities).

It is also important to know that the following unified forms for personnel records are currently in force, the maintenance of which, in accordance with paragraph 2 of the Resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1, is mandatory for all organizations operating in the territory of the Russian Federation, regardless of forms of ownership:

* labor contract;

* No. T-1 - an order (instruction) on hiring an employee;

* No. T-1a - order (instruction) on the hiring of workers;

* No. T-2 - personal card of the employee;

* No. T-2GS (MS) - personal card of a state (municipal) employee;

* No. T-3 - staffing;

* No. T-4 - registration card of a scientific, scientific and pedagogical worker;

* No. T-5 - an order (instruction) on the transfer of an employee to another job;

* No. T-5a - an order (instruction) on the transfer of workers to another job;

* No. T-6 - an order (instruction) on granting leave to an employee;

* No. T-6a - an order (instruction) on granting leave to employees;

* No. T-7 - vacation schedule ";

* No. T-8 “Order (instruction) on the termination (termination) of an employment contract with an employee (dismissal);

* No. T-8a - an order (instruction) on the termination (termination) of an employment contract with employees (dismissal);

* No. T-9 - an order (instruction) to send an employee on a business trip;

* No. T-9a - an order (instruction) to send employees on a business trip;

* No. T-10 - travel certificate;

* No. T-10a - official assignment for sending on a business trip and a report on its implementation;

* No. T-11 - an order (instruction) to reward an employee;

* No. T-11a - order (instruction) on the promotion of employees;

* No. T-12 - timesheet and payroll;

* No. T-13 - time sheet;

* No. T-49 - payroll;

* No. T-51 - payroll;

* No. T-53 - payroll;

* No. T-53a - payroll register;

* No. T-54 - personal account;

* No. T-54a - personal account (svt);

* No. T-60 - a note-calculation on granting leave to an employee;

* No. T-61 - a note-calculation upon termination (termination) of an employment contract with an employee (dismissal);

* No. T-73 - an act on the acceptance of work performed under a fixed-term employment contract concluded for the duration of a certain work.

4.1 Employment contract

The employment contract is writing between the employee and the administration represented by the head of the enterprise and contains the main details:

* document's name;

* place of compilation;

* signatures;

The contract is drawn up in two copies, one remains with the enterprise, and the second is given to the employee.

4.2 Personnel orders

Personnel orders are the most important document, which is compiled in the process of documenting the functions of the personnel service. Orders formalize the admission, transfer and dismissal of employees; provision of vacations, business trips; changing conditions and wages, assigning categories and changing personal data; incentives and penalties.

Orders for personnel are issued on the basis of a written justification (for example: an employee’s statement, a marriage certificate indicating a change in the employee’s last name, a memorandum)

The employee's personal application for admission, transfer or dismissal is written by hand or on the letterhead of the organization. The application shall indicate: name structural unit, name of the type of document, date, addressee (position, surname, initials of the head), text, personal signature, transcript of the signature. Further, the resolution of the head and a mark on the execution of the document and the direction to the case are affixed to the application.

The text of the order on personnel does not have a stating part (the verb "I order"). Personnel orders begin with an administrative action. Accept, appoint, transfer, dismiss, change the surname, grant leave.

There are individual and consolidated orders by personnel. The individual ones contain information about one employee, the consolidated ones contain information about several employees, regardless of what management actions they fall under. Consolidated orders should not contain information with different retention periods. It is desirable to allocate orders for the provision of vacations and business trips that have a short storage period. Orders on rewards and punishments are issued on an individual basis.

Each item of the order on personnel must be formulated in accordance with the Labor Code of the Russian Federation.

When hiring, the amount of remuneration (salary, allowance) and, if necessary, the conditions of admission are set: temporarily, with a probationary period.

When transferring to another job, a new position and division, type of transfer, reason for transfer (in accordance with the Labor Code of the Russian Federation), change in wages are indicated.

Upon dismissal, the reason for dismissal, according to the articles of the Labor Code of the Russian Federation.

When granting leave - its type, duration, start and end date.

For business trips - the date and duration of business trips, the place of destination, the name of the enterprise.

With rewards, punishments - the reason and type of encouragement or penalty.

Each paragraph of the order must end with a reference to the written basis for the administrative action.

Orders on personnel are brought to the attention of the employee against receipt. Employee familiarization visas can be located either after the text of each paragraph of the order, or after the signature of the head.

The draft order on personnel is coordinated with officials, such as: the chief accountant, with the heads of structural divisions, a legal adviser.

Orders for personnel must be registered. The registration book is used as the registration form. The registration book indicates: the date and number of the order, who signed the order. Due to the difference in the terms of storage of orders for personnel, it is recommended to number them according to the following rule. A letter designation is added to the serial number of the order (to distinguish it from the order for the main activity).

The information contained in orders for personnel (information about work and incentives) is entered into work books.

The order (instruction) on employment is one of the unified forms of primary accounting documentation, the application of which is mandatory for all organizations. (Appendix No. 1)

The order (instruction) on the transfer to another job (form No. T-5) is used when registering the transfer of an employee from one structural unit to another. To be completed by an employee of the personnel department in one copy. (Appendix No. 2)

The order (instruction) is endorsed by the head of the structural unit of the former and new place of work and signed by the head of the organization. Based on this order, the personnel department makes notes in a personal card, work book and other documents.

On the reverse side, marks are made about the undelivered property and material values ​​​​accounted for by the employee at the previous place of work.

The order (instruction) on granting leave (form No. T-6) is used to process annual and other types of leave provided to employees in accordance with the Labor Code, current legislative acts and regulations, collective agreement and holiday schedules. (Appendix No. 3)

It is filled in two copies: one remains in the personnel department, the other is transferred to the accounting department. Signed by the head of the structural unit and the head of the organization.

Based on the order to grant leave, the personnel department makes notes on the employee's personal card, and the accounting department calculates the wages due for the leave. When granting leave without pay, next to the indication of the number of days of leave, “without pay” is indicated. In the "Accrued" section in column 1, empty lines indicate the months for which wages were accrued.

4.3 Employee ID card

A personal card (form No. T-2) is filled in in one copy on the basis of documents (Appendix No. 4):

* passports;

* military ID;

* work book;

* diploma;

*Based on an employee survey.

Free rows can be filled with data at the discretion of the organization. After completing the section General information» the person applying for a job signs a personal card and puts down the date of completion.

Section 1 also indicates the names and dates of graduation from the second educational institution of higher or secondary vocational education.

When filling out section 2, it is written military service indicating the position.

In section 3, with each entry made on the basis of an order, the administration is obliged to familiarize the employee against receipt.

When filling out section 4 "Certification" of the personal card, all columns and columns are filled in. They indicate:

the date of passing the certification;

decision of the commission, for example: “transfer to a position”, “send for advanced training”;

The Reason column may be left blank. Alternatively, it may contain an order of the organization to send an employee for certification or an order to approve the results of certification.

Data on advanced training are recorded on the basis of documents submitted by the employee.

Section 5 "Professional Development" specifies:

start and end dates of training;

type of advanced training;

the name of the educational institution, the faculty of advanced training at higher educational institution, advanced training faculty at a secondary vocational educational institution, advanced training institute, advanced training courses at the ministry, advanced training courses at enterprises, research and design organizations, higher and secondary vocational education institutions, advanced training institutes and their branches);

type of document (certificate, certificate);

· the column "Basis" may be blank, or it may contain an order of the organization to send an employee for advanced training.

Similarly, section 6 includes information about professional retraining indicating the specialty (direction, profession) in which retraining takes place.

When filling out section 7 "Incentives and awards", it is necessary to indicate the types of incentives applied to the employee (both at the level of the organization and at the level of ministries and departments), as well as list state awards.

Section 8 "Vacation" keeps records of all types of vacations provided to the employee during the period of work in the organization. The basis for making entries are orders for the provision of vacations.

When filling out the vacation table on the basis of the order, only the start date of the vacation is entered. The end date of the vacation is entered after the employee returns from vacation. This is due to the fact that in the event that an employee is called from a vacation or interrupted, the “End Date” column will contain the date the employee leaves for work, and not the planned end date of the vacation by order.

In the same table, leave without pay is necessarily noted. It is taken into account when calculating the length of service, which gives the right to the annual basic paid leave, since, according to Art. 121 of the Labor Code of the Russian Federation, it does not include the time for granting unpaid leave to an employee if their total duration exceeds 14 calendar days during the working year.

Section 9 "Social benefits" should indicate the list of benefits and their grounds provided to the employee by the Federal Law, by-laws and local regulations of the organization.

Section 10 "Additional Information" is filled in necessary cases:

information about training at part-time (evening), part-time, external studies departments of institutions of higher and secondary vocational training(you should also put down the dates of receipt in educational institution and its end)

information about a working disabled person with an indication of a certificate, a disability group and the date of its establishment (change), the cause of disability;

conclusion of the expert commission on the conditions and nature of work.

After the employee is dismissed from the organization, entries are made in section XI of the grounds for dismissal, ”which indicates the decoding of the reason for the dismissal of the employee in accordance with the exact wording given in the Labor Code of the Russian Federation, the date of dismissal, the number of the dismissal order.

When closing the T-2 personal card, the personnel officer puts his personal signature with its transcript and indication of the position. The employee himself signs in the same way. The signature of the employee in this case confirms his agreement with all the entries made in his personal card.

4.4 Work book

According to Article 66 of the Labor Code of the Russian Federation, a work book of the established form is the main document on labor activity and work experience of an employee. During the entire period of the employee's activity in the organization, information about him is reflected in this document. (Appendix No. 5)

Working with work books and making entries in them are strictly regulated: according to Art. 66 of the Labor Code of the Russian Federation, the form, procedure for maintaining and storing work books, as well as the procedure for preparing work book forms and providing employers with them, are established by the Government of the Russian Federation.

Decree of the Government of the Russian Federation of April 16, 2003 No. 225 “On work books” approved the form of a work book, the form of an insert in a work book and the rules for maintaining and storing work books, preparing work book forms and providing employers with them. Decree of the Ministry of Labor of Russia dated October 10, 2003 No. 69 approved instructions for filling out work books.

According to these rules, the employer is obliged to keep a work book for each employee who has worked in the organization for more than five days, if the work is the main one for the employee. For an employee entering work for the first time, a work book is entered, which is filled out in his presence within a period of not more than a week from the date of employment. The employer-individual has no right to make entries in the work books of employees, as well as draw up work books for employees hired for the first time.

To prevent the use of fake work books, the Government of the Russian Federation ordered the Ministry of Finance of the Russian Federation to approve the procedure for providing employers with new forms of a work book and an insert in it, and employers to ensure accounting of work books, as well as forms of a work book and an insert.

The following information is entered in the work book:

About the employee

about the work they do;

about transfers to another permanent job;

on the dismissal of an employee;

grounds for termination of the employment contract;

about awards for success in work.

Information about penalties in the work book is not entered, except in cases where dismissal is a disciplinary sanction.

At the request of the employee, information about part-time work is entered in the work book at the main place of work on the basis of a supporting document.

All entries on hiring, transferring to another permanent job, dismissal, awards and incentives are entered by the administration in the work book after the order is issued, but no later than a week, upon dismissal - on the day of dismissal. Entries in the work book must correspond to the text of the order. Records on the reasons for termination of the employment contract must be made in strict accordance with the wording of the Labor Code of the Russian Federation or federal law and a link to the relevant article, paragraph.

When registering a work book, the title page containing information about the employee is first filled out. Surname, name and patronymic and date of birth are indicated on the basis of a passport or birth certificate.

Education - secondary, secondary specialized or higher - is indicated on the basis of documents (certificate, certificate, diploma). A record of incomplete secondary or incomplete higher education can also be made on the basis of relevant documents.

The profession or specialty is recorded in the work book on the basis of a document on education.

After indicating the date of filling out the work book, the employee certifies with his signature the correctness of the information entered.

The first page of the work book is signed by the person responsible for issuing work books, and after that the seal of the organization on which the work book is filled out for the first time is affixed.

Changes in entries in work books about the last name, first name, patronymic and date of birth are made by the administration according to last place work on the basis of documents (passport, birth certificate, marriage or divorce, change of surname, name, patronymic.) and with reference to the number and date of the documents.

These changes are made on the first page of the work book. One line crosses out, for example, the former surname and new data is recorded.

Recordings are carefully ballpoint pen, black, blue or purple paste.

In the case when all the pages of the relevant sections are filled in the work book, the work book is filled with an insert.

The insert is sewn into the work book, filled in and maintained by the administration of the enterprise at the place of work in the same manner as the work book.

An insert without a work book is invalid.

About each issued insert on the first page of the work book, a stamp is placed at the top with the inscription: “Insert issued” and the series and number of the insert are also indicated here.

With each entry made on the basis of an order in a work book or insert, on hiring, transfers to another permanent job and dismissal, the administration of the organization is obliged to familiarize the owner of the book (insert) against receipt in the personal card form No. T-2, in which be an exact entry from the work book (insert).

When an employee is dismissed, all work records made in the work book during his work in the organization are certified by the signature of the head of the enterprise or a person specially authorized by him and the seal of the enterprise. The administration is obliged to issue to the worker or employee his work book on the day of dismissal with a record of dismissal made in it.

4.5 Logs of accounting and control and internal official correspondence

Registration journals (books) are maintained in organizations to record personnel documentation (orders on personnel, work books, personal files, identity cards). The correct accounting of the document (with the assignment of a specific number and with a mark on the date of registration) gives it legal force (the force of evidence), with the help of which the employer can confidently win labor dispute with an employee.

The Human Resources Department maintains registration of personnel documents and uses the following registration forms or they are maintained by other authorized persons:

logbook employment contracts;

log of orders for the admission, transfer and dismissal of employees;

log of registration of orders for the provision of leave;

a journal of registration of orders on business trips of employees;

log of registration of travel certificates;

log of registration of service tasks;

log of registration of local regulations;

a book of accounting for the movement of work books and inserts to them;

income and expense book for accounting forms of the work book and an insert in it;

a log of registration of orders for incentives and imposition disciplinary actions;

a journal for issuing certificates on personnel;

· register of sick leaves;

· Journal of registration of accidents at work.

Forms of some magazines and books are approved by official bodies, while other forms are developed by the organization itself.

For example, the form of the book of accounting for the movement of work books and inserts to them was approved by the Decree of the Ministry of Labor of Russia dated October 10, 2003. No. 69. A log of personal affairs or a log of passing medical examinations does not have a recommended form, therefore it is developed by the organization itself at its own discretion.

When organizing the storage of personnel documents, their social and legal nature is primarily taken into account, since it is these documents that are mainly used to satisfy the social and legal needs of citizens (in particular, to confirm work experience).

Internal correspondence in the organization is used to document all personnel decisions. For example, in order to bring an employee to disciplinary responsibility, it is required to obtain explanations from the employee.

If we are talking about encouraging an employee, his immediate supervisor sends an idea to the head of the organization about encouraging the employee.

With the help of internal official correspondence, there is also an official exchange of views between the officials of the organization, between the officials and the management of the organization.

In this chapter, work was carried out to familiarize with the documents of the personnel service, as well as an analysis and description of these documents.

Conclusion

The scope and timeliness of all work depends on the provision of organizations with labor resources and the effectiveness of their use. Therefore, the role played by the personnel service in the organization is so important.

One of essential functions organization of the work of the personnel service - the function of accounting for documents regulating the implementation of all tasks facing personnel managers.

The problem of working with electronic information becomes relevant. Therefore, the first step in order to improve the personnel service is the introduction of information technology in management process, which will allow to create archives of electronic databases and combine streams of electronic documents.

The key to the success of the organization is effective staff, so specialists are in demand. Often, the HR manager becomes a conductor of new ideas, introduces the manager to advanced methods of personnel management, and solves all organizational issues.

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