General and specific proposals aimed at improving the work of employees. How to optimize the work of a department (universal algorithm)

Introduction

The most important condition for accelerating the socio-economic development of the Russian economy is the rational formation and effective use of human resources by an enterprise, which will provide it with personnel capable of solving assigned production and organizational tasks, as well as making the right decisions in extremely complex, unstable and rapidly changing economic situations.

The success of an enterprise (organization, firm) is ensured by the employees employed there. That is why the modern concept of enterprise management involves separating from a large number of functional areas of management activities those that are associated with managing the personnel component of production - the personnel of the enterprise.

Only personnel focused on continuous improvement will be able to adapt to changes in market conditions at the present stage. This circumstance increases the requirements for all personnel work at enterprises. The higher the level of human resources in terms of the totality of their professional knowledge, abilities, skills and motives for work, the more efficiently the enterprise operates.

The external environment, as is known, exerts certain pressure on the enterprise. Naturally, such a powerful external environmental factor as the global financial crisis could not but affect domestic business entities, especially those that work closely with Russian partners. Enterprises have found themselves in a zone of economic instability, which brings various kinds of problems to their activities: for example, a drop in sales, an increase in accounts payable, a lack of own working capital etc. In this situation, we can talk about the need to implement a certain set of anti-crisis measures at enterprises.

The HR department should also participate in the development of the enterprise's anti-crisis strategy. The HR department should also actively contribute to the implementation of the anti-crisis strategy, developing and implementing a set of special personnel measures within its framework.

IN modern conditions HR management services of enterprises need to focus on studying the labor market; preventing various conflicts in work collectives; work motivation; assessing human resources, developing and implementing a strategy for its development; formation of a real personnel reserve and career and professional advancement of employees.

Strategic goals for the development of human resources must correspond to the enterprise strategy, where the leading role is given to the individual development of employees.

In the conditions of market relations in labor economics, the mechanisms for the formation and development of human resources in the context of the work of specific enterprises require improvement, since the problem of the strategy for developing human resources for the practical work of personnel services is quite complex. Rational formation, effective use and reliable assessment of the personnel potential of an enterprise in modern conditions is difficult due to the lack of methodological developments in this area.

This determines the relevance of the chosen topic of the thesis.

The object of research in this work is the personnel of the open joint-stock company “Territorial Generating Company No. 14” (JSC “TGC-14”).

The subject of the study is the personnel management system at OJSC "TGC-14" as a specific area of ​​management, a set of rules, principles and technologies.

The purpose of the final qualifying work is to develop proposals for improving the personnel management system at OJSC TGC-14.

To achieve this goal, the following tasks are solved in this work:

Ї consideration of the theoretical foundations of enterprise personnel management;

Ї analysis of the personnel management system of OJSC “TGC-14”;

Ї development of proposals for improving the personnel management system at OJSC TGC-14.

1. Theoretical foundations of the personnel management system at the enterprise

1 Management system: role and significance, planning and formation of personnel composition and structure, principles and methods of improvement

Management activity is one of the most important factors in the functioning and development of organizations in a market economy. This activity is constantly being improved in accordance with the objective requirements of the production and sale of goods and services, the complication of economic relations, etc.

The change in the existing management system is generated by objective necessity and the laws of the market economic system, associated with the satisfaction, first of all, of individual needs, ensuring the interest of workers in the highest final results, and the use of the latest technologies.

A modern management system that meets the objective requirements of reality, logic and laws of the socio-economic process must be flexible and effective.

It should be noted that until recently the very concept of “personnel management” was absent in Russian management practice. However, the changes that have occurred in society in general and management activities in particular have not bypassed this area of ​​application of managerial work.

Personnel management today is of particular importance, since it allows us to implement and identify a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system.

HR managers are independent species professional specialists - managers, whose main goal is to increase the productivity of creative output and activity of personnel, focus on reducing the number of managerial employees, develop and implement a policy for the selection and placement of personnel, and resolve issues related to training and advanced training of personnel.

The tasks of managers include: making employees capable of joint action, as well as making their efforts effective and efficient.

In modern conditions, the motivation of personnel management has undergone significant changes: socio-economic and socio-psychological methods of personnel management have acquired predominant importance over administrative ones, management is now aimed at implementing cooperation between personnel and administration to achieve the intended goals, and the principle of collegiality in management has been developed.

The goal of personnel management was to encourage employees to develop their abilities for more intensive and productive work.

Increasing the efficiency of personnel management is achieved through the use of factors such as:

Ї good organization of workplaces,

Ї rational use of production space,

Ї systematic retraining and advanced training of employees,

Ї ensuring employment stability,

Ї development and implementation of various socio-economic programs.

The main goals of the personnel management system at the present stage are:

Ї provision of labor resources,

Ї organization of their effective use, professional and social development.

Modern concepts of personnel management are based on recognition of the increasing role of the employee’s personality, on knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.

The establishment of market relations was accompanied by a departure from the principles of hierarchical management, a rigid system of administrative influence, the creation of a new organizational culture, and the emergence of specific value systems. In Western companies, personnel policy has always been in the field of view of their management and today it remains one of the management priorities. The main goal of the personnel management system is to create effective motivation, provide the company with high-quality personnel, their productive use, professional and social development.

To effectively manage an organization's personnel, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign companies (such as General Motors, Ford, Toyota, Mitsubishi, Sony, etc.) pay great attention to strategic planning. Depending on the chosen goals, a strategy is developed - a program of action that determines the development of the organization (expansion of production of main products and its further promotion to already developed markets; development of new products and sale of them in the same markets; search for new sales markets; diversification of production and sales activities and etc.) and the corresponding management model.

Traditionally, strategy has been viewed as a multidimensional process related primarily to the external sphere of activity. Starting from the late 80s, the interpretation of this concept began to change: the strategy, reflecting the management philosophy of a modern company, is based on the recognition of the equivalence of external and internal factors.

Today it is generally accepted that its implementation largely depends on the personnel component. Optimal personnel policy from the point of view of the company's long-term objectives, personnel selection and motivation create conditions for making decisions that satisfy both the management of the enterprise and its employees. Moreover, if tactical steps can (and even quite often) lead to a clash of interests between management and the rank and file (payment of dividends, resolution of social issues), then strategic plans, on the contrary, unite them.

The labor management process can be divided into three components:

Ї attracting personnel;

Ї placement of personnel;

Ї employee motivation management.

Recruitment of personnel involves the following actions:

Ї determination of personnel needs;

Ї recruitment and selection of personnel;

Ї training and retraining;

Ї release.

Managing the determination of labor requirements is carried out using various means, including through planning, differentiating needs over different periods of time and adjusting the state of the labor force taking into account market conditions

Recruitment and selection of personnel are carried out by the enterprise itself or by special organizations commissioned by the enterprise. The management of these processes is based on the principle: not a person for the workplace, but a workplace for the person. The purpose of recruitment and selection is to provide the enterprise with jobs in the required quantity and quality, and the employee with work taking into account his training, abilities and inclinations, and, finally, capabilities.

Personnel selection and recruitment management is a carefully thought-out process carried out on the basis of the chosen enterprise strategy and measures to achieve it.

In efforts to attract personnel, an important place is given to training and retraining of employees, including by category. Training can take place both on site and outside of it.

Personnel release is the reduction of excess labor in quantitative, qualitative or territorial terms.

Personnel placement as one of the components of labor management includes:

Ї distribution of employees;

Ї controlling and personnel development;

Ї rotation and work enrichment measures;

Ї career planning;

Ї performance evaluation;

Ї management of employees;

Ї taking into account the influence of measures to manage work motivation.

The distribution of employees to jobs is made on the basis of their compliance with job functions, taking into account interests identified and studied during the probationary period or other methods, as well as taking into account external work conditions.

Personnel controlling is a modern concept of personnel management. It includes: firstly, developing a hypothesis for achieving economic and social efficiency of labor management; secondly, coordination of various measures of the enterprise’s personnel policy with policies, for example, in the field of technical modernization; thirdly, preparing information for making informed decisions.

Rotation, or a planned shift for a workplace employee, avoids the monotony of work.

Employee career planning is the advance planning of the development of a specific employee during his work at the enterprise, including the determination of the sequence of positions held by him according to the staffing table.

Employee performance evaluation is used both for organizational influence on them and for material reward.

Guidance of employees in labor management is carried out by influencing target attitudes and behavior in order to enhance the employee’s work, including in unplanned situations.

In the process of labor management, attention is paid to the hierarchy of subordination of personnel; centralization and decentralization of management are provided for, the competence of departments, services and each employee is determined.

Personnel management methods, depending on the adopted strategy, can be conditionally grouped as follows:

Ї administrative (focused on certain motives of human behavior - awareness of the need for work and labor discipline, a sense of duty, work culture, etc., directly influencing personnel through norms, orders, regulatory acts that are subject to mandatory execution);

Ї economic (indirectly affecting, based on material incentives for teams and individual workers);

Ї socio-psychological, based on the use of “formal factors of motivation - interests, needs of the individual, group, team.

Personnel policy- a mechanism for developing goals and objectives aimed at preserving, strengthening and developing human resources, creating a responsible, highly productive cohesive team capable of adequately responding to the constantly changing demands of the market - successful Western companies, which is complex in nature and includes many areas. This means: organization of new jobs taking into account the introduction of advanced technologies; preparation of personnel development programs that ensure the solution of not only today’s, but also future challenges of the organization by improving training systems and career advancement of employees; formation of motivational mechanisms to increase interest and satisfaction with work; creation of modern personnel selection systems; conducting personnel marketing; development of employment programs, social programs, etc.

Planning occupies a special place in personnel policy. His tasks include:

Ї determination of the quantitative and qualification composition of the required employees, methods of attracting them and the possibility of reducing excess personnel;

Ї maintaining staff knowledge in accordance with the requirements of the organization and ensuring staff development;

Ї calculation of financial costs for planned personnel activities, etc.;

Ї stimulating increased productivity and creating conditions for job satisfaction.

The success of human resources management directly depends on the level of qualifications of the personnel employed in the service. Domestic practice shows that the level of education, professional training and competence of personnel officers at state-owned enterprises is not high enough, the age composition is unfavorable, and the level of wages is low. The transition to joint-stock and private ownership led to an improvement in the quality of personnel in personnel management services, a rejuvenation of the personnel structure, an increase in the level of education and professionalism; accordingly, the perception of new ideas and methods of working with personnel have changed, and interest in the results of work has increased.

Personnel management of an organization is the purposeful activity of the management team of the organization, managers and specialists of departments of the personnel management system, including the development of the concept and strategy of personnel policy, principles and methods of personnel management of the organization. Personnel management is the formation of a personnel management system; planning personnel work, developing an operational plan for working with personnel; conducting personnel marketing; determining the personnel potential and personnel needs of the organization. Human resource management of an organization covers a wide range of functions from hiring to dismissal of personnel:

Ї recruitment, selection and reception of personnel;

Ї business assessment of personnel during admission, certification, selection;

Ї career guidance and labor adaptation;

Ї motivation of staff work activity and its use;

Ї labor organization and compliance with ethics business relations;

Ї conflict and stress management; ensuring personnel safety;

Ї management of innovations in personnel work;

Ї training, advanced training and retraining of personnel;

Ї management of business career and career and professional advancement;

Ї management of personnel behavior in the organization;

Ї management social development;

Ї release of personnel.

Personnel management of an organization provides information, technical, normative, methodological, legal and documentation support for the personnel management system. Managers and employees of divisions of the organization's personnel management system resolve issues of assessing the performance of managers and management specialists, assessing the activities of divisions of the organization's management system, assessing the economic and social efficiency of improving personnel management, and personnel audit.

In modern management, there has been a shift in emphasis from administrative and regulatory methods, focused primarily on achieving the goals of the organization, to more flexible, developing methods focused on the person in the organization and meeting his highest needs.

This change in guidelines in personnel management had a long history of previous evolution of the overall management of the organization. One of the first concepts of personnel management is based on the postulates of the “school of scientific management”, in which one of the main principles is minimizing investments in hired labor. In the 70s, the concept of “human resource management” appeared, which arose as a result of the synthesis of the schools of “human relations” and “behavioral sciences”, which made it possible to recognize the economic feasibility of investment in labor. With this approach, there is a direct dependence of the amount of income on the individual productivity of the employee, his creativity and self-realization.

The application of the concept of “human resources” requires the implementation of personnel and educational policies at the corporate and state levels. A corporation is a sociotechnical system. This approach allows us to imagine a corporation as a combination of two systems: technical and social, which carry out fundamentally different functional actions.

The actions of a technical system are predictable and controllable, since they represent the reaction of the control object to a command received from the control body.

The social (personal, human) subsystem is associated with the actions and reactions of people to management commands, which cannot be unambiguous and predictable. The effectiveness of this subsystem is initially related to the selection of personnel, i.e. personnel policy.

Ї establishing a clear procedure and regulations for defining goals and constantly clarifying the long-term and current tasks facing the department as a whole, as well as each functional management body and structural link;

Ї formation and continuous improvement of the organizational management structure, associated with clarifying the number of divisions and functional management bodies, regulations governing activities, formal connections between them regulated by legal acts, development of job descriptions and job models;

Ї continuous improvement of the conditions that determine the level of organization of workers’ work (increasing the degree of responsibility, enriching work, improving the organization of work and maintenance of workplaces, etc.);

Ї continuous improvement of the economic activity of the division, creation of the most favorable conditions for the optimal combination of collective, individual interests with the interests of the organization, by constantly updating incentive systems and standards;

Ї forecasting and planning the need for personnel whose qualifications and business qualities would meet the requirements, and ways to provide them with public service.

Each of the listed areas is included in the functional responsibilities of specific management bodies, but the personnel management service coordinates and directs their work.

The global goal of personnel management is the formation, development and implementation of the organization’s human resources potential with the greatest efficiency. This means improving the performance of each employee so that he optimally increases and uses his work and creative potential and thereby contributes to the achievement of a common goal, as well as supporting the activities of other employees in this direction.

1.2 Human resources: concept, composition, structure, goals

In connection with the economic reforms being carried out in Russia, one of the key factors in increasing the efficiency of an industrial enterprise is the attitude towards the enterprise’s personnel. In order to have highly qualified specialists who form the core of an industrial enterprise, and to create an incentive for them to work effectively, managers are forced to use a human resources management system.

In the context of the urgent need to intensify personnel policy, without which a way out of the socio-economic crisis of production is impossible, the issue of forming a program for managing human resources is growing into an urgent problem. The personnel potential of an enterprise, in our opinion, in the broad sense of the word represents the skills and abilities of employees that can be used to increase its efficiency in various areas of production, in order to generate income (profit) or achieve a social effect.

Personnel potential can also be considered in a narrower sense - as temporarily free or reserve jobs that can potentially be occupied by specialists as a result of their development and training. Human resources management should promote streamlining, maintaining quality specificity, improvement and development of personnel. When developing a management program, the need to highlight the concept of “long-term human resources potential” should be taken into account.

Long-term human resources potential includes workers who can solve production development problems. In this case, two main components of long-term personnel potential can be distinguished: current and target accumulative. Current personnel potential represents personnel that are initially considered by the administration solely to perform basic production operations. The targeted accumulative human resources potential is intended to solve problems of strategic development, expand production, and increase its competitiveness. This is a reserve that requires its own management system. It is not designed to solve common day-to-day tasks.

From the point of view of the process of formation and use, it is possible to expand the characteristics of long-term potential. Firstly, this is the human resources potential already partially created in the past, which is objectively necessary for the continuous current production process. Secondly, this is the increase in overall human resources that has taken place over a certain period of time. With a certain degree of convention, we can assume that this increase in human resources has not yet been fully realized and represents the most promising part of the overall potential. These characteristics of human resources play a role important role when developing a management program for it. First of all, this concerns issues of professional development and staff training.

The main provisions of the human resources management program are as follows:

Setting goals and objectives for human resources management. The main goal is to ensure the successful operation of the enterprise in a market economy. The following tasks can be set that influence the scale of human resources and its effective use:

Ї qualified personnel development;

Ї attraction of qualified specialists

Ї creating optimal conditions for efficient work of personnel.

Determining the content and participants of human resource management. A necessary condition for solving management problems is the presence of highly qualified personnel ready to acquire new knowledge. In this regard, the role of human resource management as a special type of activity is increasing, including: determining the need for personnel; attracting personnel and selecting them; personnel placement; training, retraining, advanced training; motivation for personnel development; assessment of management effectiveness.

The subjects of the human resources management process are: heads of enterprises, heads of structural divisions, personnel services, legal services, financial management (department), personnel training department.

Such construction of a human resources management system requires the implementation of specific functions by each of the participants in the management process. Thus, enterprise managers and line managers participate in planning the professional career of employees, creating motivating conditions for them, the financial department (management) determines labor standards, forms policies in the field of remuneration and the provision of social benefits. The personnel training department organizes training, advanced training and retraining of personnel in current areas of the enterprise’s activities.

The main content of the activities of personnel services has traditionally been personnel planning and professional growth, as well as identifying and solving social problems. At the same time, it turns out that the activities of all of the listed entities are scattered, scholastic, and episodic in nature. Coordinating the work of all participants in the enterprise within the framework of the human resources management program meets the goal - ensuring the successful operation of the enterprise in a market economy.

Conditions for increasing the efficiency of human resources management. The vastness of issues addressed by participants in the management process necessitates its optimization. Therefore, to improve the efficiency of human resources management, it is necessary to:

Constant participation in the management of not only personnel services, but also heads of structural divisions;

Їa clearer distribution of functions between all participants in personnel management and coordination of their actions;

Їcreation of an appropriate regulatory and methodological framework regulating the activities of each participant in the management process;

Determining priorities in working with human resources.

The efficiency of the enterprise directly depends on how human resources management is organized, which affects the success of each employee. Thus, the most important task of human resource management becomes the retention and development of personnel. This task includes:

Rational distribution of job responsibilities;

Professional and job promotion of employees, taking into account the results of an assessment of their activities and individual characteristics;

Regular professional development of specialists;

Їcreation of other conditions that motivate employees to work more efficiently;

Career planning.

Therefore, the human resource management policy should be based on three factors:

Їemployment of highly qualified specialists;

Їcreation of conditions conducive to professional development and retention of the most qualified, experienced workers at the enterprise or institution;

Improvement of management organization.

In the future, the task of managing human resources through the introduction of advanced technological procedures: personnel assessment and development of an information base for making informed management decisions becomes urgent.

Personel assessment. Research has shown that the most effective method of managing human resources is to evaluate it according to parameters that characterize the professional success of an employee. The assessment is applicable in such areas as: selection and placement of personnel, planning and support of the activities of specialists, training and advanced training of employees, formation and preparation of a reserve for promotion to a leadership position, improvement of the system of benefits, working conditions, etc.

The human resources management program does not so much contribute to the promotion of personnel as to its development and increase the effectiveness of professional development activities. Which in turn is the primary task of the enterprise’s personnel management service.

The personnel potential of an enterprise (from the Latin potentia - opportunity, power, strength) is a general (quantitative and qualitative) characteristic of personnel as one of the types of resources associated with the performance of the functions assigned to it and the achievement of the goals of the long-term development of the enterprise; These are the existing and potential capabilities of workers as an integral system (team), which are used and can be used at a certain point in time. Personnel potential is an integral part of the labor potential of an enterprise. In most economic sources, these terms are used as synonyms.

The concept of potential in this case is used in the sense of a hidden possibility, ability, strength that can manifest itself under certain conditions.

Personnel potential is understood as a measure of the abilities and capabilities of employees to materialize their knowledge and skills in order to ensure the viability and development of the company. Personnel potential is formed by the integration and dynamics of such moments and aspects of human life as personal properties; general performance; professional qualification knowledge, skills, experience; creative inclinations, ability and orientation of the individual. The reproduction and growth of human resources, as well as the degree of labor efficiency corresponding to it, depends not so much on any one element, but on their integration, as well as their balance both for an individual and for groups of workers.

Traditionally, the personnel policy at the enterprise is based on the promotion and training of the personnel reserve, which should be recorded in the enterprise standard for organizing the reproduction of management personnel. The system of postgraduate advanced training for managers and specialists is also aimed at this. Today this is not enough. The proposed view on staffing has a fundamentally important addition to existing practice and is addressed to the chief engineer of the company and the personnel service.

Personnel reserve and potential as characteristics of personnel are interconnected. It is clear that the difference between reserve and potential is productive with an emphasis on the dynamics of the company's production base to ensure the flexibility and reliability of management necessary in market conditions.

The personnel reserve, as is known, is considered to be the number of actually existing specialists employed in their positions and already prepared (or being prepared) to ensure that their competence meets the requirements of other, usually more responsible positions. The reserve is formed specifically for a given set of positions. Its function is, first of all, to ensure the reliability of the control system.

Personnel rotation is a mandatory and natural procedure for updating personnel through the institution of reserve. It serves the purpose of stable staffing.

Production dynamics make a requirement for personnel reservation: to ensure a reserve in advance of changes in the professional and qualification structure of personnel. And the more dynamic the production system, the greater the need for expanded reproduction of the capabilities, competence, and creative abilities of workers, their adaptability to new, unforeseen production conditions. This is an appeal to the potential of the staff.

The potential of a specialist reflects his personal capabilities, which are inherent in a person, and which can be used with the expectation of their expansion as they are used in a changing production situation. And then the personnel potential of the company is the personal capabilities available to the company’s personnel, which, when required by practice, can be reproduced, activated, and which can increase in accordance with the new requirements of this specific practice.

The need to reorient the policy of expanded reproduction of personnel potential, in addition to the simple reproduction of the personnel reserve for rotation, is associated with a sharp jump in requirements for initiative, entrepreneurship, and the ability to find new solutions in complex, unstable economic conditions.

If this position is taken as the initial one, then the staffing mechanism must contain elements tuned to the personal and personnel potential of the company as a whole. This is the basis for changing personnel policy.

It is logical to build a staffing system simultaneously and in concert with updating the organizational and technical basis of production in accordance with the company's strategy.

Personnel potential is an integral element of the enterprise management system. Its level depends on interrelated organizational, economic and social measures for the formation, distribution, redistribution of labor at the enterprise level, on the creation of conditions for the use and development of the labor potential of each employee. Personnel potential is formed by the state and the management of the enterprise and finds concrete expression in the form of qualified personnel for all management functions. Based on the above, there is a need to develop the personnel potential of the enterprise, which can be both external and internal.

The classification criterion here can be the orientation of human resources towards the enterprise’s own personnel or towards the external environment when forming personnel.

External personnel potential is characterized by the fact that potential employees have visible tasks and development prospects at any level. You can start working either from the lowest position or from a position at the senior management level. The company is ready to hire a qualified specialist if he has the desire to reveal his potential and work experience in related organizations. Such personnel potential is necessary for developing organizations whose main goal is to conquer the market, focus on fast growth and a desire to become a leader in our industry.

Internal human resources potential is characterized by the fact that the organization focuses on recruiting new employees only from the lowest official level, and the replacement of the reserve occurs from among the organization’s employees. Personnel potential of this level is applicable for enterprises focused on creating a certain corporate culture, developing responsibility, and involvement in business development. Consequently, personnel potential is not only the qualifications of personnel, but also their socio-psychological orientation.

This circumstance is indicated in the specialized literature, “the innovative nature of production, its high knowledge intensity, the priority of product quality issues have changed the requirements for employees, increased the importance of a creative attitude to work and high professionalism. This has led to significant changes in the principles, methods and socio-psychological issues of personnel management.”

In fact, human resources is a single system where the external and internal parts of personnel management must be balanced. In this case, there is a need for economic feasibility of investments associated with hiring, training and employee opportunities to reveal their talent.

In this regard, the following principles are proposed for human resource management:

Ї respect for the employee, his professional characteristics, moral and leadership qualities;

Ї the responsibility of each employee, that is, he must personally imagine what exactly he should do in the company;

Ї unity of command in the organization, that is, to know to whom the employee reports, what measures of responsibility can be applied to him;

Ї quality of work, while penalties should not humiliate the personal dignity of the employee, but show him the harm and consequences of his wrong actions;

Ї motivation, when all employees without exception should be rewarded morally and financially for their achievements.

The most relevant for small and medium-sized enterprises in conditions of fierce competition in the market is to carry out organizational changes when demand in the market decreases or increases. In this case, when selecting and hiring workers, the assessment of the personnel required by the enterprise should be carried out taking into account:

Ї their leadership qualities;

Ї the ability not only to implement, but also to design innovations;

Ї desire to develop criteria for the most promising business;

Ї distribute your potential among priority areas.

Thus, recruitment consists of creating a personnel reserve that is ready for any changes in the management system.

This type of recruitment method is more convenient, as it contributes to a more correct assessment, increases job satisfaction, and the employee correctly perceives the need for organizational changes. Promotion and horizontal movement of its employees costs the employer less. Incentivizing employees to improve their skills is no longer required, since the employee improves himself by participating in new projects. Internal recruitment methods are varied. This can be done using administrative methods. You can also inform all departments about open vacancies within the enterprise, bringing information to each employee. Offer to recommend one of your colleagues for a different type of work and at the same time give him a recommendation. This is advisable when the company is interested in retaining its staff.

If an enterprise needs to accelerate its development and requires new personnel, then recruitment from the external environment is used. For temporary and well-paid jobs, you can use personnel leasing. An agreement is concluded on the provision of workers for hire, which is based on the employment of workers for a certain time. Such an employee enters into a contract with the enterprise and is sent on a business trip for a certain period to meet the temporary need for personnel of a given profile.

Assessing human resources potential in market conditions is necessary to analyze the activities of an enterprise and develop appropriate development programs. At the same time, we cannot agree that any artificial methods and indicators (pure and conditionally pure products, standard processing costs, etc.) are not needed to determine the results of activities. They should be, but the assessment of potential must be complemented by the organizational culture of the organization. Labor efficiency depends not only on the individual himself, but also on the most complex group relationships within the enterprise. As noted by V.A. Spivak, organizational culture is “the environment, the atmosphere in which we are, everything that surrounds us, with whom (and who) we deal at work.”

Recently, there has been more and more talk about the corporate culture of an enterprise as an important lever for increasing the efficiency of human resources. The system of values, traditions and style plays a big role here.

relations between employees, between subordinates and superiors. An appropriate stereotype of people’s behavior in the sphere of work allows for better use of human resources.

Personnel potential, in combination with organizational culture, expresses the level of integration and professional maturity of the workforce in the process of implementing the mission and goals of the enterprise. This is because this combination of capabilities and culture is not rigid, like, for example, the organizational structure or budget of an enterprise. This is a synthesis for practical action.

An enterprise with high personnel potential and organizational culture will have such features as competitiveness, dynamism, a cult of employee development, a small number of management personnel and the friendliness of employees.

The organizational approach to the formation of human resources allows solving the following problems of the enterprise:

At enterprises, the personnel reserve is very often not legally and documented in any way. Consequently, career growth is unknown to employees, which reduces motivation to work.

The existing system of personnel selection and hiring is based on entrance testing or previous personnel certification. This is a rather subjective approach.

The adaptation system for new employees should provide for the specifics of the operations they perform. In modern conditions, enterprises either do not have it, or there is a standard one.

The HR department of enterprises poorly carries out marketing research into the human resources potential of the market. This either leads to a shortage of personnel certain qualifications, or to a high turnover of employees.

The normative consolidation of the enterprise's personnel policy is poorly implemented. Local legal acts of the enterprise are not consolidated into a single document, which complicates the operation of the system as a whole.

To solve these problems, the personnel potential of an enterprise must be formed not only on a functional basis, but also on an organizational basis. It provides for the reengineering of the functions of the enterprise's personnel services, the legal registration of the personnel reserve, the creation of an organizational culture and the development of a unified program for the strategic development of the enterprise's personnel potential.

2. Analysis of the personnel management system of OJSC "TGC-14"

.1 general characteristics OJSC "TGC-14"

OJSC "Territorial Generating Company No. 14" (abbreviation TGK-14, full name - Open Joint Stock Company "Territorial Generating Company No. 14") is a generating company created on December 7, 2004 on the basis of the generating assets of OJSC Chitaenergo and OJSC Buryatenergo. , the unification of which is due to the geographical proximity of the two regions to each other Russian Federation. OJSC "TGC-14" provides thermal and electrical energy to consumers in the Trans-Baikal Territory and the Republic of Buryatia.

OJSC "TGC-14" was created in accordance with the main directions of state policy on reforming the electric power industry and the Reform Project based on the decision of the Board of Directors of RAO "UES of Russia" (Minutes No. 176 dated September 3, 2004), the Order of the Board of RAO "UES of Russia" (No. 147 of December 3, 2004).

On December 2004, state registration of OJSC “TGC-14” was carried out, and on February 1, 2005, the Company began operating activities. As of February 1, 2005, the installed capacity was 646 MW.

On September 2006, the Interdistrict Inspectorate of the Federal Tax Service of Russia No. 2 for the city of Chita carried out state registration of the reorganization of the Company in the form of the merger of Chita Generating Company OJSC and Buryatgeneratsiya OJSC into it.

OJSC "TGC-14" is the legal successor of the affiliated companies in relation to all rights and obligations.

OJSC "TGC-14" includes six branches:

Ї “Chita Generation” (structural divisions: Chita CHPP-1 and CHPP-2, Sherlovogorskaya CHPP, Priargunskaya CHPP);

Ї "Generation of Buryatia" (structural divisions: Ulan-Ude CHPP-1 and CHPP-2, Timlyuyskaya CHPP);

Ї "Chita Energy Complex" (structural divisions: municipal boiler houses, heating networks);

Ї “Ulan-Ude Energy Complex” (structural divisions: municipal boiler houses, heating networks);

Ї "Chita Teploenergosbyt" (structural divisions: Chita branch, Sherlovogorsk branch, Priargunsky branch);

Ї "Teploenergosbyt of Buryatia" (structural divisions: Ulan-Ude branch, Timlyuy branch).

The main goal of creating territorial generating company No. 14 is effective work in the competitive wholesale electricity market and in the field of heat supply to consumers in the Trans-Baikal Territory and the Republic of Buryatia. The company was the first of all TGCs to begin its operating activities. In 2006, the reform of the Company into a full-fledged generating company was completed.

OJSC "TGC-14" is the main generating company in the Trans-Baikal Territory and the Republic of Buryatia. OJSC "TGC-14" strives to maintain and expand the company's position in the heat and electricity market, ensure a reliable and uninterrupted supply of energy to consumers, create conditions for the development of the company's investment attractiveness by increasing financial stability and increasing the market value of its assets, as well as the formation of the company , focused on introducing advanced technologies and improving business management systems, promoting the socio-economic development of the Trans-Baikal Territory and the Republic of Buryatia through a reliable and uninterrupted supply of thermal and electrical energy.

Strategic Goals

Ї Achieving high rates of sustainable development while ensuring system reliability and production safety.

Ї Increase in investment attractiveness and capitalization of the company.

Ї Formation of an effective investment policy of the Company.

Priority tasks

The main tasks, the solution of which is necessary to ensure the effective development of the Company:

Ї increase in production and sales of thermal and electrical energy;

Ї increasing the Company’s profitability by increasing operational efficiency, in particular, increasing the efficiency of technological and business processes, improving management accounting and reporting systems, modernizing equipment and reducing costs, as well as introducing an adequate motivation system for the Company’s management and personnel;

Ї increasing the efficiency of sales activities in the heat and electricity markets;

Ї active interaction with authorities executive power on issues of tariff policy, promotion of solutions that ensure the economic interests of the Company and regions of presence;

Ї improving the quality of corporate governance.

The authorized capital of OJSC "TGC-14" as of December 31, 2009 is 1,357,945,609 rubles 11 kopecks.

The main goal of the Company's activities is to make a profit. For this purpose, OJSC "TGC-14" has the right to carry out any types of activities not prohibited by law, including:

Ї supply (sale) of electrical and thermal energy at established tariffs in accordance with dispatch schedules of electrical and thermal loads;

Ї production of electrical and thermal energy;

Ї transmission of electrical and thermal energy;

Ї dispatch control and compliance with energy saving and energy consumption modes;

Ї ensuring the operation of energy equipment in accordance with current regulatory requirements, carrying out timely and high-quality repairs, technical re-equipment and reconstruction of energy facilities, as well as the development of the energy system;

Ї operation of energy facilities that are not on the Company’s balance sheet, under agreements with the owners of these energy facilities;

Ї operation, installation, repair of boilers and pressure vessels;

Ї provision of services for the sale of energy to energy saving organizations;

Ї provision of services for collecting funds from the population for services rendered public utilities to the population;

Ї ensuring the operability of electrical and heating networks;

Ї activities for the operation of electrical and thermal networks;

Ї operation of explosive and fire hazardous production facilities;

Ї security activities solely in the interests of one’s own safety within the framework of the Security Service created by the Company;

Ї organization and conduct of defense activities on issues of mobilization preparation, civil defense, emergencies and protection of information constituting state secrets, in accordance with the legislation of the Russian Federation;

Ї other types of activities not prohibited by the legislation of the Russian Federation.

2.2 Labor force analysis

Analysis of OJSC TGC-14's supply of labor resources

Qualified personnel are a necessary condition for an uninterrupted production process, ensuring coordinated and efficient work that guarantees the safety of train traffic. Sufficient provision of the enterprise with the necessary labor resources, their rational use, high level labor productivity have great importance to increase production volumes and improve production efficiency.

The main objectives of analyzing the use of labor resources are:

study and assessment of the provision of the enterprise and its structural divisions with labor resources in general, as well as by category and profession;

determination and study of staff turnover indicators;

identification of labor resource reserves, their more complete and effective use.

The provision of an enterprise with labor resources is determined by comparing the actual number of workers by category and profession with the planned need. Particular attention is paid to the analysis of the enterprise's supply of personnel in the most important professions and their qualitative composition.

Let's analyze the Company's supply of labor resources for the period 2007-2009. by category of workers, the results obtained are presented in Table 2.1.

Table 2.1 - Provision of JSC "TGC-14" with labor resources for 2007-2009

Categories of employees 2007 2008 2009 Deviation % plan fact to plan 2009 to report 2008 to report 2007 people % people % people % Total contingent, including 4912504757105577-13397,7-53090,5-66588,1PPP368237884205408 4-12197,1-29692,8-40290, 2AUR, including:1230125915051493-1299,2-23484,3-26382,4Managers616621693687-699,1-6690,4-7189,7Specialists555578752746-699,2-16877,5-19174,4C tuddling5960606001000100-198.3

According to Table 2.1, it is clear that in 2009 the actual number of the Company increased by 530 people or 11% of which 296 people were production personnel and 234 people were AUR. As a result, the level of staffing in the enterprise increased by 7% and at the end of the reporting year amounted to 98%. A positive factor is that the composition of the AUR is provided by 99.2% and the lack of personnel is only 12 people or 0.8%. A negative indicator is the lack of production personnel in the amount of 121 people or 2.9%.

The Company's staffing level increased by 439 units or 8%. The increase was due to an increase in the number of branches of Chita Generation (transfer of personnel from Pervomaiskaya CHPP LLC, in connection with the conclusion of a lease agreement), Chita Energy Complex, Chita Teploenergosbyt and Teploenergosbyt of Buryatia. Another reason for the increase in staff was the implementation of the Work Program to reduce accounts receivable for 2009.

Table 2.2 - Analysis of labor resources by employee categories for TGC-14

Category of employees As of 01/01/2008 As of 01/01/2009 As of 01/01/2010 number of people share, % number of people share, % number of people share, % Managers61612,562112,368712,3 Specialists55511,357811,4574613, 4Employees591,2601,2601,1Workers368275 ,0378875,05408473,2Total491210050471005577100

From the data in Table 2.2 it is clear that there was an increase in the number of workers by 296 people or 8% compared to 2008. The production contingent consists of 4084 people and accounts for 73.2%, the average number of AUR is 1493 people or 26.8%, including: 687 people - management, 746 - specialists, 60 people - employees, with a plan for the end of 2009 of 1505 Human. An increase in the number of employees in the reporting year occurred in each category of employees, except office workers. This is due to the fact that this category is 100% staffed. The change in the number of specialists by 168 people and the management team by 66 people increased the share of A&R in the structure of the enterprise by 1.8% compared to 2008.

Analysis of labor resources by age groups and gender

The age structure of the Company is determined by the formation of groups of employees of a certain age. The enterprise can distinguish seven main age groups of workers:

youth under 30 years of age;

persons from 31 to 35 years old;

persons from 36 to 40 years old;

workers aged 41 to 45 years;

persons from 46 to 50 years old;

persons of retirement age (over 50 years).

We will conduct a qualitative analysis of the personnel composition by age groups and gender; the data from this analysis will be reflected in Table 2.3.

Table 2.3 - Analysis of personnel by age groups and gender

Age category As of 01/01/2008 As of 01/01/2009 As of 01/01/2010 number of people share, % number of people share, % number of people share, % Men under 30 years 705148051610001831-35 years 4519467953810 Continuation of Table 2 .3123456736-40 years 36373868451841-45 years 42394198446846-50 years 5271151910495951-55 years 4891048110524956 years and older591125771163711Total:354972365472409173Women under 30 years23152655316631-35 years14931523167336-40 years16131683155341-45 years22452094 220446-50 years 28262765278551 and older 316632363506 Total: 136328139328148627 Total: 491250475577

Analyzing the personnel composition of the enterprise by age, we can conclude that the main contingent is young people who can quickly master new equipment and new technologies. The number of young people increased by 246 people or 3%. The share of youth under the age of 30 is: men - 18%, women - 6%. Consequently, the company has great potential for development. The smallest share is made up of women aged 31-45 years. The dynamics of changes in the number of personnel by age categories is noticeable in the increase in the share of men by only 1%, incl. men under 30 years old - by 2%, men under 35 years old - by 1%.

Analysis of labor resources by level of education

An analysis of the qualitative composition of personnel by level of education is presented in Table 2.4.

Table 2.4 - Personnel composition by level of education

Total employees As of 01/01/2008 As of 01/01/2009 As of 01/01/2010 number of people share, % number of people share, % number of people share, % 491210050471005577100 With higher education127826129626148827 Including managers4329employees2512301583workers390838682715With secondary vocational education141329143428140625Includingkers11342311522391816With secondary education222145231746265348Including90441employees110150120workers215844225045256046

Analyzing the level of education of the personnel of OJSC "TGC-14", we conclude that in 2009, compared to 2007, the share of employees with higher education increased by 1%, and the share of employees with secondary education increased by 2%.

The most important stage in the analysis of an enterprise's supply of labor is the study of its movement. The next step is to analyze the data on the movement of personnel of OJSC TGC-14 in 2009.

The movement of payroll employees is characterized by a change in the payroll number due to hiring and retirement for various reasons. In a statistical study of the labor force, the total volume of movement is determined, as well as the factors influencing it. For this purpose, absolute and relative indicators of staff turnover are established.

Analysis of labor flow indicators

Let us present data on the movement of troops for the period 2007-2009. for OJSC "TGC-14" in table 2.5.

Table 2.5 - Personnel movement for the period 2007-2009

Traffic category200720082009Total employees491250475577of which,60specialists554577746managers617621687Total accepted:90311281385of which,ers397286 Total dismissed:882993848of which,pecialists10210187managers6911049Total dismissed due to turnover631751685of which, workers50460574 managers 447 252 of them dismissed for civil service reasons, a total of 321416335 of them workers 222302260 employees 16611 specialists 494956 managers 345936 dismissed for violations total 110144138 of them workers 107139123 employees 001 specialists 227 managers 137

Let's analyze the intensity of personnel turnover using the following coefficients:

total turnover coefficient - the ratio of the number of hired and retired (dismissed) employees for all reasons during the reporting period to the average number;

hiring turnover ratio - the ratio of the number of employees hired during a period to the average number on the payroll;

turnover ratio for retirement - the ratio of the number of employees who retired during the period to the average number;

turnover rate - the ratio of the number of employees dismissed at their own request, for violation of labor discipline, in connection with a court order, etc., to the average number;

replacement rate - the ratio between admission and retirement rates.

Results of calculations of personnel movement indicators for 2007-2009. Let's summarize it in Table 2.6.

Table 2.6 - Intensity of turnover and staff turnover

Name of indicators 2007 2008 2009 Total turnover coefficient K about.about 0.360.420.40 Reception turnover coefficient K ob.pr. 0.180.220.25 Disposal turnover ratio K ob.v. 0.180,200.15 Staff turnover rate K tech 0.130,150.12 Short circuit replacement factor 1,001,101,67

As a result of the analysis, we conclude that at the end of 2009, OJSC “TGC-14” had the lowest staff turnover rate over the past 3 years. For the reporting year, this ratio was 12.28%, which is 2.6% less than in 2008.

The number of hired employees significantly exceeds the number of fired employees, which indicates an increase in the number of employees due to the expansion of production.

The turnover ratio for disposals tends to decrease, which is a positive factor. If in 2008 it was 0.2, then in 2009 it was 0.15.

The recruitment turnover intensity coefficient increases annually from 0.22 in 2008 to 0.25 in 2009, which confirms the fact that the number of personnel of OJSC TGC-14 is growing.

A constant increase in the replacement rate value from 1.10 to 1.67 indicates that the number of people hired exceeds the number of people leaving. Consequently, part of those hired compensates for the decrease in labor resources due to dismissal, and part of those hired is used in newly created positions.

Payroll analysis

Table 2.3.1 presents data for the analysis of the payroll fund for the period from 2007-2009. This table reflects the dynamics of the contingent, the average monthly wages and payroll fund.

Table 2.3.1 - Indicators for analyzing the wage fund for the period 2007-2009.

IndicatorsUnits amended Report 2007 Report 2008 Report 2009 Deviation, % 2008/2007 2009/2008 Contingent of people 4912504755772.710.5 Payroll fund thousand. RUR 10350601159320139509812.020.3 Average monthly salary RUR 1756019142208469.08.9

The table shows that at the end of 2009, the average monthly salary for the Company as a whole increased by 8.9% and amounted to 20,846 rubles. During 2007-2009, the average monthly salary increased by 3,286 rubles. The wage fund for the Company as a whole increased from 1,035,060 thousand rubles in 2007 to 1,395,098 thousand rubles in 2009, i.e. by 360,038 thousand rubles, which is 34.8%.

Labor productivity analysis

Labor productivity is the most important economic indicator that serves to determine the effectiveness (productivity) of labor activity, both of an individual employee and of the enterprise team.

Depending on the units of measurement of production volume, there are three methods for determining output: natural, cost and labor.

The natural method is the simplest and most reliable method, when the volume of produced products is calculated in physical terms.

The advantage of this method is the direct comparability of labor productivity indicators.

The cost method is that the indicator of labor productivity is defined as the ratio of manufactured products, expressed in monetary units, to the cost of working time.

The labor method, with scientifically based standards, accurately characterizes the dynamics of labor productivity. At workplaces, in teams, at production sites and in workshops when producing a variety of unfinished products, labor productivity is determined in standard hours.

Labor productivity is defined as the ratio of the volume of products produced and work performed to the number of workers employed in performing the work.

Table 2.4.1 - Dynamics of the volume of output, the number of employees and their labor productivity

No. Indicators Base 2008 Reporting 2009 Deviation 2009-2008% growth 1 Production volume, thousand rubles 339459935235941289953.82 Average number of personnel, people 5047557753010.53 Number of workers, people 37884084296 7.84 Share of workers in the total number, % 75.073.2-1.8- 2.45Average annual production, thousand rubles/person per 1 worker672.60631.81-40.79-6.1 per 1 worker896.15862.78-33.37-3.7

According to Table 2.4.1, we can say that production volume increased by 128,995 thousand rubles. due to an increase in the number of personnel by 530 people or 10.5%. A negative factor is that productivity indicators in 2009 are lower than in 2008 per 1 employee by 6.1% and per 1 production worker by 3.7%.

Let's calculate the substitutions:

PT2009=3523594/5577=631.81 thousand rubles/person.

PT2008=3394599/5047=672.60 thousand rubles/person.

PT =Q2009/H2008=3523594/5047=698.16 thousand rubles/person.

thousand rubles/person

Conclusion: by 25.56 thousand rubles/person. Labor productivity increased due to an increase in production volume.

thousand rubles/person

Conclusion: by 66.35 thousand rubles/person. Labor productivity decreased due to an increase in the workforce by 530 people.

Let's perform a balance check

thousand rubles/person

2.3 Analysis of personnel training

The purpose of training and development of personnel at OJSC "TGC-14" is to maintain the competence of personnel development to the level necessary to achieve business goals, including achieving high results in the field of product quality.

The following seven main stages are identified in the work on personnel training:

Ї setting learning goals;

Ї identification of training needs;

Ї determination of content, forms and methods of training and necessary resources;

Ї carrying out a set of preparatory measures, including the preparation of regulations and instructions regulating the process of training or advanced training of various categories of personnel, and the appointment of responsible persons, the formation of training groups;

Ї conducting training. Ongoing monitoring of attendance, ensuring uninterrupted implementation curriculum and providing students with everything they need;

Ї assessment of training effectiveness.

Training and development of the Company’s personnel is carried out in two main areas:

Ї targeted training of a potential reserve (future young specialists);

Ї staff training

In the first direction, the development of cooperation with universities and, above all, with the Energy Institute of Chita State University and the East Siberian technical university:

Ї selection of students is carried out for subsequent work at the Company’s enterprises:

Ї students undergo internships at the Company’s enterprises.

In 2008, 62 university students, 9 secondary school students, 37 vocational school students completed internships at the TGC-14 enterprises.

Young specialists with higher education were hired - 41 people, with secondary specialized education - 3 people.

In the second direction of personnel policy, the following activities were carried out: training, retraining, training for a second profession, certification, re-certification of workers from among the workers was carried out in the following specialties:

Ї boiler equipment operator;

Ї turbine equipment operator;

Ї boiler operator, turbine operator, electrician for repair and installation of cable lines;

Ї slinger;

Ї working cradles;

Ї overhead and gantry crane operator;

Ї boiler room operator (stoker), driver.

The training was carried out in specialized training centers, such as the Non-profit institution of additional education "UTs Perspektiva" in Chita, Educational and course centers of the Chita region, Ulan-Ude, Certification center "Svarog" in Ulan-Ude, Federal State Institution "Research Institute of In » Tomsk, Novosibirsk branch of ASMS Novosibirsk.

Professional training of managers and specialists was carried out in educational institutions of the Educational Center "UTs Perspektiva" in Chita, Educational Center "Accountant and Computer" in Chita, NGO ICC "Energis" in Ulan-Ude, NOU "Institute of Modern Transport Technologies" in Irkutsk , East Siberian State Technological University, Ulan-Ude, Methodological Center of the Ministry of Health of the Republic of Belarus, Ulan-Ude, TC "Irkutskenergo", Irkutsk, RP Sibirenergotekhnadzor, Kemerovo, JSC "SibKOT ES", Novosibirsk, NF ASMS Novosibirsk, TC "Energetik", Kirov, PEIPK, St. Petersburg.

Training outside the Company gives maximum effect only when its content is closely linked to the goals and strategy of the organization, when its results are in demand. Due to the relatively high cost of external training, enterprises use external training mainly only for training middle and senior managers. In many cases, it is very effective to send specialists to conferences, congresses or symposiums where problems affecting the activities of the enterprise are discussed.

To conduct training, a choice is made from two alternatives: look for teachers “on the side” or involve your own teachers in training staff.

Training of enterprise employees is not required constantly, but from time to time and for a small number, so you can afford to order this training in specialized organizations, working in the field of business education. If the task is to train a large number of employees on a regular basis, then the training of our own teachers is organized or relevant specialists (teachers, trainers, instructors) are invited to work on a permanent basis.

The place, time and duration of classes are established by order of the head. Responsibility for planning, organizing training and development of personnel lies with the head of the personnel department. Responsibility for determining the need for training lies with the heads of structural units.

Every year, managers conduct personnel analysis for:

Ї required and established number;

Ї qualifications;

Ї training needs based on changes in technology, technology, labor organization and production.

Based on the need, managers provide plans for professional training of personnel for the year to the personnel department, hereinafter referred to as the ORP, where a consolidated plan for the enterprise for the year is drawn up, approved by the director of the enterprise.

Advanced training is the main method of ensuring that the qualifications of workers correspond to the modern level of development of science, technology and economics.

Training and development of managers and specialists is carried out using the following types of training:

Ї preparation;

Ї retraining;

Ї advanced training

The purpose of training, retraining and advanced training is the acquisition and constant updating of professional knowledge, improvement of business and personal qualities in accordance with the requirements for the position.

Training of specialists is carried out in higher and secondary vocational educational institutions on the personal initiative of the employee or on a contractual basis between OJSC TGC-14 and educational institutions.

Retraining and advanced training are carried out through programs of additional professional education.

The referral of specialists for retraining is carried out on the recommendation of the heads of structural divisions of OJSC TGC-14.

Advanced training of specialists is aimed at expanding knowledge in their specialty, mastering new technology and innovative technologies, labor automation, ensuring the functioning of the quality and labor safety system.

Advanced training includes the following types of training:

Ї study of new equipment, technological processes, problems in the field of product quality, quality management system, economics, occupational health and safety requirements, Rostechnadzor rules, modern methods management and other issues related to the profile of professional activity;

Ї internship at leading enterprises, educational institutions and consulting firms of the Russian Federation in order to form and consolidate in practice the knowledge, skills and abilities acquired as a result of theoretical training, as well as for the purpose of studying best practices, acquiring professional and organizational skills to perform the duties of the job or higher position;

Ї self-education in order to maintain the level of qualifications by studying by managers and specialists new documentation, specialized literature, attending lectures and consultations with leading experts, participating in conferences, round tables, etc.

The purpose of professional training of workers is to acquire the knowledge, skills and abilities necessary to perform work in accordance with the requirements of the ETKS and workplaces.

Vocational training is provided in all available working professions. Vocational training consists of theoretical training and practical training.

Enrollment of students for vocational training is carried out by order of the enterprise management, indicating the timing, location of theoretical training, and the appointment of a theoretical training teacher and a practical training instructor.

Responsibility for the selection of theoretical training teachers, industrial training instructors and the organization of vocational training rests with the heads of structural units and the head of the PIU.

Professional training of workers is carried out using the following types of training:

Ї training of new workers;

Ї retraining.

Training new workers is training people who do not have a profession. New workers must undergo the first stage of professional training to the extent of the qualification requirements (according to the ETKS).

Considering the personnel training system at OJSC TGC-14, it can be noted that individual types of training are not considered in isolation from each other, because targeted training of qualified personnel requires close connection and coordination between all types of training.

The training needs of qualified personnel are considered differentiated, i.e. by target groups or target individuals in order to create a high-quality vocational training program for a specific employee. The main tasks are identified for individual target groups.

A serious problem for OJSC "TGC-14" is the retention of employees who have completed training. By investing money in personnel training, an enterprise thereby increases the value of its most important capital - people. But at the same time, the problem often arises that, having spent a lot of money on training, after some time you may not have a significant part of trained workers - they are lured away by other organizations. By saving on staff training, these companies are willing to pay higher salaries, provide a wider range of benefits, best conditions jobs or great opportunities for professional growth and advancement of employees. It turns out that the Company is training personnel for others and throwing money down the drain. However, most often it is not the competitors who lured the trained personnel who should be blamed, but themselves for the fact that the results of the training were not in demand, for the fact that the trained personnel were not encouraged to achieve a higher level of qualification.

A system of training and advanced training for an organization’s employees will be effective only if it is closely related to the most important areas of personnel management:

Ї labor motivation system (wages, bonuses, benefits, moral incentives, etc.);

Ї work with a reserve for leadership positions, personnel development programs, and the use of the latest methods of training and personnel development.

During 2009, 896 employees of OJSC TGC-14, or 16% of the staff, upgraded their qualifications, with the training plan being 807. Training costs amounted to 6,955.5 thousand rubles. Compared to 2008, in 2009 the number of employees who underwent training increased from 454 to 896, or 1.97 times, training costs increased from 2,500 thousand rubles. up to 6,955.5 thousand rubles. or 2.78 times.

During 2009, 6 educational seminars and training sessions were held for the Company's employees, in which 152 people took part, the cost amounted to 1,681 thousand rubles.

5,145 workers underwent production and economic training, and 279 workers improved their qualifications without interruption from production.

In addition, on the basis of agreements “On cooperation” between OJSC “TGC-14” and the State Employment Centers of the Trans-Baikal Territory and the Republic of Buryatia, at the expense of the active employment policy fund, 49 people improved their qualifications, the amount of reimbursed costs is 599.99 thousand rubles . According to the requests of the Society, the State Employment Centers trained 35 people in blue-collar occupations using funds from the State Employment Centers in the amount of 118 thousand rubles. In total, 980 people were trained and improved their qualifications at the expense of OJSC TGC-14 and State Employment Centers.

2.4 Analysis of staff motivation

Let's consider what elements of motivation are present in OJSC TGC-14.

The basis for stimulating the work activity of an enterprise employee is wages, which consists of a constant part of the salary (tariff rate) and a variable part, consisting of material and moral incentives.

Salary is important to everyone. It must be competitive with what the employee could receive elsewhere.

Salary only at the first stage is an incentive for productive work; over time, a person gets used to it, and it no longer has a stimulating effect on him.

When developing a program to motivate employees, management asked themselves what factors influence the level of achievement that an employee sets for himself, as well as the intensity of his efforts to complete the assigned tasks. And they came to the conclusion that the professional enthusiasm of performers depends, first of all, on four points.

Firstly, it is the employee’s confidence (or uncertainty) that his activity will lead to the planned work result - increased sales volumes, improved quality of customer service, etc.

Secondly, the degree of confidence that the successes he has achieved will not go unnoticed, but will be appreciated and rewarded by management.

Thirdly, this is the value in the eyes of the employee of the most expected reward.

Fourthly, the positive result of comparing your own encouragement and that of your colleagues.

Accordingly, employees will work “sloppy” to the extent that they feel uncertain about the ability to achieve the given results, doubt that their effectiveness will be noted and rewarded, and, finally, they low estimate the attractiveness of the expected “prize”.

An assessment of the degree of personal control over the situation and the absence of external uncontrollable interference also plays a significant role.

Based on these studies, management concluded that:

1. Work on motivating employees should begin from the moment they join the organization. When conducting introductory conversations with newly recruited specialists, they are informed about their expectations regarding their productivity, and a mindset for high achievement is formed in them as an indispensable norm of life of the company. From the moment of hiring, the “cost” of one or another of their inherent advantages is clearly discussed with the hired specialists, taking into account the company’s priorities. Also, in the future, the head of the department periodically monitors the opinions of his subordinates regarding the correspondence of the remuneration they receive to the weight of the contribution made.
2. Every leader needs to be a role model of confidence and enthusiasm for those around them. If the top person does not believe in the success of the formulated strategy or the achievability of the planned project, then one should not be surprised at the defeatist mood within his team.
3. Communication about existing difficulties and barriers should always be accompanied by specific proposals for overcoming them. The enterprise has introduced a “taboo” against statements like “We will not be able to influence the course of events.”
4. Since any team consists of people with different temperaments, the company tries not to give nervous employees tasks with a significant degree of risk and uncertainty. These people more than justify their presence in the company by diligently performing routine work that their more confident and ambitious colleagues disown.

The Company's management believes that the more current information about the company's activities and the reasons for making certain management decisions an employee receives, the more he satisfies the need for control, the more meaningful his activities become.

It is very important for managers to understand why subordinates behave the way they do, this gives them valuable information about what needs they want to satisfy in their work.

One of the important points in motivating employees is the stability of the company. This stability under any conditions plays an important role. Now these employees are ready to work “day and night” for the company that supported them in difficult times.

One of the priority areas of moral stimulation used at the enterprise is corporate culture.

Corporate culture is a system of beliefs, norms of behavior, attitudes and values, which are those unwritten rules that determine how people in a given organization should work and behave. We are talking about beliefs and values ​​that are shared, to a greater or lesser extent, by the vast majority of members of the organization.

The system of relationships that underlies corporate culture are those most important relationships that shape and determine the behavioral norms and work behavior of organizational members. These are, for example, the relationship of management to employees, the relationship of employees to management, the attitude of staff to work, the relationship of employees to clients, etc.

The presence of the entire complex of corporate style elements gives employees a sense of belonging to the company and a sense of pride in it. From disparate people, employees turn into a single team, with their own laws, rights and responsibilities.

Corporate social policy, being an element of corporate culture, implies the development and implementation of activities and programs that ensure social security and high social status of a company employee. It determines working conditions, corporate holidays, branded workwear and protection.

In order to develop motivation for effective work, in 2009, OJSC TGC-14 developed a bonus system for personnel of the Chitinsky Teploenergosbyt and Teploenergosbyt Buryatia branches based on key indicators for each position in accordance with the staffing schedule. In this regard, an adjustment was made to the Regulations on bonuses for personnel of OJSC TGC-14 - an appendix to the Collective Agreement for 2010. The average monthly premium for 2009 was 41%, for 2008 - 40%.

The company allocates a fixed monthly bonus fund for each branch in the form of a certain percentage of the salary fund for that department, which must be used entirely within the branch. Ideally, every employee should receive a bonus at the end of the month. This is possible if all employees of the department worked quite successfully within the framework of expectations from them. If one of the group members worked significantly better than the others, then by reducing payments to the rest he will receive more. Conversely, if one member of the department demonstrates behavior below the expected level, then the amount by which his payment is reduced is distributed among the others. These decisions are made by the head of the branch, in accordance with the assessment of the behavior of employees for the period, in accordance with the criteria identified at the stage of formation of the compensation system, such as being late, failing to complete orders, using working time to solve personal problems, etc. This, firstly, stimulates the expansion of the concept of “correct” behavior due to the emergence of competition between employees. Secondly, it avoids abuse and excessive payments.

As moral incentives for staff, the following is provided:

Ї adding a portrait to the Honor Board;

Ї awarding diplomas for various competitions;

Ї awarding State awards for a professional holiday;

Ї promotion to a higher position

The following social benefits are provided:

Ї paid vacations in the amount of 36 calendar days;

Ї additional days of vacation for harmful conditions labor and multi-shift work;

Ї maternity leave;

Ї parental leave;

Ї leave on Knowledge Day on September 1, in the event of the birth of a child, an employee’s marriage, the wedding of an employee’s children, on the occasion of the death of a family member and other leaves;

Ї paid sick leave certificates;

Ї one-time benefits for the birth of a child;

Ї childcare benefits for children up to one and a half years old;

Ї child care benefits for children aged from one and a half to three years;

Ї one-time payments associated with the birth of a child, wedding, retirement, death of relatives and friends;

Ї dismissal due to joining the army, etc.;

Ї 50% payment for the cost of consumed thermal and electrical energy;

Ї compensation for the cost of a voucher for sanatorium treatment up to 9 thousand rubles;

Ї percentage bonuses to wages for employees who have Honorary titles at all levels: industry, departmental, Trans-Baikal Territory and the Republic of Buryatia, OJSC "TGC-14";

Ї regional coefficient and percentage bonuses to wages for work experience in the Trans-Baikal Territory, the Republic of Buryatia.

As a result of changes made to the collective agreement, based on the results of work for 2009, without taking into account remuneration for length of service and remuneration based on the results of work for the year, payments under the terms of the collective agreement increased by 14,802 thousand rubles. or by 27%. The increase occurred in almost all types of payments for two reasons: due to an increase in the number of personnel of the Company and an increase in the amount of the following social benefits in 2009:

Ї the lump sum payment associated with the death of an employee has been increased compared to 2008, from 6,000 rubles to 9,000;

Ї monthly payments to non-working pensioners who have the honorary title “Veteran of Energy of JSC Chitaenergo”, “Veteran of the Buryat Energy System”, “Veteran of Energy of JSC TGC-14” increased to 300 rubles (previously 200 rubles);

Ї compensation to employees for the maintenance of disabled children in preschool institutions and the purchase of vouchers for them to health camps in 2009 is made in the amount of 2,000 rubles (1,000 rubles);

Ї compensation for the costs of maintaining children in municipal preschool institutions for families with three or more minor children in the Collective Agreement for 2009 is provided in the amount of 1,000 rubles, in 2007-2008. - 800 rubles;

Ї monthly compensation payments to employees on parental leave aged 1.5 to 3 years were made in the amount of 1,500 rubles in 2009, in 2008 - in the amount of 500 rubles;

Ї children's New Year's gifts in 2009 were purchased in the amount of 350 rubles, in 2007 - 250 rubles, in 2008 - 300 rubles.

In 2009, 103 employees were made healthier, and 927 thousand rubles were allocated to compensate part of the costs.

3. Proposals for improving the management system

.1 Suggestions for improving personnel training

The analysis of personnel training at OJSC "TGC-14" revealed the following shortcomings:

Ї the problem of retaining employees who have completed training due to lack of motivation;

Ї insufficient funding for training programs;

Ї insufficient frequency of training.

In order to eliminate the identified shortcomings, it is proposed:

Ї increase costs for personnel training;

Ї conclude an agreement for off-the-job training with a company that has more experience and more qualified personnel;

Ї develop an appropriate reward system for achievements or if the acquired knowledge and skills are found practical use. In this regard, it is advisable to form at different stages and constantly adjust the model of a modern specialist, the level of his qualifications and competence;

Ї pay special attention to the development and implementation of new training programs for middle managers and increase their share in the total number of students.

Ї increase the frequency of training of specialists according to the needs of the enterprise, so that the degree of annual training coverage of production personnel of various categories of workers is at least 30% of personnel from each professional group

Vocational training at many enterprises is not aimed at replenishing truly professional knowledge and skills, but only at obtaining the next salary category, increasing tariff rate after simplified formal certification procedures. At the same time, the real level of skill, on which the quality of work and the social protection of workers depends, is underestimated. There is a tendency for the development of functional illiteracy of personnel, while in market relations the tendency and development of demand in the labor market, focused on highly qualified labor, is expected.

You can often hear opinions that “why train employees if they later go to another company”? If people are interested in work, if they feel that the company’s management cares about them, if they see that the company is interested in improving their educational level, then this will only serve as an argument for the employee, on the contrary, not only to stay, but also to be interested at work. Because he understands: the company spends money on his training, but education is something that stays with a person for life.

If company employees are not interested in their work and do not like it, then no matter what salary they receive, they will still leave the company. And, conversely, if a manager wants his company to meet all the requirements of today, then his employees should not be subordinates, but his partners. But only well-educated and trained people can become partners.

So, in order to start training staff, it is necessary to solve the following problems:

Ї the need for training (how much the company needs to train employees, what goals the company pursues and the possibility of achieving them through employee training);

Ї what to teach (i.e. what topics for training are most relevant);

Ї who to train (the need to select the employee most suitable for training on this topic).

Among the many training options, the organization chooses the most optimal solution for each specific case. This means that completely different methods may be chosen to train employees. The most expensive training method is the least likely to succeed.

In times of crisis, HR also needs to reconsider its employee training funding policies. It is advisable to postpone investments in long-term personnel training until “better times” (an exception may be personnel that are especially valuable to the enterprise). This cost item can also be reduced by hiring your own trainers, as well as conducting internal training by your own employees who have sufficient experience and teaching abilities, especially for standard trainings and seminars regularly held at the enterprise.

3.2 Proposals for improving staff motivation

The analysis of personnel motivation at OJSC "TGC-14" revealed the following shortcomings - the lack of an analysis that would consider indicators of the quality of the enterprise's working life and monitoring of personnel satisfaction.

In order to eliminate the identified shortcomings, it is proposed to introduce a “Quality of Working Life Questionnaire” for the Company’s employees, Appendix E.

This questionnaire analyzes indicators of the quality of working life, which are quite extensive and often depend on the philosophy and economic well-being of the enterprise:

Ї positive impact on personal life;

Ї staff loyalty to the organization;

Ї lack of apathy towards work and personal life;

Ї development and effective use of personnel;

Ї participation of employees in the affairs of the enterprise;

Ї promotion based on merit;

Ї progress in achieving a career;

Ї good relationship with the boss;

Ї positive socio-psychological relationships in the group;

Ї respect for the person’s personality;

Ї trust in leaders;

Ї good working conditions;

Ї economic well-being of workers;

Ї positive attitude thoughts, encouragement of creativity;

Ї absence of excessive stress at work, etc.

According to the analysis of the survey, the management of OJSC "TGC-14" will be able to constantly monitor employee satisfaction with the quality of organizational working conditions.

Having analyzed the situation with the motivation and stimulation of the company's employees, we can say that in general the company's management makes a lot of efforts to ensure that the company's employees feel that the company needs them.

There are several important aspects, let's consider them.

Financial incentives:

Ї improving the remuneration system by differentiating the employee’s personal contribution, eliminating equalization in the distribution of the bonus fund, introducing modern methods of managing the quality of work (in accordance with labor costs and other professional achievements of the employee).

Ї When calculating various types of compensation, incentives and social security take into account not the salary, but the sum of the salary and bonus, enhancing the importance of the stimulating component of total earnings.

Ї Allowing staff to participate in the profits of the enterprise.

Ї Develop an objective incentive system for cost reduction.

Ї Develop a system of material incentives and large bonuses for managers at all levels in case of successful overcoming of the crisis.

Ї Develop an objective system of incentives for workers for working conditions.

Ї Develop an objective system of incentives for workers performing work of higher qualifications.

Ї The system of material incentives can also include bonuses for employees for rationalization proposals adopted and implemented, the main task of which is to involve employees in the restructuring of the enterprise. To do this, the HR department must develop a procedure for reviewing improvement proposals, criteria for their acceptance for implementation, criteria and amounts for payment of remuneration (for example, as a percentage scale of the savings obtained as a result of implementing the improvement proposal), etc.

Improving the quality of the workforce

Ї Develop and implement a reserve training system at all levels.

Ї Develop and implement a personnel training system when hiring.

Improving labor organization

Ї Plan and organize work to improve the organization of workplaces at all levels

Ї Setting goals by focusing on their achievement.

Ї Expansion of labor functions performed by one employee.

Ї Expanding the possibilities of providing a person with work that would provide the opportunity for growth, creativity, responsibility, including the functions of planning and control in his duties.

Ї Introduction of production rotation methods, which involves alternating types of work and production operations.

Ї Improving employee culture and business etiquette

Non-material incentives

Ї Expanding the participation of personnel in enterprise management, providing the right to vote in solving a number of problems.

Ї Development of cooperation between staff and administration.

Ї Stability of employment and official position, adoption of long-term labor management programs.

Ї Creating an atmosphere of mutual respect and trust.

Ї Creating conditions under which people would feel professional pride in their work.

It is clear that any systems, including the motivation system, are developed and implemented in line with the overall strategy of the organization. It should be remembered that the strategy itself is implemented at specific workplaces. A balance is required between the interests of the organization as a whole and individual employees. The motivation system must be adjusted and brought to the attention of each employee by line managers. Whether the proposed system will become a motivating factor largely depends on the approach of the line manager.

Every manager who cares about his staff must always remember:

Ї there cannot be an incentive system that motivates all employees equally;

Ї a specific incentive system should be developed for a specific person or a specific group of people with similar dominant needs (or general system must be individualized);

Ї monitoring the dominant needs and motivation of personnel is a necessary part of the enterprise’s activities.

Any incentive system has its own limits of influence on personnel, and this “limiting limit” is their motivation.

3.3 Proposals for the activities of the HR department

Measures to reduce personnel costs require a systematic approach from the HR department and take into account the total effects of the implementation of these measures both in the short and long term, since ill-considered short-term savings can lead to large losses in the future.

The fundamental steps to reduce personnel costs are the standardization of all items of personnel costs and strict control over the implementation of established standards.

It is possible to reduce the costs of maintaining workplaces, for example, by introducing limits on expenses for communications (calls to long-distance, international and mobile networks, Internet use), the use of company vehicles, etc.; as well as control over the use of other enterprise resources for business purposes (for example, copiers, printers, office supplies, etc.). Practice shows that the simple fact of having control over the use of enterprise resources for their intended purpose significantly reduces these costs.

It is necessary to strengthen operational control and discipline through the introduction of regular monitoring of workers' activities and tightening production discipline. It is also possible to identify inappropriate use of working time (for example, with the help of information technology at one of the enterprises it was revealed that employees of one of the structural divisions spend approximately a third of their working time on the Odnoklassniki website).

However, this measure is suitable mainly for lower-level workers and in relation to those employees who do not have a conscientious attitude to work, although in the future it is more expedient for the enterprise to get rid of such people than to waste its resources on controlling their activities.

In conditions of instability of the enterprise, employees lose confidence in the future, especially if wages are the main source of income for them and their families. People are afraid of the unknown and what they do not understand, therefore, in order to minimize the involvement of employees in discussions of various interpretations of what is happening at the enterprise, the personnel service needs to carry out painstaking, targeted information work in the team. In this case, it will be possible to avoid the negative impact of rumors, which worsen the production atmosphere and can cause mass layoffs. Honest information about the current situation in which the enterprise finds itself, and informing workers about plans for its recovery from the crisis, can even contribute to increased productivity. Employees' awareness of the affairs of the enterprise and awareness of their role in bringing it out of the crisis will contribute to increased employee trust in management and, consequently, greater support for anti-crisis measures.

Employees can be notified via:

Ї meetings/meetings (both scheduled and emergency);

Ї conversations with the director of the enterprise, line and functional managers, key specialists and employees of anti-crisis committees;

Ї internal corporate funds mass media(newspapers, magazines, website, in the form of email newsletters, through a corporate newspaper, information sheets and posters, etc.). This channel is more auxiliary than the main one, since it provides only one-way communication; communication through it can be used as a tool for preliminary informing employees, allowing them to prepare questions and proposals for the upcoming meeting.

When holding meetings and personal communication with employees, you can receive feedback from them, which helps to better understand the mood in the team and promptly solve the most important and pressing problems.

Along with explanatory work, it is also necessary to work with the emotional component of the team - to form and maintain among employees the belief in the temporary nature of difficulties and the possibility of successfully overcoming them. To do this, information messages can provide examples of how an enterprise has already successfully overcome difficulties; such facts can be found in the history of almost any organization. If there are no successful examples in the activities of the enterprise, then you can talk about cases of successful overcoming difficulties by other enterprises. It is also important to demonstrate to ordinary employees that the management of the enterprise is ready to share existing difficulties with them and this must be done not in words, but in deeds (for example, management must also demonstrate savings in their expenses, for example, traveling not in business class, but in economy class).

In order to retain qualified specialists, the management of the enterprise needs to show them that they are the ones who are counting on them in the process of overcoming the crisis. As a rule, employees who have established themselves in their profession value an individual approach, recognition of their uniqueness for the enterprise, and the financial side of labor relations is secondary for them (however, this only works in the short and medium term, but not on an ongoing basis). Lining up partnerships based on trust, openness of information and provision of new opportunities for career and professional growth are the main ways to retain valuable employees. It is necessary to regularly meet and talk with key employees, identify their needs and take action necessary measures so that they remain at the enterprise.

The HR service needs to remember that the success of bringing the enterprise out of the crisis depends on how actively, thoughtfully and purposefully it acts.

Studying the use of working time - determining its value and the causes of losses is one of the most important criteria for assessing the efficiency of the use of labor resources in an enterprise.

Table 3.1 - Use of the calendar fund of time of industrial and production workers at OJSC "TGC-14"

Indicators 2007 2008 2009 Deviation (+,-) in 2009 from the level of 2007 from the level of 2008 Number of man-days worked by workers 6447398717461080093+435354+208347 Number of man-days of absence from work, total 15898516356219 6343+37358+32781 including: annual holidays 106778109852138856+32078+29004study leave479210375-104+165additional leave-----illness 160301949127498+11468+8007other absences permitted by law329320743653+360+1579with permission of the administration3 09883072325018-5970-5705 absenteeism 14171212943-474-269 Number of man-hours worked 463545867681608224655+3589197+1456495

Work time actually worked by one worker in 2009 amounted to 265 days, i.e. 123.9% to the previous year's fund. Over the same period, absences and lost working time amounted to 196,343 days or 18.2% of the time worked. In 2008, they were equal to 18.8% of time worked, which indicates a deterioration in the use of working time. Absences permitted by law in the reporting period amounted to 13.2% of time worked and increased by 0.3% compared to the previous year. Lost working hours decreased by 1.0% compared to 2008 and in 2009 amounted to 4.9%.

Annual vacations have the largest share of lost working time - 70.7% in 2009. In the reporting year, these losses amounted to 138,856 man-days, or 34 days per worker. Lost working time due to illness amounted to 27,498 man-days or 14.0%, i.e. Each worker was sick 6.7 days a year. Compared to the previous year, the level of illness-related losses remained the same at 6.7 days. The number of absenteeism compared to 2008 decreased by 269 or 22.2%. The presence of absenteeism is an indicator of the efficiency of using working time, and a decrease in their number indicates an increase in the level of labor discipline.

Improving the use of working time contains large reserves for increasing labor productivity - one of the most important indicators of the efficiency of an enterprise.

To improve the use of labor resources, it is necessary to review their structure and develop measures to improve the use of working time. Particular attention should be paid to:

streamlining the practice of granting short-term administrative leaves without pay, since these leaves are often given without serious intentions;

studying each case of violations of labor discipline in order to strengthen it, using not only administrative measures, but also forms of both moral and material influence on its violators;

a thorough study (based on certificates of incapacity for work) of the nature of morbidity in certain groups of workers and the development on this basis of preventive measures (for example, to improve occupational health and safety, organization of dietary nutrition, etc.) to reduce morbidity.

Particular attention should be paid to the organization of production and labor, since adherence to the principles of rational organization of the production process is the basis for the normal conduct of financial and economic activities with the most favorable economic indicators. The main measures for the rational organization of production and labor are: division of labor and placement of workers in production; organization of workplaces and their maintenance; introduction of rational labor processes; creating a favorable work environment; organization of wages and material incentives; organization of industrial training; occupational health and safety.

The enterprise also needs to take measures to improve the production culture (maintaining order and cleanliness, organizing medical care, flower beds, lawns on the territory, etc.). These measures not only make human work easier, but also significantly affect economic indicators. For example, skillful organization of color environment and lighting can increase productivity by 15 - 25%. And vice versa, the dull, gray color of many rooms absorbs the lion's share of light (up to 80 - 85%). Color design will cost much less than losses from industrial injuries and decreased performance caused by the end of the working day. Establishing the correct science-based ventilation system helps increase labor productivity by approximately 15 - 10%.

Since labor productivity is one of the main indicators, we will calculate the impact of reducing working time losses on its change. Let us assume that when the system of providing leave without pay is streamlined, they will be reduced from 25,018 to 12,235 person-days. Eliminating absenteeism will reduce lost working time by 943 man-days, and the implementation of preventive measures, suppose, will reduce losses associated with illness by 6940 man-days. Thus, presumably the number of man-days worked increases by 20791 man-days (12783 + 943 + 7065), and the number of man-days worked by one worker per year will be 270 ((1080093+ +20791): 4084).

Since forecasting an increase in labor productivity, as a rule, is carried out through saving the number of workers, then in order to unify the accounting and analysis methodology, it is necessary to assess changes in labor productivity through saving numbers in connection with changes in each factor and its impact on labor productivity.

Let us analyze the influence of the above factors on the growth of labor productivity using the formula. Let us summarize the results obtained in a table.

where P is the increase in labor productivity, %;

E - labor saving, people;

H - actual number of personnel, people.

The set of proposed measures to reduce working time losses contributes to an increase in labor productivity at the enterprise by a total of 2.0%.

Conclusion

As a result of the thesis, an analysis of the personnel management system of OJSC TGC-14 was carried out and measures were proposed to improve it.

The first section of the thesis examined the theoretical foundations of the organization's personnel management system.

In the second section, to solve the assigned problems, the enterprise management system was analyzed, in particular:

an analysis of the supply of labor resources was carried out;

indicators of the movement of labor resources were calculated and analyzed;

the wage fund and labor productivity were analyzed;

systems of training and motivation of personnel are considered.

As a result of the analysis of the personnel management system and its assessment, a number of shortcomings were identified:

The problem is retaining employees who have undergone training due to lack of motivation;

insufficient funding for training programs;

insufficient frequency of training;

lack of analysis that would consider indicators of the quality of working life of the enterprise and monitoring of staff satisfaction.

In order to eliminate these shortcomings and improve the personnel management system, the following measures were proposed in the third section of this work:

Increase costs for personnel training;

Conclude an agreement for off-the-job training with a company that has more experience and more qualified personnel;

Develop an appropriate reward system for achievements or if acquired knowledge and skills find practical application;

4. pay special attention to the development and implementation of new training programs for middle managers and increase their share in the total number of students;

Increase the frequency of training of specialists according to the needs of the enterprise, so that the degree of annual training coverage of production personnel of various categories of workers is at least 30% of personnel from each professional group;

Introduce a “Quality of Work Life Questionnaire” to monitor the satisfaction of the Company’s employees;

7. improve the system of material and moral incentives for employees;

Improve the quality of the workforce and labor organization;

Develop and implement a reserve training system at all levels;

Plan and organize work to improve the organization of workplaces;

The HR department should develop and implement a program to reduce personnel costs and raise corporate spirit at the enterprise in times of crisis.

As one of the criteria for assessing the effectiveness of personnel management in this part of the thesis, the use of the calendar fund of working time by industrial production personnel was analyzed.

As a result of the analysis, proposals were put forward to improve the use of working time:

streamlining the practice of granting short-term administrative leaves without pay;

studying each case of violations of labor discipline in order to strengthen it and eliminate the loss of working time as a result of absenteeism;

a thorough study (using certificates of incapacity for work) of the nature of morbidity in certain groups of workers and, on this basis, the development of preventive measures to ensure a reduction in morbidity.

After determining the influence of each factor on reducing working time losses, we come to the conclusion that the set of proposed measures to reduce working time losses contributes to an increase in labor productivity at the enterprise by 2.0%.

Thus, based on all of the above, we can conclude that effective labor management can lead to changes in both the economic and social spheres of the enterprise.

List of sources used

management personnel motivation training

1 Goremykin, V.A. Economics of real estate: textbook / V.A. Goremykin. -

M.: Higher Education, 2008. - 808 p.

2 Podoynitsyna, G.V. Assessment of machines, equipment and vehicles: textbook. allowance / G.V. Podoynitsyn. - Chita: ChitGU, 2008. - 108 p.

Sycheva, G.I., Kolbachev, E.B., Sychev, V.A. Estimation of the value of an enterprise (business): Series “Higher Education” / G.I. Sycheva, E.B. Kolbachev, V.A. Sychev. - Rostov n/d: “Phoenix”, 2004. - 384 p.

4 Tepman, L.N. Real estate valuation: textbook. manual for university students studying economics and management / L.N. Tepman. - M.: UNITY - DANA, 2008. - 463 p.

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There are four prerequisites that are necessary in order to successfully implement the concept of lean manufacturing in the office. You should always remember them and implement them, no matter what stage of transformation you are at. Without them you will not succeed. Each of the conditions implies that you will try to understand your employees, explain to them the new principles of work and involve them in the implementation of the new concept. These four conditions represent the foundation on which everything else will rest.

Condition 1. Model “Behavior - Attitudes - Culture”

This condition will minimize staff resistance to change. The first step in implementing lean manufacturing principles is to change the behavior of your employees if you intend to create a culture of continuous improvement in all processes in your organization. Your employees need to understand that making positive changes (i.e. implementing lean principles) will help the organization succeed in the long term.

This condition will help your employees understand why the organization's operating procedures may not be entirely effective. As a company grows and its workload increases, reducing waste should become a top priority across all areas of its operations. Company employees must recognize that each type of administrative process incurs costs. In the section on the second condition, we explain how to convey to staff the need for change.

Condition 3. Seven types of losses

Lean manufacturing tools and principles help organizations identify and eliminate seven types of waste. The old saying, “You can't improve what you can't see,” can be rephrased as “You can't improve what you don't understand.” It is essential that employees gain basic knowledge about losses and learn to understand them.

Condition 4: Management Commitment

The implementation of lean manufacturing principles must occur from the top down. Senior leaders must be 100% committed to positive change in the company and 100% committed to creating a lean enterprise to maintain existing success or reach new heights. Collaboration between management at the head of the organization and employees interested in change is the key to ensuring that lean principles are not only adopted, but also become an integral part of the company's long-term development strategy.

Condition 1. Model “behavior - views - culture”

To be successful in improving any process, it is critical to understand the behavior and attitudes of the people working in the office or on a given task.

In the 1990s. In the USA, such concepts as “teamwork”, “autonomous work groups”, “employee involvement”, “empowered teams”, etc. arose. Autonomous work groups consisting of ordinary employees were supposed to change the organizational culture of companies. Strict control by managers became a thing of the past, and employees took more and more part in the management of the company. The idea was right, but there weren't enough tools to achieve the desired results. Nevertheless, during such projects we managed to learn a lot of useful things.

When introducing such concepts as “team leader”, “teamwork” and “autonomous work groups” into practice, people were faced with the question of what exactly should be done and how.

Empowerment alone (without special tools) did not bring the desired results. There were some successes, but they were not supported by anything and, consequently, the initiative quickly faded away.

The figure shows that American managers first tried to change the corporate culture, expecting a subsequent change in the attitudes and behavior of subordinates. When taking a closer look at lean manufacturing concepts and the Toyota Production System, the researchers discovered a completely different approach. They found that when lean manufacturing tools were used, people's behavior first changed as they sought to identify and eliminate waste. Once workers began to feel that they could control their area, reducing losses and making their work easier, their views changed: they realized the need for continuous improvement of all processes. Along with the views of each individual employee, the culture of the organization as a whole changed radically. The main principle of work was not identifying errors, but preventing them, which, in fact, is the essence of lean manufacturing.

The Behavior-Attitude-Culture model, which is based on the lean philosophy, is simple. Its implementation requires constant efforts from both management and ordinary employees. It is difficult to break habits that have developed at work. For an organization to grow, it takes discipline, determination and perseverance. The first small successes will serve as an impetus for changes in people's behavior and attitudes to changes in the entire organizational culture.

Possession of knowledge

Another important point regarding the traditional approach to organizing office work is that, as a rule, an individual company employee is the bearer of 80% of the knowledge about a particular process. This can cause problems if that employee gets sick, goes on vacation or business, moves to another job, or quits. In these cases, the job cannot be completed. Narrow specialization of personnel and concentration of knowledge in one or a few people can pose serious obstacles to the development of a company.

Since in cases where managers do not have the necessary knowledge (they do not understand a particular process well), they can only provide support to their subordinates, the effectiveness of the organization is compromised for the following reasons:

Building a lean office includes (but is not limited to):

1. The focus is on processes, not people.
2. Organizational knowledge is easily transferred from one person to another.
3. There is a detailed understanding of work processes, which allows for better control and continuous improvement.
4. Process knowledge is standardized to ensure maximum uniformity.
5. Losses are identified and eliminated as they occur (daily, hourly and minutely).

These five principles will allow an employee to better understand not only his own work, but also the work that his colleagues are doing. This ensures that process knowledge is shared within the group.

Change doesn't happen overnight. Any changes should be implemented in stages.

Stage one. Convince others and set the right direction

In most cases, company employees are the carriers of 80% of the information about processes, and managers (or the organization) - 20%. This step also explains why the organization should be the knowledge bearer. It may take up to six months to complete.

Stage two. Organize your workflow

Employees will control only 50% of process knowledge, while managers (or the organization) will control the remaining 50%. The tools will allow you to systematize the knowledge of employees and transfer it to the organization so that positive changes are felt by everyone. This stage can take from six months to one year.

Stage three. Save your results

At the third stage of the transition to creating a lean office, company employees will begin, unnoticed, to participate daily in the continuous improvement of all business processes. 80% of knowledge will now be structured within the new approach to work. It's hard to believe that 100% of process knowledge can be within an organization. At this stage, it is necessary to begin the process of gradual, systematic documentation of knowledge.

The key success factor when implementing the lean manufacturing concept in the office, as well as maintaining the achieved results, is continuous, daily improvement. As your employees' behavior changes, you will need to introduce rewards to recognize the changes. People who easily adapt to change will quickly accept the new system. They will immediately see its benefits. Those who adapt to change slowly may resist and cling to old principles. Be patient: sooner or later the new concept will speak for itself, and employees will feel its benefits. You cannot move to a lean office in one fell swoop. You need to take many small, gradual steps every day.

Condition 2. Economic justification for the transition to lean methods

For a company to remain globally competitive, managers need to focus on costs. Administrative, or office, expenses account for the bulk of the cost of a product or service. Administrative costs usually amount to 60-80% of the final price of the product. To remain competitive, companies are intensively reducing their administrative costs. Toyota has created a whole philosophy of cost reduction. Market conditions (the constant in the equation) determine the selling price. Cost and profit are variable quantities. The desire of companies to reduce internal costs served as an impetus for improving all business processes.

Thanks to the philosophy and tools of lean manufacturing, any organization can reduce its internal costs by eliminating waste and thus remain competitive in the global market. To eliminate waste in administrative processes, it must first be identified, and this requires a detailed understanding of what waste is.

Condition 3. Seven types of losses

The goal of lean manufacturing is to identify, analyze and eliminate all waste in the production process. Work to eliminate losses must continue every day, every hour, every minute. The new approach is also advantageous for the department and does not mean cutting people, but using their labor wisely and increasing its value for the organization. Therefore, company management may need to review the job content or job responsibilities of personnel so that they meet the principles of efficient production.

To better understand the concept of lean manufacturing, it is necessary to first understand waste. It is important to identify losses at the lowest level.

Wastes are all operations that require time and resources, but do not add value to the finished product or service. The consumer pays for value; Waste is any transaction your organization makes with a product or service that your customers may be paying for when they shouldn't be. As consumers become more and more aware of the true costs of goods and services, they expect companies to optimize their costs and eliminate waste. Customers demand stable prices and lower prices as a result of savings. The organization's losses have to be paid by consumers. As a result of all this we see that:

• the daily cost of treatment differs in different hospitals;
• the fee for processing a mortgage application, as well as mortgage rates, vary significantly among different lending institutions;
• there is a wide variation in tuition fees in higher education institutions;
• annual interest rates vary widely between credit cards;
• The price for a particular construction project offered by different contractors may vary significantly.

Such variability in all of these examples and many others arises from the amount of loss that is “acceptable” for an organization (regardless of how it is defined).

1. Overproduction

Doing a certain type of work before it is needed is a waste. This is the worst kind of waste because overproduction leads to other losses.

Examples of overproduction:

• compiling reports that no one reads and that no one needs;
• making extra copies of documents;
• sending the same document by email or fax several times;
• entering repetitive information into multiple documents;
• pointless meetings.

Tools to eliminate overproduction:

• takt time;
• pitch;
• standardized work;
• workload balancing;
• studying the need for a particular operation.

2. Waiting (time in line)

Any wait (for people, signatures, information, etc.) is a loss. This type of loss can be compared to a low-hanging apple that is easy to reach, pick and use for its intended purpose. We often don't consider the paper in the incoming tray to be a source of waste. However, remember how many times we go through this tray, trying to find something we need? How many times do you start something before you finish it? To get rid of this type of loss, you need to follow the “finished and filed (or thrown away)” principle.

Examples of losses of the second type:

• a large number of required signatures and permissions;
• dependence on other employees to perform any tasks;
• delays in obtaining information;
• software problems;
• task execution by different departments;

Tools for eliminating losses of the second type:

• pitch;
• couriers;
• document management system.

3. Movement

Any movement of people, documents, and/or electronic communications that does not create value is waste. This type of waste occurs due to poor office layout, faulty or outdated office equipment, and lack of necessary supplies. These losses are insidious and invisible in those office processes that have not been analyzed for possible improvements. Regardless of the industry, you can find employees in a company who appear “busy” but don’t actually add value to the product or service. Lean manufacturing tools can help you identify, reduce and/or eliminate Type 3 waste.

Examples of losses of the third type:

• search for files on your computer;
• searching for documents in a file cabinet;
• constantly re-reading reference books in search of information;
• performance of one task by different departments in the absence of effective interaction;
• lack of responsibility for completing a task.

Tools for eliminating losses of the third type:

• standardized work;
• redevelopment of the workspace;
• pull system and supermarket;
• document tracking.

4. Moving

The unnecessary movement of documents affects the time required to complete any work in the office. Even with easy access to the Internet and email, clients are often sent documents of little or no value. To organize effective work, it is important to reduce or eliminate this type of waste, for which all work should be divided into sequential operations and located as close to each other as possible. If you cannot get rid of moving documents between processes, then it needs to be automated as much as possible. Ask yourself questions, for example: “Is the office layout optimal?” or “Is the transfer of documents from one stage of work to another automated?”

Examples of losses of the fourth type:

• sending unnecessary documents;
• too frequent registration of documents in progress;
• too many addresses in the mailing list;
• manual transmission of documents to the next stage of work;
• execution of one task by several departments;
• incorrect prioritization.

Tools for eliminating losses of the fourth type:

• uniform distribution of workload;
• value stream map;
• continuous flow;
• document management system;
• standardized work;
• means of visual control.

5. Overprocessing

Doing work that is not required by internal or external customers is the fifth type of waste. Excessive processing does not create value for the customer and the customer should not have to pay for it. In administrative processes, these losses are the most difficult to detect. To do this, you can ask the following questions, for example: “What basic operations need to be performed to satisfy the customer’s needs?” or “How clearly do we represent the needs of our customers?”

Examples of losses of the fifth type:

• duplicative reports or information;
• entering repetitive data;
• dissemination of false information;
• constant editing of documents;
• ineffective meetings and lack of agenda;
• lack of clear project planning.

Tools for eliminating losses of the fifth type:

• data collection methods;
• document tracking;
• standardized work;
• document management system.

6. Inventory (time)

Piles of papers, extra stationery, a large number of signatures on documents - all these are losses. They take up space and time. If the processing of a document is suspended until additional information (signature, etc.) is received and the situation changes, then the time spent on this document can be considered a loss. In an office environment, there are two main types of waste that can be classified as inventory: 1) office supplies and 2) time.

Examples of losses of the sixth type:

• documents awaiting someone's signature or visa;
• work that requires the completion of other processes to continue;
• outdated documents;
• outdated office equipment;
• insufficient training of support staff;
• buying extra office supplies.

Tools for eliminating losses of the sixth type:

• value stream map;
• standardized work;
• Kanban cards for office supplies;
• balancing the workload - heijunka;
• visual pitch;
• document management system.

7. Marriage

Losses due to defects include any processing that resulted in defects and additional processing necessary to eliminate them. A defect (both internal and external) entails additional document processing that does not add value to the product or service. It takes less time to do a job right the first time than it does to redo it. Correction of defects is losses that increase the cost of any product or service, and the consumer does not have to pay for them. Losses of this type can significantly reduce profits.

Examples of losses of the seventh type:

• data entry errors;
• errors in setting prices;
• transfer of incomplete documentation to the next stages of processing;
• loss of documents or information;
• incorrect information in the document;
• ineffective organization of files on a computer or folders in a filing cabinet;
• incorrect selection of employees to serve the client.

Tools for eliminating losses of the seventh type:

• ensuring predictable results;
• visual control means;
• standardized work;
• document management system;
• log of stops and unscheduled tasks;
• short organizational meetings;
• error prevention tools.

8. Irrational use of labor

In many cases, irrational use of labor is the eighth type of waste. People's labor is misused when workers perform tasks that do not require all of their knowledge, skills, and abilities to create value. A proper performance management system can significantly reduce this type of waste. Develop a corporate strategy and methods for assigning employees to those areas where they will bring the most benefit to the organization.

Examples of losses of the eighth type:

• violation of project deadlines;
• uneven distribution of workload due to insufficiently broad qualifications of personnel;
• frequent absenteeism and high staff turnover;
• inadequate performance management system;
• insufficient assessment of professional skills before hiring.

Tools for eliminating losses of the eighth type:

• accounting of work processes;
• standardized work;
• document management system;
• short organizational meetings;
• justification for the transition to a lean office.

Consider the following questions.

1. How can I convey information about losses to all employees of the organization?
2. What losses can be eliminated quickly?
3. What can you do to immediately improve customer satisfaction?

These questions will spark reflection for others and help you have a productive dialogue about loss.

Condition 4: Management Involvement

Companies such as Microsoft, Wal-Mart, Federal Express, GE and Nike have one thing in common, a very important feature - an undisputed leader at the head, whom others follow. Top managers Bill Gates, Sam Walton and Fred Smith are the core of their company. They are distinguished by exceptional insight, and it is they who have turned their business into an immortal empire.

John Maxwell, in his book “The 21 Irrefutable Laws of Leadership,” describes his first law, the law of the ceiling: “The ability to lead determines the level of effectiveness of a person (organization). Strong leadership greatly enhances an organization's capabilities. If leadership is weak, then the organization's capabilities are limited."

It is important to understand that the transition to lean management is impossible without the full participation of the company's management. When a CEO reads about lean in the Wall Street Journal on the plane back from vacation and tells his top manager, “There's something there,” that doesn't mean he's ready for long-term change.

The company's management should be driven by the desire for improvement. The top manager must take an active part in the implementation of new principles. Even if a business process reengineering pilot project involves three people, the company's top management should be involved. This participation includes:

• allocation of necessary resources;
• attendance at the kick-off meeting;
• consulting the team if necessary;
• showing interest in the team’s achievements and attending team meetings;
• rewarding the team based on work results;
• support for team members in case of difficulties.

This is by no means an exhaustive list, but it outlines key ways that company management can demonstrate its commitment to lean management.

Time frame

Transitioning to a lean office can take anywhere from a few months to a few years. This will depend on the following factors:

1. Organization size. The smaller the organization, the less time it will take. In large companies (more than 500 office workers) pilot projects should be started in one department first and then expanded to the entire company.
2. Availability of necessary tools.
3. Realizing the benefits. The reorganization of office work will be successful if the company realizes the need to train staff in related professions, cooperate between departments, attract generalists rather than narrow specialists, use organizational knowledge and encourage partnerships between managers and subordinates.

4.2 Proposals to improve the management structure

Making decisions to optimize the management structure is an integral part of management work and sooner or later it arises before every manager. And it must be performed at a high level, otherwise the cost of an error can be very high.

However, the current state of affairs in the entire economy of the country forces managers to worry mainly about the current state of their enterprise, without worrying about the prospects for its development. To make the decision-making process easier for the manager, there are specially developed scientific methods. These include modeling, that is, the process of building a model and using it to develop an acceptable solution.

It is with the help of the modeling process that we propose to modernize the current organizational structure of JSC Mariyskoye.

Work to improve the organizational structure should be carried out in the event that the organizational structure lags behind the phase of the company's development, a management crisis, which may be caused by a change in the external environment, a change in the strategic goals of the company, a change of owner and other factors. Indicators of such a lag may be:

Employees do not have a clear understanding of who is responsible for what, with whom and in what order to resolve current issues;

The relationships between departments and individual employees are not optimal, there are areas of “irresponsibility” or duplication;

The effectiveness of functional processes does not allow preventing negative results and improving activities;

The structure of the organization does not reflect the real processes of its functioning - the difference in administrative and functional subordination leads to overlaps and conflicts.

When forming an organizational management structure at an enterprise, one should be guided by the following basic principles: complete coverage of all functions of the management apparatus in organizations; no duplication of tasks at all levels of management; compliance with rational controllability standards; minimizing management costs; the allocation of independent divisions in organizations, taking into account the rational combination of administrative and economic methods and forms of management.

The management system of JSC Mariyskoye becomes the main resource of the enterprise, aimed at bringing those who make decisions closer to those who carry out these decisions. This, in turn, requires reducing the number of management levels in the organization and transferring responsibility to the lower levels of the hierarchy, located closer to the consumer and taking on the risk.

Improving the organizational management structure at JSC Mariyskoye is focused on finding the optimal solution between centralization and decentralization of power functions, which is due to the need to:

Respond promptly to changes in the external environment;

Free the General Director of Mariyskoye JSC from everyday, routine work related to the operational management of production;

Establish rational connections between links and levels of management at all levels; minimize the number of stages of the management structure;

Grant authority to solve problems to the department of the management apparatus that has the most information on this issue;

Increase the efficiency of decisions made.

Also, optimization of the organizational structure is aimed at obtaining additional profits associated with reducing unproductive costs, improving methods of interaction between structural divisions and generating additional profits.

Due to the restructuring of the current organizational management structure of JSC Mariskoye, it is planned to increase the main indicators of the effectiveness of the management structure. Thus, as a result of financial activities, it is planned to increase the amount of profit from sales of products, as well as net profit per employee of the management staff.

Based on the above, we will analyze the management structure of JSC Mariskoye. As already mentioned, the organizational structure is of the linear-functional type, that is, it is the most common. The ultimate goal of improving the management system at JSC Mariyskoye is to achieve higher returns and optimize management costs. Therefore, for the successful operation of an enterprise, it is necessary to create a management system using a functional approach. Organizing the structure along functional lines will help change the personnel motivation system so that each employee is more focused on results.

When studying the organizational structure of enterprise management, we came to the conclusion that the current structure can be made more effective. Thus, a distinctive feature of the structure in this organization is the subordination of three auxiliary areas - two warehouses (finished products and spare parts) and repair shops - directly to the director of the enterprise. Thus, the director must perform functions of control over ordinary functional units that are unusual for him.

Therefore, as measures to improve the structure and to optimize the delineation of job responsibilities, it is proposed to reduce the positions of warehouse managers, car garage managers, repair shop managers and other auxiliary workshops (6 people in total), combine these divisions into one - economic - department and introduce one chief position economic department, reporting directly to the director.

In addition, in our opinion, it is necessary to reduce positions by transferring their responsibilities to the head of the mechanization and electrification workshop, who partially performs them now.

The modernized diagram of the management structure is presented in Fig. 4.1.

Such a movement is rational because:

Firstly, it will remove the extra burden from the director of the enterprise, who, in fact, should not deal with issues of warehouses, auto garages, repair shops, but should only monitor their work and resolve general production issues;

Secondly, it will simplify the procedure for agreeing on contracts for the supply of enterprise products to consumers, which will be prepared not by the warehouse manager, but by the accounting department, while the chief accountant and director will check and endorse;

Thirdly, in this case it will be easier for the person responsible for supply to resolve various production issues related to the supply, accounting and storage of finished products, etc. etc.;

Rice. 2. Model of the proposed reorganization of the management structure of JSC Mariyskoye

Concentrating the management of all auxiliary farms in one department will lead to a reduction in the time required to coordinate the necessary decisions, increase the speed of response to problems that arise, and simplify the organizational structure.

Thus, the management staff will be reduced by 8 people, which is a significant saving even for such a medium-sized enterprise. Such a structure today will, in general, correspond to the tasks facing the enterprise.

Unfortunately, none of the newest organizational structures (matrix, divisional, market, etc.) can be implemented in the organization in question, because:

It lacks a sufficient number of qualified leaders and managers capable of correctly designing such a system;

Since CJSC Mariyskoye is an agricultural enterprise, in the current situation there is most likely no need to spend additional funds to finance these purposes;

Even if this project is implemented, the existing educational level of workers will not allow such a modern modernized structure to function effectively.

The procedure for improving the management structure

Performing management functions is possible using various forms of labor organization for employees of the management apparatus of organizations, expressed in various options for organizational management structures.

Therefore, there is a need to create the most effective organizational management structure, capable of ensuring timely adoption of high-quality management decisions and bringing them to the executors. The reorganization of the organizational structure is carried out to ensure the execution and management of the enterprise's production processes with maximum efficiency. Therefore, it is recommended to improve the organizational structure if the enterprise has a clear structure of production and business processes, which, in turn, correspond to the strategic goals of the company.

Since the improvement of the organizational structure of an enterprise significantly depends on the improvement of all production processes, the greatest efficiency is achieved if both works are carried out as an element, part of the work on the organizational development of the enterprise.

The process of developing decisions to improve the structure consists of several stages: recognition of the need for a solution, development of a solution and implementation of the solution. Paradoxically, most problems in organizations are not solved precisely because enterprise managers simply do not know about their existence.

In addition, a common misconception is that once a decision is made, it can be forgotten. In fact, it is still necessary to monitor its implementation and provide feedback, that is, adjustments to both the solution and the problem itself.

However, often in practice, especially in the conditions of the Republic of Mari El, it often turns out that not only middle and lower managers, but also directors of companies and owners of enterprises do not know decision-making methods. This is largely due to the economic and political heritage of the past, when the country was dominated by an administrative-command system, in which all decisions were made only by higher organizations and there was no place for initiative from below.

After deciding to modernize the current system, management needs to take the following steps:

1. drawing up a description of the existing organizational structure of the enterprise;

3. formalization and description of the modernized organizational structure of the enterprise;

4. development of an action plan for reorganizing the structure;

5. drawing up cost estimates for modernization activities;

6. providing new staff of specialists with appropriate funding;

7. assessment of the economic effect of modernizing the structure;

8. development and implementation of regulatory documents for this direction:

Regulations on the management structure of JSC Mariyskoye;

The procedure for developing, coordinating approval and updating regulations on departments (job descriptions);

Regulations on divisions, which will determine the goals of activity for each division, its contribution to the overall result of the enterprise, basic performance indicators specific to this division, as well as the procedure for interaction with other divisions of the enterprise;

New job descriptions for employees.

The description of the new organizational and functional structure of the enterprise must be clear and understandable. In this case, all functions that must be performed must be assigned to a specific position. Otherwise, some of them will be suspended in the air, and there will always be a rush in these places. This, of course, is not new: in order for something to be done, someone specific must be responsible for this matter.

It is necessary to strive to eliminate areas of “irresponsibility,” overlap or duplication of functions, and reduce the structural fragmentation of the company’s processes. For each function there should be only one service, one link, otherwise duplication of functions arises, leading not only to unproductive expenses, but also to inevitable shortcomings in management.

After the functions are distributed among services and the construction of hierarchical connections between them begins, it is necessary to take into account controllability standards: no more than six or seven objects should be subordinate to one manager. This will help improve the efficiency of management and coordination of the activities of structural units and employees, and improve the quality of interfunctional interaction.

A clear distribution of responsibilities for the implementation, control and management of internal operations of the enterprise is carried out by assigning responsibilities to employees in regulatory documents, for which it is necessary to develop new job descriptions and a list of personnel responsibilities in the new structure.

It is also necessary to select appropriate specialists who will work as prescribed by the functions assigned to them. And for this they must have the appropriate qualifications.

In practice, achieving ideal efficiency is almost impossible. It can be achieved at the stage of introducing new equipment and technologies. And in this case, implementation should be accompanied by some reduction in efficiency, followed by its adaptation and stabilization. Therefore, it is also important not to limit ourselves to the one-time construction of a new structure, but to continuously monitor the implementation of the structural scheme.

An assessment of the effectiveness of a particular decision on the structure of the managed system should be made taking into account the established criterion for the economic efficiency of improving the management structure in organizations.

The management system of organizations is an information and management environment, since both the subject and the result of the work of management employees is information. Information and decision making are interconnected by a complex system of direct and feedback connections. The capabilities of decision makers when processing information have qualitative and quantitative indicators.

Existing approaches to assessing management effectiveness mainly characterize organizational system management based on a comparison of the indicators of the current or projected structure with a standard organizational structure.

In addition to indicators related to comparison with the regulatory framework, cost indicators such as labor efficiency in the organizational structure and so on are widespread. However, assessing the effectiveness of enterprise management only based on economic indicators and the results of the team’s life activities is not entirely correct, since they also reflect the work of higher and lower-level managers. Therefore, indirect indicators are also used (degree of technical equipment, integral indicator of infrastructure, etc.).

To assess the economic efficiency of measures to improve the organizational management structure at JSC Mariyskoye, we use the traditional method of calculating efficiency, widely used in the economic literature.

Let's carry out comparative analysis economic indicators of the existing and modernized structure of this enterprise. The effectiveness of the current management structure at the analyzed enterprise, as well as the effectiveness of the management apparatus, is assessed by the following indicators (Table 4.1).

Table 4.1

Efficiency indicators of the current and modernized management structure of JSC Mariskoye

Indicators	structure	structure	Attitude
			fact.	%
1.Volume of products sold, thousand rubles.	417306	417306	0	100
2. Total cost of marketable products, thousand rubles.	388993	388993	0	100
3. Gross profit, thousand rubles.	28313	28313	0	100
4. Average annual number of workers in industrial production personnel, people.	1052	1052	0	100
5. Number of management employees, people.	400	392	-8	98
6. Expenses for equipment maintenance and management, thousand rubles.	452	368	-84	81,4
7. Management costs, thousand rubles.	216	198	-18	91,7
8. Accounted for by 1 management employee
8.1.Sold products (page 1:page 5)	1043,27	1064,56	21,29	102,0
8.2.Gross profit (page 3:page 5)	70,78	72,23	1,45	102,0
8.3.Number of workers at the PPP (page 4: page 5)	2,63	2,68	0,05	102,0
8.4. Share of management costs in the total cost (line 7: line 2)x100%, in %	5,55	5,09	-0,46	91,7
8.5. Share of management costs in the costs of maintaining equipment and management (page 7: page 6)x100%, in %	47,79	43,80	-3,99	92,6
8.6. Management efficiency coefficient (page 7: page 1) x 100%, in %	0,052	0,047	-0,005	91,7

As we can see, with the modernized structure, almost all indicators of the effectiveness of the organizational structure have changed their meaning: the indicator of the amount of profit per one employee of the management apparatus and the share of management costs have increased; the number of PPP employees per 1 management employee and other indicators have increased, which can significantly improve the financial performance of the enterprise.

In general, the proposed modernization should lead to a more rational use of labor and financial resources, help improve connections between departments, especially between senior managers and lower levels, by eliminating duplicate connections from the structure.

In some cases, optimization of the organizational management structure can also cause an increase in current costs due to the redistribution of functions, and an increase in the workload of personnel in organizations is associated, as a rule, with an increase in stimulating factors. Therefore, it is advisable to include in the costs of developing and implementing measures to modernize the management structure:

1. an increase in wages and bonus payments to those specialists who will be assigned additional responsibilities, in proportion to the amount of additional workload;

2. costs for additional measures for social protection and ensuring further employment of those employees of the enterprise who will be released in the process of implementing a system of measures to improve the management system.

It should be noted, however, that if the restructuring of the enterprise's organizational structure had occurred earlier, the enterprise would have been able to achieve significantly better performance indicators.

Thus, the recommended measures to improve the use of labor resources will improve the quality of personnel work and improve the performance indicators of the enterprise. The use of various methods to improve the use of labor resources in the difficult conditions of the transition to a market economy can significantly increase the success of an enterprise and make the prospects for its development more certain.

conclusion

Labor resources are the main productive force of society. Labor resources include the able-bodied population, which has the physical and intellectual abilities necessary to produce material goods or to work in the non-productive sphere.

In the domestic literature on economics and labor statistics, the term “labor resources” is widely used, which arose in the first years of Soviet power. The concept of “labor resources” can still be found today. Sharing the basic essence of various concepts of labor resources, we believe that labor resources can be defined as a part of the country's population of a certain age that has the necessary physical development, health, education, and, as a rule, qualifications for socially useful activities.

A sufficient supply of enterprises with the necessary labor resources, their rational use, and a high level of labor productivity are of great importance for increasing production volumes and increasing production efficiency. In particular, the volume and timeliness of all work, the efficiency of using equipment, machines, mechanisms and, as a result, the volume of production, its cost, profit and a number of other economic indicators depend on the enterprise’s supply of labor resources and the efficiency of their use.

The main goal of organizing labor resources is to provide the enterprise with workers who meet the requirements of this enterprise, their professional and social adaptation.

The actual organization of the enterprise’s labor resources includes such actions as:

Hiring part-time employees;

Adaptation and placement of workers in accordance with the existing production system;

Training and retraining of personnel;

Career planning, formation of personnel reserve;

Labor stimulation;

Improving labor organization;

Caring for workers who find themselves redundant this enterprise according to the most various reasons.

The quality of labor resources is characterized by the general and professional ability to work, as well as the labor potential of employees.

In the field of use of labor resources main task is to ensure the efficiency of employment of the population, improving the quality and competitiveness of the workforce. The analysis of indicators of the use of the organization’s labor resources is carried out in the following sequence:

Analysis of the organization's staffing levels (by gender, by age, by profession and qualification, by marital status etc.);

Analysis of labor movement in the organization;

Analysis of the composition and structure of the organization’s personnel;

Labor productivity analysis;

Analysis of the relationship between the growth rate of average wages and average labor productivity;

Summary analysis of reserves for growth of output, by factors related to the use of labor resources.

The object of the study is the Closed Joint Stock Company "Mari". The main activity of the joint stock company in question is poultry farming.

Based on the results of the analysis of the organization of the use of labor resources of the enterprise, the following conclusions can be drawn.

In accordance with the Charter of CJSC Mariyskoye, the Company is managed by:

The supreme body of the company is the general meeting of shareholders;

Supervisory Board;

Director.

The links in the organizational structure of the main production of enterprises are production divisions: departments, production sites, workshops, teams, farms, units, etc.

Direct management of production sites at JSC “Mariyskoye” is based on a three-stage scheme: director - head of a workshop (site, division) - foreman (manager, senior foreman, etc.), i.e. management of primary production units is carried out through an intermediate link - heads of workshops and a workshop management structure is applied.

The average number of employees at the enterprise increased in 2006-2008. by 106 people, or 7.8%. This is a significant indicator for the enterprise and indicates that the enterprise is expanding its activities, attracting new workers and can provide them with satisfactory working conditions.

In the structure of workers, a large share falls on blue-collar occupations (mainly agricultural workers, machine operators, drivers, support staff), which increased over the period under review: in 2008 compared to 2006 - by 10.93%, and compared to 2007 year - by 0.69%. The share of employees during this period increased significantly more - by 41.84% and 18.8%, respectively.

At the end of the work, measures were proposed aimed at improving the use of labor resources. In particular, a model for reorganizing the structure, as well as measures to improve the use of available labor resources, are proposed.

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applications

Annex 1

QUESTIONNAIRE

applicant for the position of JSC "Mariyskoe"

1. Last name, first name, patronymic _________________________________

2. Year and place of birth _____________________________________

3. Home address and telephone number ________________________________

4. Education (educational institution, faculty, year of graduation)

___________________________

5. Specialty _____________________________________________

6. Work experience in the specialty ________________________________

No.	Name of the organization	Work period
1
2
3

7. Foreign language _______________________

Native fluent with a dictionary

8. Practice working on a computer

9. Number of absences at the last place of work (per year), reasons for absences _____

_____________________________________________________________

10. Address of the organization of the last place of work, telephone number, telephone number of the manager _________________________________________________

11. Motives for moving to another job _________________________

12. Marital status, children ________________________________

13. Desired minimum wage level ___________

14. Contact number ____________________

"____" ______________ 200 ___g. Signature _________________

APPENDIX 2

Rules for Expressing Approval by Managers

1. Approval should encourage correct behavior and show employees what the organization wants from them. The endorsement must reflect the core values ​​of the organization. If an organization proclaims teamwork, then first of all it is team results that should be encouraged; if the number one priority is high quality, then high achievements in this indicator should be celebrated. Endorsements should not be used as a means of recruiting supporters or other political objectives.

2. Real achievements and high contribution to the common cause should be rewarded, and not the employee’s promises or the manager’s expectations for him.

3. The form of praise should be consistent with the employee's achievement. For small successes, you need to praise the employee in private. This will show the manager that he appreciates his efforts and willingness to work hard. For major achievements, gratitude must be expressed publicly.

4. It is imperative to accompany public praise of an employee with some addition that is significant for him. An achievement worthy of public praise is best accompanied by a cash bonus, a valuable gift or additional vacation.

5. Employees should be thanked personally. Appreciation from management means a lot to employees, and this task should not be delegated to deputies. Much depends on how gratitude is expressed.

6. Approval from the manager should increase the self-esteem of the subordinate, motivating him to achieve new heights in his professional activities.

Sales is necessary for planning the trade operations of an enterprise in the short and medium term, drawing up cost estimates, inventory management, and profit planning. This issue should be given special attention due to its importance when assessing the effectiveness of sales activities. 1.3. A marketing approach to the development of a sales policy at an enterprise. Selection of the target market and its...

Higher needs develop in parallel and cumulatively and are controlled by human behavior at all levels of his organization, that is, there is a threefold nature of satisfying needs through material and non-material stimulation. 1.3. Models for stimulating internal motivation of workers In the West, there are many theories of labor motivation. For example, in the practice of American...

Continuous improvement is the improvement of an entire value stream as a whole or a specific process to increase value and reduce waste.

Even once a well-built production system does not guarantee constant good performance. And this is understandable, since the environment, both external and internal, is changing. Thus, a system that can quickly adapt to changes will be effective. environment. One of the important elements of such a flexible production system is working with improvements.

Continuous improvement is the improvement of an entire value stream as a whole or a specific process to increase value and reduce waste.

There are two levels of improvement:

• Improving the system or the entire value stream as a whole. Managers are responsible for this improvement.
• Improving a process or operation. This improvement is driven by teams and their leaders.

To decide where to make improvements, we use the value stream mapping tool we discussed in the chapter on COST LEADERSHIP. At the same time, analysis of the entire flow is always primary for us. It allows you to see all the processes in the flow, so that it doesn’t turn out that we start improving a process that should be excluded from the flow altogether, since it does not add value. First of all, those improvements are implemented that quickly give the greatest effect along the flow. Process improvements follow.

Handling suggestions for improvements

Perhaps the most common form of improvement in the Company is the organization of work with proposals for improvements. At TechnoNIKOL Company, employees from all departments are involved in working with proposals for improvements. Every year there are more than two proposals for each employee (P5 labor protection proposals are not included in these statistics). These are, as a rule, small improvements that do not require significant costs for their implementation, but the economic effect from them can be quite high.

Any plant employee can make a proposal to improve any process by filling out a simple form on paper and submitting it to the so-called change agent or his manager, or immediately filling out an electronic form on the Portal. All proposals submitted by employees are required to be registered on the internal corporate Portal. It is possible to set up an auto-informer for yourself and receive notifications about offers that may be of interest. Thus, all production departments have the opportunity to quickly receive information about all improvements and quickly adopt positive experiences. Working in a single information space has a colossal effect throughout the Company.

In the figure below is a fragment of the section “Improvement proposals” of the corporate Portal TechnoNIKOL:

Figure 1. Window of the TechnoNIKOL corporate portal “Rational proposals”

Figure 2. Autoinformer with received improvement proposals

For each proposal, the economic effect is calculated, including on the basis of which a decision is made on the priorities for the implementation of proposals. The motto of working with proposals for improvements in the company is: “Innovation before investment.” However, there are proposals that require investment and more complex development, possibly with the participation of a number of departments. Such improvements are implemented through the Company’s project office.

Project office

Since the end of 2010, the company has introduced a unified project management system for the company's production division. This system is designed to provide support for decision-making on project implementation, their compliance with the company’s strategic goals, optimal allocation of company resources, as well as transparency of project management and management.

In order to implement this system, a Project Office was created in the company - a unit that exercises control over the initiation, progress and completion of projects implemented in all divisions of the company, ensuring uniform requirements for project management, and also responsible for the development and support of the methodology project management in the production department.

The main tools of the Project Office are the Project Management Standard and the project management information system. The project management standard was chosen as the basis international standard PMBoK, which was adapted to the needs of the company.

The project management information system is based on SharePoint, where each project has its own node - site. This makes it possible for any project participant to have access to project information at any time and from anywhere globe, creates a unified information space, ensures transparency and relevance of all project documentation, as well as its further archiving.

According to the head of the Project Office, Maria Odintsova, the main advantages of the created system are as follows:

• clear decision-making rules, complete comprehensive preparation of information for analysis and decision-making on future projects;
• a common understanding of the rules and principles of project management;
• a common understanding by all participants of the tasks and content of the projects being implemented;
• creation of a vertical management/control of project implementation;
• introduction of a unified end-to-end technology for project implementation and project management;
• optimal distribution of company resources, streamlining information flows and document flow for project management, improving the quality of management documents and reducing the labor intensity of their preparation;
• ensuring interaction between project participants;
• accumulation and use of experience from previous projects, methodological basis for training personnel involved in project management.

Assault-breakthrough

One of the forms of carrying out improvements is also a group seminar on improvements, the so-called storm-breakthrough. We have already talked about the practice of its use, for example, for quick changeovers.

What is good about this method and when can it be used? This improvement workshop typically lasts five days, during which the team identifies and implements significant improvements to the process that do not require significant investment. The initiator of an assault breakthrough has the opportunity to receive “fresh blood” or a “clean eye” to improve the process. To do this, an improvement team is assembled from different departments, which includes both experts, operators and managers involved in this process, as well as employees who have nothing to do with the process. During a breakthrough, the team analyzes the process, designs an improved process, tests, and standardizes the new process. On the first day, participants study the problem where it occurs and possible ways to improve it. On the second day, after careful study and analysis, a brainstorming session is carried out, when all, even the most incredible, proposals are recorded. The third and fourth days are devoted directly to the implementation of improvements. After improvement, the process is standardized and the improvement team reports on the work done to senior management.

Figure 3. Carrying out an assault breakthrough

Not all improvements go smoothly; any changes require considerable effort from their implementers, as well as the ability not to give in to difficulties. There was a case when they began to introduce the “water spider” technology in Ryazan, a car running between warehouses did not always arrive on schedule due to traffic jams, etc. Naturally, such failures disrupted the terminal schedule of shipments at warehouses, complaints were received like for example: “There is our Russian proverb “measure twice, cut once”! Once paraphrased into “while you measure seven times, someone will cut”, it is used by some managers when solving important issues and implementing, among other things, lean production tools. As a result of this, mutants “milk spiders”, popularly known as “spidermen”, appear, shuttling between the factories of the Ryazan plant, who arrive at the plants outside the loading schedule, disrupt the existing rhythm of vehicle shipments, which entails downtime for both the “spiderman” himself and the machines. in pre-installed terminals.” After involving the dissatisfied in the improvement process according to the “criticize - suggest” principle, the negativity was removed and the system’s operation was gradually adjusted.

Getting people involved in improvements is not always easy. For these purposes, in addition to training in classrooms, on-site sessions on production organization are held, when plant employees travel to nature, where they are trained in modern systems and tools for organizing production using various gaming technologies. The entire staff is involved in this process, which is very important. This is especially important at the initial stage of introducing modern production management technologies, when it is necessary to convey to each employee the information that rationalization is now an integral part of the daily life of factory workers.

Below is an example of one of these games.

Game name:	Explain the LEAN term!
Goals and objectives:	1. Familiarization with lean production systems and tools. 2. Awareness of the need to apply lean production systems and tools in everyday work.
Game form:	group.
Number of participants:	2-4 teams of 3-5 participants.
Supporting materials:	colored markers for each team, A4 sheets, thick sheets of any format, on which definitions of the LEAN term are printed.

Methodology:

All participants are divided into teams.

Each team is given a sheet with a definition of the LEAN term (one of the lean manufacturing systems or tools).

The team needs to explain to all other participants what this term means in any way available to it (tell it, write it, sing it, dance it, etc.).

Preparation time is 10-15 minutes.

The winner is the team that best explained the meaning of the LEAN term they received (more clearly, more interestingly, more spectacularly, etc.).

All participants can act as a jury, expressing their sympathy for the teams they like with their applause.

Game options: You can hand out not unfamiliar or unfamiliar terms, but already known ones (it all depends on the level of training of the audience), and then the task is to present the intended term spectacularly and in such a way that the audience can guess what kind of term the team was depicting.

We talk about involving employees in improvement processes with the General Director of the Ryazan plant for the production of bitumen roofing materials, Alexander Zavyalov:

- How do you involve your employees in making improvements?

At the beginning of the year we hold a meeting where we set goals, and at the end of the year we always sum up the results. It is very important that all employees support the goals and objectives that the company sets. Over the past five years, we have exactly doubled production, while the number of employees has even decreased. This could not be achieved if people did not have a clear understanding of the direction in which the company was moving and were not aware of their personal responsibility for the results of their work.

I believe that every employee of the plant should be given the opportunity to influence the course of work processes, to see the results of the proposals made so that this process does not turn into another campaign, but becomes a daily practice. It is extremely important and necessary to cement this in the minds of people.

The anthem of the TechnoNIKOL company contains the following lines:

Forward, crushing barriers,
We took control of success
There is no main thing here, we are a team,
And together we are TechnoNIKOL!

- How is this process organized?

I consider the main work to increase engagement at the plant to be the creation of decent working conditions for employees, which provides them with a decent standard of living. For example, the plant carried out renovations and expansion of showers, toilets, dryers, and locker rooms for production employees. Today we can say with confidence that in this aspect we look, if not the best compared to the majority of production facilities in Ryazan, then we occupy one of the first places. In addition, work is underway to improve industrial sanitary conditions - regular and timely repairs are carried out, new, more efficient ventilation and aspiration systems are installed in production shops, because employee health and working conditions come first!

We also use non-material methods of motivation to increase involvement: a professional skills competition “Best Shift” is held monthly, production shifts compete with each other in production, quality and other indicators, the best shift is solemnly awarded with a pie, often I personally present a large sweet pie to the winners. At the end of the year, we sum up personal achievements and highlight the best in each department, rewarding people whenever possible. We pay for the plant’s employees to visit the swimming pool, and since 2015, also pay for the gym. We organize trips to the theater, hold informal meetings, celebrate anniversaries of work at the plant by presenting certificates and cash prizes. Anyone who has worked for 5 years receives a silver TechnoNIKOL badge, 10 years - a gold badge, 15 years - a gold badge with two specks of diamonds, and for 20 years of work a 10-gram gold bar is awarded. In the end, we just shake each other’s hands every day and congratulate each other on the occasion (happy birthday, birth of a child and other events). And in grief, we do not stand aside, we do not leave the employee alone with the misfortune.

- Who is responsible for the engagement process?

We successfully operate various groups, quality teams, improvement teams. At the head of everything is the director, then - according to the fact of ownership. I lead the work on improvements and everything related to them. There are five people in this group - two of my deputies, for safety and quality, and two of the youngest employees. These five are engaged in improving all processes at the plant, and I must say, the symbiosis of experience and youth gives good results.

Every morning, the entire management gathers, morning controlling is carried out, and until we analyze its results, the entire shift does not leave, because people are interested in ensuring that the identified shortcomings or problems do not recur in the future.

- Are there agents of change at your plant (in your SBU)?

Yes, these are the people who implement company policy. An agent of change cannot simply be taken and appointed; agents of change can only be people of a special type, who cannot be taken and raised in a factory if certain character traits have not been instilled in them since childhood. So I watch on TV the protests of soldiers’ mothers about hazing in the army, I remember my own army experience and ask the question - who did you raise? Someone who doesn’t wake up before ten o’clock in the morning, has never held a spoon heavier, has a paunch at the age of 18, is unable to sew on a button, and because of his negligence can let his comrades down? Shouldn’t you have raised a man who would have to protect and provide for his family, and be able to stand up for himself and for others? Of course, it is extremely difficult for such people, they suffer not only from their weather, sometimes they climb into a noose, unable to withstand the new conditions for themselves.

If a certain foundation is not laid by the family, school, or institute, this person will not become any agent of change. Because an agent of change must have an active life position, constantly learn something and have the ability to change from within throughout his life. Of course, this is difficult, but it also opens up new opportunities for a person. Agents of change always first become the first persons who recruit like-minded people, and they, in turn, pursue a policy of improvement and change.

1 Project Management Body of Knowledge PMBoK (Project Management Body of Knowledge) is the sum of professional knowledge in project management

2 SharePoint, or Microsoft SharePoint Products and Technologies, is a collection software products and components, which includes the following:

• a set of web applications for organizing collaboration;
• functionality for creating web portals;
• module for searching information in documents and information systems;
• workflow management functionality and enterprise-scale content management system;
• module for creating forms for entering information;
• functionality for business analysis.

3 “Water Spider” is a loading and unloading method developed by Toyota that allows parts, raw materials and materials to be delivered to each workplace. These deliveries are carried out by one employee, the so-called water spider, after a certain number of minutes. Applying this principle to the provision of goods and services allows the needs of many suppliers to be combined into a single integrated chain served by a single “water spider”.

4 Lean literally translated from English is “skinny, lean, lean, containing a small amount of fat” or “lean” from the point of view of production organization. Lean Production - lean production.

Not every businessman understands that his business is not only his clients, but also his team. After all, if there is no team that works directly with clients, then there will be no clients. In addition, people often come to a company to a specific manager. So, how to organize the work of the sales department so that the whole team works harmoniously for a common result. We'll talk about this in our article!

How to organize a sales department from scratch

1. Head of sales department. To organize the work of a sales department from scratch, you will need to find an experienced manager or a person who could become a manager and organize the work of the entire department. It is the manager who will hire staff and supervise the work of his subordinates.

2. Materials. The manager will also prepare all the necessary materials for new employees: information about the company, typical customer objections, materials about the company’s product, etc.

3. Analytics. To create a sales department from scratch and organize its work, the manager will need to track the KPIs of each employee and the department as a whole in order to see the dynamics of the development of the sales department.

This makes it easy to see weaknesses in a department that need improvement. Each employee must maintain his own reporting document, which reflects the number of calls to clients, the number of sales, and the conversion of the manager’s work.

And in order for your indicators to grow, use the following sales department management tools and recommendations.

Effective sales department management

1. Beginner's briefcase. When a new person joins a company, it is important that he organically joins the team, understands the essence of the matter as soon as possible and starts selling. Therefore, you should create a beginner’s portfolio that will contain all the materials necessary for study: information about the company, about the company’s product, typical customer objections and answers to these objections, examples of negotiations with customers, a reporting document for the manager, job description, you can also add the company’s mission and goals here.

2. Regular meetings. If you want to create a powerful sales team, then it is important for you to be aware of everything that is happening. Therefore, hold regular meetings with the sales department, at least once a month, discuss upcoming events, launches and listen to managers.

Perhaps they have some local problems that require your participation. After all, no one knows your product or service better than you, and no one can sell them better than you. Teach managers this. Regular meetings will increase the motivation of managers, which will only have a positive impact on the result.

3. Morning calls. Hold morning meetings to find out what plans and goals managers have set for the day and what tasks they need to solve. This will help you plan your day and results.

4. Use a CRM system. To track the effectiveness and activity of each manager, create a CRM system that will reflect all actions in the department, as well as record the results for each client.

Here you can track the work with each client individually, the plan for calling and meeting with the client, see the clients’ objections and listen to the managers’ calls. You can use Bitrix24, Trello, Megaplan as a CRM system. A CRM system will help you organize the proper functioning of your sales department. Here you will assign tasks to managers and monitor their implementation.

5. Brainstorm. When you build an effective sales department, you will one day realize that your employees know more about your business than you do, because they constantly communicate with your clients! Therefore, conduct regular brainstorming sessions with managers to get new ideas to improve the company's performance.

6. Create a system of incentives and motivation for managers. Managing a sales department is not an easy task, because you need to be able to find an approach to each employee and understand what motivation is especially important for him. For some, encouragement in the form of praise is important, others like to participate in competitions to determine the best manager of the month and receive bonuses, but money motivates everyone!

Therefore, it will be great to create a motivation system where people strive to make more sales. And to do this, you don't have to constantly kick them. They will simply know that if they complete a certain volume, they will receive bonuses.

7. Study calls from managers. Recordings of calls can show you the weak points of managers: somewhere the manager misunderstood the client, somewhere he did not have enough stress tolerance, and somewhere the client seemed ready to buy, but the manager turned out to be not so competent to bring the client to a deal. These things can be discussed at planning meetings, at general meetings and help managers cope with such moments.

8. Educate. When you find new information on sales or attend a course, be sure to share such tips with managers and train them. You will see for yourself how much stronger your team will become.

Try your hand at the 10-day business game “Your Start”, in which you will start making money from your business, using your talents and strengths!

9. Always stay in touch with sales managers. Running an effective sales team will take a lot of effort, but it's important to be there for your employees at all times, so stay in touch. Young managers who do not have sufficient experience in negotiations will probably ask dozens of questions, and the main thing for them is to receive timely answers and your help. Are you interested in sales? Then help them! There will be a lot fewer mistakes, you'll see.

10. Create “about the company” materials for the sales department. When answering the question “How to properly organize a sales department?”, you should prepare materials not only for newly minted managers, but also for those who have been on your team for a long time.

Employees need to know what’s new in the company, what new products are appearing, and what customers are becoming more interested in. Therefore, materials for employees should contain links to the company’s main products, product descriptions, customer objections and competent answers to them. Materials should always be replenished so that errors in similar situations are not repeated.

The sales department should first of all be aware of what is changing in the organization, because they are the face of the company!

A proper sales department is not a utopia, and it is based on 3 pillars: a competent system of motivating employees, training managers and analytics of department efficiency.

________________________________________________________________________________
Do you want to teach your managers to work effectively with clients - build loyal relationships and make more sales?

To do this, you will need to implement a tool such as a checklist for a sales employee. Therefore, read the article “Checklist for a sales manager” right now.

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