Work with the personnel of the enterprise is carried out by a specialized functional unit enterprises - personnel service.
Under functional powers of the personnel manager should be understood as the ability to influence employees who are subordinate to other line managers.
Structure personnel service may be different depending on the scale of the enterprise, the strategy and tactics of working with personnel.
For a small private enterprise, the most typical is the implementation of the functions of the personnel service by one employee or the combination of the position of a personnel officer with any other, for example, often the functions personnel office work performs the secretary, accountant, lawyer. And the functions of the personnel manager are taken over by the director of the enterprise himself - he selects the employees himself, assigns them a salary, decides for himself what refresher courses they need, etc. It takes a lot of his valuable time.
World experience shows that the presence of 50-70 employees in the organization can be considered a “critical mass”, at which there is a real need to create an independent structured personnel management with the help of a professional in the field of human resources. It is in this case that opening the position of a personnel manager is economically justified.
A medium-sized enterprise requires the creation of a group of personnel specialists (2-4 people) or a personnel department.
In a large industrial or commercial structure there is a need to create an extensive personnel management service in various areas of activity in the field of human resources, headed by the director of personnel or deputy CEO(Fig. 1).
At the same time, the HR Director personally supervises the following issues:
Philosophy and policy of the organization for work with personnel;
Organizational and functional structure of the organization;
labor law;
Links with professional associations, clubs;
Relationships with government, city, local relevant organizations.
Rice. 6.1- Organizational structure personnel management services
The activity of the personnel service of the enterprise is regulated Regulations on personnel service.
This provision includes the following sections:
1. General provisions - where it should be indicated that the personnel service is an independent structural unit of the management apparatus and reports to the head of the enterprise.
2. Department tasks- where the tasks for staffing, the formation of a stable workforce, reducing staff turnover and strengthening labor discipline are indicated.
The tasks of the relevant department (human resources department, personnel department, etc.) usually boil down to the following:
Development and implementation personnel policy organizations in accordance with internal company standards and modern concepts of personnel management;
Creation and maintenance of an information and analytical base for decision-making on personnel management issues;
Ensuring safe working conditions for employees of the organization, material and moral incentive their activities.
3. Department functions
The functions of the personnel department are determined on the basis of the tasks assigned to it. The typical main functions of a unit are:
Participation in the development and implementation of the goals and policies of the organization in the field of management by human resourses; development and implementation of a set of plans and programs for the development of the organization's personnel;
Forecasting and planning the need for personnel, participation in solving problems related to the satisfaction of each employee with the conditions, content and nature of work. Improvement quality composition personnel of the organization, creating conditions that stimulate the constant growth of professional competence;
Formation of a reserve of personnel based on an analysis of the general and additional needs for personnel and career planning policies (creation and continuous addition of an information database personnel reserve; organizing the recruitment of candidates; development of methods and methods for selecting candidates; development of processes for hiring and firing employees);
Organization of personnel training using methods for diagnosing and evaluating the effectiveness of personnel (organization of professional testing of new employees; organization of retraining and advanced training of personnel in accordance with market requirements and the needs of the organization; selection of personnel for training; development of training forms; development of adapted training programs; selection of teachers, continuous monitoring of the business and vocational education market);
Ensuring social balance, taking measures to maintain a favorable socio-psychological climate in the organization, conducting psychological testing of personnel, monitoring the adaptation of personnel in the organization. Increasing the efficiency of personnel work on the basis of rationalization of structures and staff, discipline management. Improving the organization of remuneration and incentives for employees of the organization (analysis of jobs; division of personnel into categories; development of forms and systems of payment; development of a compensation package; organization of the process of assessing the effectiveness of employees; control of promotions and rotation of employees). Ensuring compliance with labor laws in the work with personnel;
Continuous improvement of the forms and methods of personnel management based on the introduction of modern scientifically based, including computer, technologies for working with personnel, unification of documentation on personnel records management.
Implementation of consulting and preparation of recommendations to the management of the organization on issues of lawful protection against unlawful encroachments on the activities of the organization;
Organization of protection of life and health of employees and property of the organization, including fire safety, implementation of safety measures;
Carrying out representative functions on behalf of the organization during external organizations related to the performance of the tasks of the unit, the performance of the functions of the unit for public relations, the media.
4. Department rights- are expressed in the powers of the head of the personnel department and his employees, determined by job descriptions, which are approved by the head of the enterprise.
A list of such rights might look like this:
Make proposals to the management on improving the activities of the organization, other structural divisions. Participate in the preparation long-term plans development of the organization, drawing up its budgets;
Engage consultants, individuals and legal entities with the conclusion of contracts;
Request the necessary information to the extent necessary to solve the tasks of the unit;
Request necessary official documents within the established regulations and approved forms. Control the placement and correct use of employees, the state of labor discipline in the divisions of the organization;
Make proposals to the manager on encouraging or applying, in the prescribed manner, disciplinary measures prescribed by law to employees of the organization guilty of violating the law, decisions of the organization's management bodies, orders and orders of senior management and other regulatory acts of the organization.
5. Department Responsibility- stipulates the responsibility of the head of the personnel department, his employees, depending on official functions and the HR department in general.
Similar information.
"HR department of a commercial organization", 2011, N 11
In one of the issues of the magazine<1>we gave an example of the introduction of the norm for the number of employees of the personnel department and schematically showed the actions of the management of a commercial organization to determine the required number of employees of the personnel management service. (Guided by legal acts, it is more correct to call such a service the personnel department.) As we already noted then, labor rationing is a rather difficult task, since special methods containing rather complicated mathematical formulas must be taken as the basis for calculations. It is better to involve specialists in labor rationing in this work. To facilitate the process of developing and implementing standards, we bring to your attention information that allows you to properly organize the work of a personnel officer.
<1>See N 9, 2011, p. 16 - 23.
The category "personnel department employees" includes employees who professionally solve the problems of finding personnel necessary for the normal functioning of the organization, its distribution and placement, organization of training and retraining, etc. In the previous article, we talked about documents that set out the methods and formulas for calculating the number of specific categories of personnel department employees<2>. Recall that since the period when market relations began to operate in Russia, no new regulations related to the regulation of the labor of workers in this category have been issued. And in accordance with Art. 423 of the Labor Code of the Russian Federation legal acts issued before the entry into force of the Labor Code of the Russian Federation, including acts of the USSR, are applied if they do not contradict this Code. Moreover, they can be applied until such time as they are canceled or replaced by similar acts issued later.
<2>See Intersectoral standards, Standards for the number of employees of personnel training departments (bureaus, sectors) at enterprises, approved. Decree of the State Committee for Labor of the USSR, the Secretariat of the All-Union Central Council of Trade Unions of 06.07.1989 N 233 / 13-15, and the Norms for the maximum number of employees of personnel services and accounting departments of federal bodies executive power, approved Decree of the Ministry of Labor of Russia dated 05.06.2002 N 39.
Requirements for the labor functions of personnel officers
In part 2 of Art. 57 of the Labor Code of the Russian Federation established: if in accordance with this Code or other federal laws Since the performance of work in certain positions, professions, specialties is associated with the provision of compensations and benefits to employees or the establishment of certain restrictions, then the names of these positions, professions, specialties and qualification requirements they must comply with the names and requirements specified in the qualification reference books approved in the manner established by the Government of the Russian Federation. It follows from this that in order for an employee to successfully defend his rights in court or in the regulatory and supervisory authorities of the state in relation to the application of benefits, preferences, exceptions and privileges, it is necessary that in all documents reflecting him labor activity, replaced professions and positions corresponded to the names reflected in the proper reference books. This may be required, for example, in the event of a labor dispute over the right of an employee to provide additional leave, shortened working hours or the so-called preferential pension if you have the necessary length of service in certain professions and positions.
The main document used for this purpose is All-Russian classifier professions of workers, positions of employees and tariff categories(OKPDTR), which is an integral part unified system classification and information coding (ESKK) Russian Federation <3>. On the basis of this Classifier, numerous directories of positions of employees and working professions have been published, both related to specific sectors of the economy of our country, and being for certain categories employees uniform for Russian organizations all kinds of activities. According to the Classifier, employees and workers involved in varying degrees of work with personnel include:
- director of personnel and life;
- head of the department (department) of personnel and labor relations;
- Head of Human Resources and Labor Relations Department;
- head of the pass office;
- training engineer;
- engineer for training personnel for work at a nuclear reactor;
- personnel inspector;
- foreign navigation personnel inspector;
- psychologist;
- sociologist;
- physiologist;
- timekeeper;
- duty bureau of passes;
- checkpoint controller (working).
We will also need Qualification guide positions of managers, specialists and other employees (hereinafter referred to as the Qualification Directory of Employees)<4>, in which the following positions of personnel officers are named (in their hierarchical structure):
- Deputy Director for Human Resources;
- head of the personnel department;
- head of personnel training department;
- personnel manager;
- head of the pass office;
- HR Specialist;
- training engineer;
- psychologist;
- sociologist;
- physiologist;
- personnel inspector;
- duty bureau of passes;
- timekeeper.
Let's get acquainted with the standard requirements for the Qualification Handbook of employees to the volume of the labor function of certain categories of employees of the personnel department. Let's take into account that this unit can be called differently - personnel service, personnel management service, group of employees in HR management (from the English "human resources" - human resources, which implies the implementation of management functions by these employees). No matter how it's named structural subdivision, engaged in the registration of personnel for work, transfer, moving it within the organization, dismissal for various reasons and performing other responsibilities for working with personnel, all the requirements we consider apply to employees who are part of the above departments (services, groups).
In addition, we would like to draw the attention of readers to the fact that the HR manager does not refer to employees who are members of groups of specialists or technical performers, as most people think. commercial organizations, but to the category of employees from the group of middle-level managers (see Qualification Handbook of Employees).
To get an idea of the labor functions of personnel department employees, let's look at a few examples by comparing the job responsibilities of individual personnel workers.
So, based on the Qualification Handbook of employees, there are a number of differences in the nature and professional duties personnel manager(HR manager - human resource manager) and head of personnel department. The scope of work of the HR manager includes 13 official duties, while the head of the personnel department has 17 of them, moreover, more labor-intensive and providing a high intellectual load. Compare the responsibilities associated with the staffing process of an organization:
- The HR manager ensures that the organization is staffed with employees necessary professions, specialties and qualifications. The head of the personnel department performs a similar function in a slightly different way: he leads the recruitment of employees of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the organization, taking into account the changing external and internal conditions of its activities.
- The situation is similar with the obligation to introduce modern methods of personnel management. The HR manager must know the methods of processing information using modern technical means, communications and communications, computer science and use them in your work. And the head of the personnel department should not only know all this, but also be obliged to carry out work to update the scientific and methodological support for personnel work, its material, technical and information base; implementation modern methods personnel management using automated subsystems "ACS-cadres" and automated workplaces of personnel department employees<5>; creation of a data bank on personnel, its timely replenishment and prompt provision of the necessary information to users.
At the same time, the amount of knowledge necessary to fulfill the duties of the head of the personnel department includes 21 positions, and for the personnel manager - 18. There is no difference in the level of education: both must have higher professional education. But to fill the position of an HR manager, a preliminary two years of experience in senior positions is sufficient, and for the head of the personnel department, five years are required.
All the above data indicate that the qualification requirements, borrowed, as a rule, from the Qualification Handbook of employees and included in job description HR manager are sufficient for the head of the HR department of a small and medium-sized business entity. In turn, a separate position of the head of the personnel department is more inherent in organizations with large business projects and a variety of activities.
Unlike heads of personnel departments, specialists and technical executors for small and medium-sized businesses and large business organizations have identical rights, obligations and bear equal legal responsibility for the quality of their work. However, there are significant differences between them, which indicate that it is advisable to hire some specialists for the needs of small or medium-sized businesses, and others for large businesses. The criteria for introducing this or that specialist into the staffing of the personnel department is the degree of complexity of the tasks that he will face, the level of education required to solve them and, accordingly, the amount of remuneration for the volume and complexity of the work.
For example, it is inappropriate to invite a human resources specialist instead of an HR inspector to work in a small business organization: to fulfill the duties of the latter, much more high level knowledge than that of a human resources inspector to perform his duties, and the salary must correspond to the workload and level of responsibility. Therefore, for a small business organization, where the head of the personnel service may be a personnel manager, it is enough to have a personnel inspector on staff. This will save cash without compromising performance. But a large organization will need both specialists and HR inspectors.
The fact is that the minimum list of duties for personnel workers is the same for both small and large businesses, but this applies to identical requirements for reporting to the state and compliance with labor laws and the organization of office work in the field of personnel work. At the same time, large businesses have difficulty internal organization personnel work and the tasks facing the personnel service, exceeds the needs of small businesses several times. Therefore, it is advisable for large organizations to have both HR specialists and HR inspectors in the HR department, and for small organizations, a HR inspector is enough, who will solve all personnel issues.
To understand the differences in the volume and depth of the personnel tasks facing different business entities, let's pay attention to the qualification requirements for a human resources specialist and compare them with the requirements for a human resources inspector, taking as an example the requirements for their educational level and performance of work in one direction.
During the certification of personnel, the personnel inspector is only responsible for training required material for work attestation commissions. For a HR specialist - organization of work, methodological and Information Support attestation commissions and registration of their decisions.
The duties of the HR inspector include registration of the reception, transfer and dismissal of employees in accordance with labor law, regulations and orders of the head of the enterprise and maintaining other personnel documentation. And the duties of a personnel specialist are to perform work on staffing the organization with the required professions, specialties and qualifications and to participate in the selection, selection, and placement of personnel. He has no obligation to conduct design work, since they must be carried out by a personnel inspector.
All these differences are reflected in the qualification requirements of these workers. To fill the position of a personnel inspector, a secondary vocational education is required without presenting requirements for work experience. Primary vocational education is also acceptable, but with special training according to the established program and at least three years of work experience in the profile of work with personnel<6>, including at least one year in the organization. An applicant for the position of an HR specialist needs a higher professional education, but no experience is required (which does not exclude a one- or two-month internship under the mentorship of the head of the personnel service).
<6> For example, work as an on-duty pass office and (or) timekeeper.
At the end of the study of regulatory requirements for labor functions personnel officers, we note that one of the most important problems for them is the ambiguous regulation of creating special jobs for them. In the following articles from the series "On the organization of labor of personnel officers" an attempt will be made to clarify this organizational part of personnel activities.
N.A.Brilliantova
Professor,
deputy head
department of labor law
and rights social security ATiSO,
Scientific Secretary
doctoral dissertation
council at ATiSO
V.V. Arkhipov
practicing lawyer
Introduction
Subject term paper- "Organization of the personnel service".
Human Resources - business card enterprises. The first step of a person in an enterprise is personnel service. A person tends to remember the beginning and end of different events. This has been established by psychologists. For each person you just need to find their place. In one place, the employee is ineffective, and in another - brilliant. In each one can find abilities that will allow a person to work in a certain area with maximum efficiency.
The relevance of the topic is justified by the fact that the necessary recruitment of personnel, the rationality of selection and the plan will depend on the correct organization of the activities of personnel services. HR strategy, the necessary number of personnel so that in the future it could carry out a personnel policy, preventing the reduction or dismissal of personnel.
The purpose of this course work is to analyze the organization of the work of the personnel service in the enterprise.
To achieve this goal, it is necessary to solve the following tasks:
Identify the tasks and functions of the personnel service of the enterprise;
Study and analyze regulations regulating the activities of the personnel department;
Explore the features of personnel documentation.
The object of research is the personnel service of the organization.
The subject of the work is the documents regulating the work of the personnel service of the organization.
The course work consists of an introduction, four chapters, a conclusion, a list of sources used, an application.
The concept, tasks and functions of the personnel service
Personnel service (personnel management service) - a structural unit authorized to carry out personnel management and organizational and methodological management of personnel management measures implemented at the enterprise.
Currently, HR departments can perform following features:
planning labor resources-- determination of the need for personnel depending on the strategy of the organization, search for specialists, creation of a reserve of personnel;
· staffing -- selection of candidates and selection of personnel from the reserve group;
Organization of office work - preparation and execution personnel documents(contracts, orders, work books etc.), organization of work with them (registration, control, current storage, nomenclature of cases, examination of value, preparation and transfer to storage in the archive);
Carrying out certification of employees of the organization;
training, retraining and advanced training of personnel;
analysis of movement and staff turnover;
identification of social tension in the team and its removal;
· coordination of work on stabilization of working conditions and observance of security measures;
Discipline management.
In recent years, it has been proposed to include the organization of remuneration in the functions of the personnel service, which implies attestation of jobs, determining the structure of remuneration and the structure of benefits, systems of labor indicators, and analysis of the labor market.
The main tasks of personnel work at the enterprise can be divided into the following areas:
1. The accounting and control direction of personnel work involves the solution of the following main tasks:
Recruitment of employees to the enterprise;
accounting of employees;
Dismissal of employees
· work with temporarily absent employees of the enterprise (who are on vacation, absent due to illness, who have gone on business trips, etc.).
2. Planning and regulatory direction:
selection (search and selection) of employees for the enterprise;
placement of employees of the enterprise;
· movement of employees of the enterprise;
· Positioning and adaptation of employees.
3. Reporting and analytical direction of personnel work:
study of employees;
Evaluation of the work of employees;
· analytical work;
· preparation of reports.
4. Coordination and information direction:
professional training (training and retraining) of employees;
organization of reception of employees of the enterprise (on official and personal issues);
work with written appeals of employees of the enterprise;
archival and reference work.
5. Organizational and methodological direction:
Documentation of the activities of employees of the enterprise;
· personnel work in divisions of the enterprise;
planning of personnel work;
· Personnel management.
All tasks of the personnel department are determined by the specifics of the work of the organization, while taking into account:
the size of the organization;
direction of business (manufacturing, trade, the provision of services to the population);
· strategic goals organizations;
stage of development of the organization;
· number of staff;
priority tasks of work with personnel.
Construction principles modern system personnel management are:
Efficiency in the selection and placement of employees;
fair remuneration and motivation, remuneration not only for individual, but also for collective achievements;
promotion of employees in accordance with the results of work, qualifications, abilities, personal interests, needs of the organization;
fast and effective solution personal problems.
The work of personnel services has two directions: tactical and strategic.
As part of the tactical direction, the current personnel work is carried out:
· analysis of the state and planning of staffing needs, development of staffing tables, implementation of recruitment, evaluation and selection of personnel;
testing;
· planning of the next personnel transfers and layoffs, current accounting and control, training, retraining and advanced training, formation of a reserve for promotion, promotion of organizational values and education of personnel in their spirit.
The main activity of personnel services is the formation of labor resources: planning the need for them and organizing practical recruitment activities, conflict resolution, and social policy.
The essence of personnel work is to determine what exactly, by whom, how and with the help of what should be done in practice in this moment in the field of personnel management. The solution of these daily tasks is based on administrative methods.
The strategic direction of the work of personnel services is focused on the formation of the personnel policy of the organization - a system of theoretical views, ideas, requirements, practical measures in the field of work with personnel, its main forms and methods.
Based on this chapter, we can note that the personnel service is an obligatory link in the organization of an enterprise and the tasks of the work of the personnel service depend on the activities of the enterprise. And proper organization HR records management is the key to the prosperity of the enterprise, but the work of the personnel service is not limited to accounting and statistics, as it is the basis for analysis and planning of the enterprise's potential.
The personnel service (CS) of an organization is a structural association that performs the duties of controlling personnel. The initial task is to optimize the labor process.
The level of competence of the CS and the limits of authority are divided as follows:
- Full subordination to the administrative manager (all coordinating schemes are in a single subsystem).
- Direct reporting to the director of the enterprise.
- It has the status of the second step in the vertical after the head.
- The CS is included in the management of the enterprise.
The organizational chart of the service depends on:
- activities;
- the number of employees by state;
- level of managerial potential of the CS.
Organizational structure of the personnel department
- Quick response to changes, additions.
- Optimization of the functions of employees with the transfer of direct control to the lower management level.
- Distribution, consolidation of appointments within the organization.
- Regulation of a rational number of employees subordinate to the manager.
- Compliance with the rights and obligations of employees.
- Clear distribution of organizational powers.
- Minimization of expenses of the management structure.
This is an incomplete list. The following groups of factors influence the scheme of work:
- Features of the device organization.
- Technologies, type of production.
- Style of corporate ethics.
- Developing or following effective existing patterns.
One or more factors can influence the design of a service organization. For the initial data, indicators are taken:
- The number of levels of leadership.
- State.
- Control type.
The structure of the personnel department combines two levels - functional and linear. The first type of control displays the division between management team enterprises and other units. For its construction, fixing technological sequence production for each leader (or authorized person) apply the matrix principle.
The work of personnel officers
The duties of these specialists are formulated in the Labor Code of the Russian Federation.
The main attention is paid good governance regular resources:
- Building relationships.
- Evaluation of the suitability of the applicant for the position.
- Development of training programs and social projects for company employees.
These functions require regular internal innovations, training of specialists for the service, development of programs, and trainings.
Actions are due to the need for high-quality performance of a number of functional tasks:
- Establishing a qualification level in accordance with current economic requirements.
- Controlling the increase in workflow costs.
- Formation of corporate policy, taking into account the established multinational mix of employees.
- The HR Department deals with the settlement of working relations with the Labor Code of the Russian Federation.
- Implementation of remote access to organization resources.
Conventionally, there are two functional areas of the CS:
- Control of relations in the team.
- Documentation of the employment contract.
The first paragraph means:
- State planning.
- Staffing of the enterprise.
- position held.
- Education, career workers.
- The system of encouragement in the social sphere.
- Compliance with safe working conditions.
Conditions labor agreement should be recorded in the documents of the personnel department:
- Instructions, orders.
- Filling in established accounting information forms.
- Preparation and maintenance of labor documentation.
- Formation.
- Consulting services.
- Calculation of the schedule of working hours.
- Issuance of documents for payments (benefits, allowances).
The functional range of the CS requires a high-quality selection of its employees.
Organization of the work of the personnel department
The number of specialists for the CS is justified by rational delimitation and stabilization labor process each individual enterprise. To do this, use the "Qualification Handbook", which indicates the positions:
- management staff;
- specialists;
- technical performers.
For each there is a characteristic, including prescriptions:
- range of duties;
- special knowledge;
- qualification requirements.
The organization of work takes place in accordance with the level of complexity and volume of tasks. Each employee must have the knowledge and skills to:
- Full possession of information about the specifics of the enterprise.
- Management and leadership qualities.
- Learnability.
- Possession of the basics of financial formation.
- Diplomatic skills.
CS organizations provide the following vacancies:
- Head of Human Resources Department.
- Manager:
- By personnel work;
- social benefits;
- compensation;
- Specialist:
- on work with applicants;
- learning;
- employment;
- personnel management.
The availability of positions is determined by the specifics of the enterprise and functional tasks personnel services.
The main features of the personnel service at the enterprise consist of those specific goals and objectives that the personnel department sets for itself. Having singled out the main directions, it is possible to systematize the tasks into the following groups:
Accounting and control;
Planning and management;
Analysis and reporting;
Coordination and methodology.
Accounting and control involves resolving issues related to the admission, accounting and dismissal of employees, and also includes work with temporarily absent and remote employees.
Planning and management is engaged in the search and selection of suitable personnel, competent placement and movement of jobs, professional and socio-psychological adaptation of workers, monitors compliance with working conditions.
Analysis and reporting involves work on the analysis of personnel potential, assessment of the work of employees, questions work motivation and the legal framework for labor relations.
Coordination and methodology is carried out vocational training and retraining of employees, collection and storage of data, development of new effective methods based on them.
Tactics and strategy of personnel services
Qualified work of the personnel service is based on a balance between tactics and strategy. The first is based on ongoing personnel work and specific cases such as recruitment, drafting staffing, testing, dismissal and relocation of personnel. The strategy is focused on the future and long-term. Its main goal is to form a personnel policy and its theoretical provisions, from which all practical work will be formed in the future.
The specifics of the work of personnel services
Features of the work of the personnel service largely depend on the work of the organization as a whole. The following parameters must be taken into account:
Field of activity;
Enterprise size;
The number of members;
duration of work;
Purpose of creation, etc.
Today the traditional model personnel department based on linear structure and higher management is no longer effective. New systems that are more flexible to today's working conditions are required, the tasks of which will include the mood for flexible partnership work with staff and the creation of a common work culture.
Tags by material: features of personnel services, features of the work of the personnel service, features of personnel policy on public service, features of the organization of the work of the personnel service.
