Initial data for determining the quantitative needs of personnel. Determining staffing needs

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

Educational institution

"Gomel State Technical University

named after P.O. Sukhoi"

Department of Economics

TEST

in the course “Human Resources Management”

Topic: “Planning and calculation of personnel needs”

Completed by student gr. ZMTp-42:

Glaz Anna Nikolaevna

Checked by the teacher:

Andrey Evgenievich Veretilo

Gomel 2013

1. Planning and calculation of personnel needs

1 Planning of personnel requirements

2 Quantitative and qualitative assessment

3 Calculation of personnel requirements

4 Stages of personnel planning

5 Methods for calculating requirements

6 Ways to find personnel

7 Schematic representation of personnel requirements planning

Practical part

List of sources used

1. Planning and calculation of personnel needs

1 Planning of personnel requirements

Planning for personnel requirements is part of the overall planning process in an organization. Ultimately, successful workforce planning is based on knowing the answers to the following questions:

) how many workers, what qualifications, when and where will be required;

) how to attract the right personnel and reduce or optimize the use of redundant personnel;

) how best to use personnel in accordance with their abilities, skills and internal motivation;

) how to provide conditions for personnel development;

) what costs the planned activities will require.

When starting work on planning personnel requirements, you need to understand that this is a whole system of complex solutions that has specific goals.

The task of planning is to have in the right place and at the right time personnel with the necessary qualifications to perform the relevant functions. The main goals of this work are the following:

· providing the company with human resources within a given time frame (preferably at minimal costs);

· organization of effective work on recruitment (staffing) and development (training) of personnel.

Planning can be strategic (long-term) and tactical (situational).

During strategic planning, a program is drawn up to identify the list of specialists that the organization will need in the future. A strategy for the development of human resources is being developed and the need for these resources in the future is determined.

Tactical planning analyzes the organization's personnel needs for a specific period (month, quarter). It depends on staff turnover rates, planned retirements, maternity leaves, layoffs, etc.

In addition, when planning personnel, it is necessary to take into account market dynamics and competition in a given industry, the level of remuneration of employees, the internal culture of the organization and other indicators (for example, the stage of development at which the company is located).

2 Quantitative and qualitative assessment

Qualitative need for personnel - the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. Therefore, the HR manager should study data on additional skills of employees in order to have an idea of their level of professionalism.

For example, in order to sell more units of a product, it is not always necessary to increase the number of sellers, but there is an indirect relationship. We must remember that as sales volume increases, the load increases not only in the commercial department.

The quantitative need for personnel is determined without taking into account the qualification requirements and characteristics of the organization. This is a more complex type of forecast, since following an analysis similar to that for quantitative assessment purposes, value orientations, the level of culture and education, professional skills and abilities of the personnel needed by the organization must be taken into account.

For example, with an increase in sales volume by 20% and maintaining the existing profitability in the company, we can assume an increase in staffing by 15-30% - depending on the type of organization.

An important point in personnel assessment is the development of organizational and financial staffing plans, including:

Development of a program of activities to attract personnel;

Development or adaptation of methods for assessing candidates;

Calculation of financial costs for attracting and evaluating personnel;

Implementation of assessment activities;

Development of personnel development programs;

Estimating the costs of implementing personnel development programs.

3 Calculation of personnel requirements

need personnel planning

This calculation is designed to solve the following management problems:

Determine whether it is really necessary to expand the staff and hire a new employee to share responsibilities with the existing one;

determine the required number of workers and their professional and qualification composition.

The calculation of the number of personnel can be current or operational and long-term or long-term.

Current staffing needs

Current staffing requirements include total staffing requirements, basic and supplemental.

a) the enterprise’s total need for personnel (A) is determined as the sum of:

A = H + DP,

where H is the basic need for personnel, determined by the volume of production;

DP - additional need for personnel.

b) the basic need of the enterprise for personnel (H)

H = OP / V,

where OP is production volume;

B - output per worker.

More specific calculations are usually made separately for the following categories:

piece workers (taking into account the labor intensity of the product, the working time fund, the level of compliance with standards);

temporary workers (taking into account assigned zones and labor intensity of work, staffing standards, labor intensity of standardized tasks, working time fund);

students (taking into account the need for training new workers and planned training periods);

service personnel (based on standard standards and staffing);

management personnel (determined based on controllability standards).

c) additional personnel requirement (DP) is the difference between the total demand and the availability of personnel at the beginning of the billing period. When calculating additional needs, the following are taken into account:

) development of the enterprise (scientifically based determination of the increase in positions in connection with an increase in production)

DP = Apl - Abaz,

where Apl is the total need for specialists in the planning period;

Abaz - the general need for specialists in the base period.

) partial replacement of practitioners temporarily holding specialist positions

DP = Apl Kv,

where Kv is the attrition rate of specialists (practice shows that this is 2 - 4% of the total number per year);

) compensation for the natural attrition of employees holding positions of specialists and managers (assessment of demographic indicators of personnel, accounting for mortality,...);

) vacant positions based on approved staffing levels and expected attrition of employees.

The enterprise's long-term need for personnel

This calculation is carried out when planning for a period of more than three years.

When determining the need for specialists for the future and the absence of detailed plans for the development of the industry, a calculation method is used based on the coefficient of saturation with specialists, which is calculated as the ratio of the number of specialists to the volume of production.

Taking into account this indicator, the need for specialists will look like this:

A = Chr Kn,

where Chr is the average number of employees;

Кн - standard coefficient of saturation with specialists.

1.4 Stages of personnel planning

Before beginning planning for needs, the HR manager needs to know both the long-term and short-term plans of management. The main thing is that this information is obtained from the top officials of the company or founders, and not from related divisions. The necessary information can be obtained from the accounting department, from department heads or from the head of the company.

As a rule, at the stage of summing up the results of the past year and forming a budget for the coming year, you can obtain at least the following data:

· percentage increase in the sales plan (volume of services provided) compared to the past period (year);

· the likelihood of opening new divisions or leasing new space;

· degree of satisfaction of management with the qualifications of working personnel;

· ability to develop new products;

· plans for opening and closing regional branches (if any).

Before planning begins, it is advisable to familiarize yourself with the following regulatory documents and indicators:

· staffing table (indicating the number and vacancies by department);

· information about employees (questionnaires, personal data, including additional skills of employees);

· percentage of staff turnover (ideally by department);

· reasons for turnover;

· personnel policy regarding personnel (is it focused on the internal or external environment, that is, is it aimed at retaining employees or not);

· amount of staff remuneration and other material components.

After collecting data, you can move on to structuring information about the company’s past and available human resources, and only after that do direct planning.

The procedure for planning personnel requirements can be presented in the form of four large stages. To implement each of them, information is needed that the HR manager receives from departments that need new employees. By combining the data obtained and summarizing the “picture” of personnel needs, the manager can begin planning.

The stages of personnel planning in a company may look like this:

stage: analysis of the organization’s internal resources (structure and dynamics of the workforce by category: production - non-production - management personnel) from the point of view of meeting future needs (connection with the development strategy, financial plan, turnover plan, etc.);

stage: analysis of specific personnel needs for the planned period (when, how many, what qualifications, for what positions will workers be needed);

stage: analysis of the possibilities of meeting the specific needs of the organization using existing human resources (depending on the personnel policy - focused on the external or internal environment);

stage: making decisions on the need to attract resources from outside, or on partial retraining of employees, or on staff reduction.

5 Methods for calculating requirements

Forecasting of personnel requirements is carried out using a number of methods (integrated or separately). Recently, mathematical methods have become popular. But the method of expert assessments, which does not require complex research, is also very common.

To calculate personnel requirements use:

· labor intensity method (photograph of a working day);

· method of calculation according to service standards;

· method of expert assessments;

· extrapolation method;

· computer model of personnel planning.

Let's take a closer look at each of these methods.

Workday photography involves an HR manager defining tasks and activities for an employee and then recording them over time. The result of such a study will be to determine the feasibility of certain operations, as well as their significance. It will be possible to refuse any actions in favor of performing more significant ones, or even go down the path of staff reduction, combining the responsibilities of several positions into one staffing unit.

The calculation method for service standards is partly similar to the previous one. Service standards are set out in various GOSTs (State Standard - one of the main categories of standards in the Republic of Belarus), SNiPs (Building Norms and Rules) and SanPiNs (Sanitary Rules and Norms), appropriate for each industry. This method allows the personnel manager, knowing the production standards and planned production volumes, to easily calculate the number of required personnel.

Let's make a reservation that these two methods work effectively when calculating the need for production and service personnel.

At the sewing factory where jackets are made, seamstresses of three qualification levels work. It is necessary to take a photograph of the working day of seamstresses of each of the three qualifications and display the average time it takes for her to sew one jacket (20 hours). Having data on the volume of production (600 jackets per month) and on an 8-hour working day with a five-day working week, the personnel manager will be able to calculate the number of seamstresses required in production: (20 hours 600 jackets): (8 working hours 22 working hours . days) = 68 seamstresses.

The expert assessment method is based on the opinion of specialists (heads of departments or companies). The method is based on their intuition and professional experience. This is not the most accurate of all the methods given, but experience compensates for the lack of necessary information. The human factor matters a lot, and therefore this calculation method is most often used in commercial enterprises.

When using the extrapolation method, the current situation in the company is transferred to the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for use for a short period and in stable companies. Russian business, alas, is unstable, so the adjusted extrapolation method is used, which takes into account all external factors, such as rising prices, the popularity of the industry, government policy, etc.

A computer model of personnel planning is not a very popular method for calculating the need for employees. When using it, line managers are involved, who must provide information to the HR manager. And on the basis of this, a computer forecast is built taking into account turnover, evaluation procedures and “disappearance”.

Disappearance refers to this form of departure when an employee simply does not show up at the workplace at the beginning of the working day, without warning in advance of his dismissal. This phenomenon is common, for example, in companies that establish a 12-hour working day when opening a branch. And some workers, unable to maintain such a schedule, leave without warning. Since in such companies the documentation for work occurs in the 2-3rd month, nothing holds the employee back.

In order for the personnel planning forecast to be justified, it is necessary to take into account such a factor as turnover. To more accurately determine turnover rates, it is necessary to take into account all the features of the business, including the number of employees who may not pass certification, the natural departure of staff (for example, retirement or maternity leave), as well as the seasonality factor (the number of layoffs may depend on the time of year). Different departments within the same company may have different turnover rates.

For example, for a sales representative, the period of work in the company is 1.5-2 years. For production departments and management, the period of effectiveness can last for years. Here the turnover rate can be around 5-10%. According to some sources, turnover in the manufacturing sector averages 10%. If the company is actively developing and there is a massive hiring of personnel, then the turnover rate increases to 20%. In retail and insurers, a 30% staff turnover rate is considered the norm. And in the HoReKa segment (hotel and restaurant business), even 80% turnover is considered the norm.

If the company's management expresses dissatisfaction with the qualifications of the personnel, then most likely in the coming year the employees will face a procedure such as personnel assessment or certification. Accordingly, when planning the number of personnel, it is necessary to take into account not only the level of turnover (based on the data of the past year), but also the prospect of a certain number of employees leaving the company. Let's assume that about 10% more will "disappear."

The organization's staff consists of 100 positions. According to the staffing table as of December 1, 90 people work. 10 jobs are vacant. With a turnover rate of 20%, 20 employees must leave. A “disappearance” of about 10% corresponds to the departure of 10 people.

It turns out that just to maintain the existing number, it is necessary to hire 10+20+10=40 new employees. If sales growth is planned by 20%, the increase in headcount should be 10-30%, i.e. at least 10 more employees will need to be recruited. Consequently, in the planned year it is necessary to select 50 employees, which is 50% of the current number.

1.6 Ways to find personnel

Based on the needs of the organization, the personnel service selects ways and sources to satisfy the need for personnel. Most often, companies use active recruitment methods:

· recruitment of personnel directly in educational institutions;

· Submitting applications for vacancies to local and interregional employment centers (labour exchanges);

· use of the services of personnel consultants and specialized intermediary recruitment firms;

· Recruiting new specialists through our employees.

Sources of covering staffing needs can be external (educational institutions, commercial training centers, intermediary recruitment firms, employment centers, professional associations and associations, free labor market) and internal (own company sources).

When planning personnel requirements, internal and external factors must be taken into account. Internal refers to the average period for filling a vacancy for each profession. When developing a recruitment plan, it is necessary to take into account the HR resources allocated to this task and plan the costs (budget) for recruitment.

Among the main external factors, it is worth highlighting the personnel situation in the region (availability of personnel with the required qualifications in the region, unemployment rate, turnover rate, etc.). Such information can be obtained from the regional press and Internet sites by analyzing published job advertisements. You can also focus on educational institutions of the city (region). For example, if there are universities included in the TOP-100 ranking in the country, we can draw a conclusion about the level of education of the candidates. And, of course, the information you are interested in can be obtained by collaborating with regional recruiting agencies.

7 Schematic representation of personnel requirements planning

Personnel planning can be visually presented as follows.

Rice. 1. Planning staffing needs

Rice. 2. Planning for personnel needs

conclusions

Planning for personnel requirements is part of the overall planning process in an organization. The main goal of planning personnel requirements is to provide the enterprise with the necessary workforce while minimizing costs. That is, when planning, it is determined when, where, how many, what qualifications and at what costs will workers be required in a given organization. In this case, we can talk about strategic (long-term) planning and tactical (situational) planning.

The need for personnel can be of two types: qualitative and quantitative.

The calculation of the number of personnel can be current or operational and long-term or long-term. Current staffing requirements include total staffing requirements, basic and supplemental.

To calculate personnel requirements, the following is used: the calculation method based on service standards; method of expert assessments, extrapolation method, photograph of a working day, computer model of personnel planning.

When planning, it is important to take into account staff turnover, as well as the prospect of a certain number of employees leaving the organization after certification and assessment of personnel.

Based on the needs of the organization, the personnel service selects ways and sources to satisfy the need for personnel. Sources of covering staffing needs can be external and internal.

When planning personnel requirements, internal and external factors must be taken into account.

2. Practical part

Problem 1

Statement of the task “Staff training”

Determine the main indicators for professional training in the organization.

Define:

1. the share of employees who have passed the professional level. training throughout the year (D r);

2. the share of time spent on training in the overall balance of working time of the organization (D c);

Average number of hours of vocational training per person trained (Avg);

The amount of training costs (3vol);

Share of costs for prof. training in the scope of implementation (Dz);

The amount of training costs per employee (Z worker);

Costs for one hour of vocational training (3 hours).

8. Write methods and forms of training (for expanding production, developing production, reducing production)

The initial data for solving the problem are given in Table 1:

Table 1

Main indicators of organizations for the i-th year

Indicators	Units	Legend	Quantity
Volume of sales	thousand monetary units
Number of staff
incl. employees who have passed prof. education
Volume of labor costs, including training costs	thousand monetary units
	thousand monetary units
indirect	thousand monetary units
Total hours worked
Spent products watch
Prof.'s watch training

1. Let's determine the proportion of employees who have passed the professional level. training during the year (Dr) according to formula 1.1:

Dv = = 0.1%

1. Let’s determine the average number of hours of vocational training per person trained (Vav) using formula 1.3:

where: Goiter1 - direct costs of training (costs of preparing training materials, conducting classes, paying teachers, etc.);

Goiter2 - indirect costs of training (transport and travel expenses, hotel and food costs);

PRpot - lost productivity associated with the absence of employees from the workplace during training, is determined by formula 1.5:

Zpr = = 25.38 den. units

PRpot = 545 25.38 = 13832.1 monetary units

Goiter = 110000 + 10900 + 13832.1 = 134732.1 monetary units.

Let us determine the share of costs for vocational training in the volume of sales (Dz) using formula 1.7:

Drab = = 4346.2 monetary units.

Let us determine the costs for one hour of vocational training (3 hours) using formula 1.9:

3 hours == 247.21 monetary units.

The share of employees who completed professional training in the organization during the year was 7.65%. At the same time, the share of time spent on training in the total balance of working time is 0.1%, the average duration of professional training for one trained person is 17.58 hours, the average cost per hour of training is 247.21 den. units

The amount of training costs for the year amounted to 134,732.1 den. units, including lost productivity due to the absence of employees from the workplace during training - 13832.1 den. units Lost productivity was calculated based on labor costs per production hour, which amounted to 25.38 den. units The amount of training costs per employee amounted to 4346.2 monetary units. The share of training costs in the organization's volume was 0.24%.

All existing forms of training that can be used if it is necessary to expand production can be divided into three groups:

a) training methods used in the workplace:

▪ Instruction, mentoring (apprenticeship, coaching);

▪ Rotation (temporary movement of an employee to another position in order to acquire new skills;

▪ Delegation (transferring to employees a clearly defined area of tasks with the authority to make decisions on a specified range of issues);

▪ Method of increasingly complex tasks (a special program of work actions, built according to the degree of their importance, expanding the scope of the task and increasing complexity. The final stage is independent completion of the task);

▪ Use of educational methods, instructions, manuals (for example: how to work with a specific machine, machine tool, equipment, etc.).

b) Training methods applied outside the workplace.

▪ LECTURE (monologue, speech, story) by the teacher with a limited amount of discussion;

▪ BUSINESS GAMES are a training method that is closest to the student’s real professional activity - during the game, participants role-play the behavior of employees of a simulated company.

▪ Role-playing is based on playing a conventional role. Playing a role gives participants the opportunity to: explore their “natural”, habitual behavior; go beyond the usual behavioral patterns; master the actions required in the workplace.

▪ Simulation games. Thus, quite common simulation games are games that simulate decision-making in conditional situations of a shipwreck, a desert island, the Arctic, a desert, etc. effectively practice the necessary skills.

▪ Imitation games. For example, the simulation game “Organizational and Production Tests”, in which the transfer of enterprises to a military mode of operation was practiced.

▪ PRACTICAL SITUATIONS (CASES). This method is “an in-depth and detailed study of a real or simulated situation, which is performed to identify its particular or general characteristic properties of the classic expanded version;

▪ INTERACTIVE TRAINING. Interactive learning is the student's mastery of experience based on interaction. In this case, the teacher does not provide ready-made knowledge; he encourages participants to search independently.

▪ VIDEO TRAINING. In practice, there are two main ways to implement this method: showing ready-made video materials (video viewing) and using a recording while completing tasks, viewing it and analyzing it (video feedback).

Among the methods of professional training of personnel in an organization, the following can be distinguished:

a) Self-study. It is a system and process of acquiring the necessary knowledge, skills and abilities through independent studies in the workplace and/or outside it.

b) Distance learning. This training is based on the use of information technology and multimedia systems.

c) On-the-job training. These methods are characterized by direct interaction with normal work in a normal work situation. They are preferred for developing the skills required to perform current production tasks.

d) Corporate training centers. The task of the organization's training center is targeted training of employees, adjusting their qualifications to the requirements of the company.

e) Training companies. These companies organize corporate training through various trainings.

f) Additional education. This includes various master's programs, second higher education programs, etc.

Problem 2

Formulation of the problem

Due to the current financial situation at the plant, the need arose:

) draw up several measures to reduce the time required to complete the production program;

2) calculate the number of personnel for work A and B. For initial data, see table. 2.1.

Table 2.1

Input data for task 2

INDICATORS	TYPE OF WORK A	TYPE OF WORK B
Labor intensity of the product (hour)
Products 1 No. 1
Products 2 No. 2
Production program (pcs)
Products 1
Products 2
Time to change work in progress balance (hour)
Product 1
Product 2
Planned percentage of fulfillment of Norms /%/, (Kp)
Useful time fund of one employee (hour), (Cf)

Measures to reduce the time required to complete the production program:

improve the division of labor in the production of this product;

rationalize the placement of workers during product production;

improve the organization of workplaces and their maintenance;

automate and mechanize product production processes.

apply staff incentive methods.

Number of employees by working capacity method = Time required to complete the production program / Useful time fund of one employee.

T = (2.1)

Number of employees by working capacity method = Time required to complete the production program / Useful time fund of one employee.

Time (T) required to complete the production program (hour):

T = (2.1)

where n is the number of product items in the production program; i is the number of products of the i-th product item; i - the complexity of the process of manufacturing products of the i-th nomenclature item; np i - the time required to change the amount of work in progress in accordance with the production cycle of products of the i-th item of the nomenclature;

Kv - coefficient of fulfillment of time standards.

Let us determine the labor intensity (TR) of the production program for products by types of work A and B (persons/hour) using formula 2.2:

A: TP A i = N A i ∙ T A i

B: TP B i = N B i ∙ T B i

A: TR A 1 = 1090 ∙ 0.96 =1046.4 people/hour

B: TR B 1 = 1020 ∙ 0.70 = 714 people/hour

A: TR A 2 = 1290 ∙ 0.48 = 619.2 people/hour

The determination of the total labor intensity of gross output according to the program for both products (persons/hour) is made according to formula 2.3:

TP A = N A 1 T A 1 + N A 2 T A 2 + Tnp A 1 + Tnp A 2

TR B = N B 1 T B 1 + N B 2 T B 2 + Tnp B 1 + Tnp B 2

TR A = 1090 × 0.96 + 1290 × 0.48 + 99 + 190 = 1954.6 person/hour

TR B = 1020 × 0.7+ 1290 ×0.5 + 159 + 165 = 1683 person/hour

Calculation of the time required to complete the production program: (for work A and work B)

T A = TR A / Kn A,

T B = TR B / Kn B

T A = 1954.6 / 1.04 = 1879.4 hours

T B = 1683 / 1.05 = 1602.8 hours

Determination of the estimated number of personnel by type of work - A and B (see formula 1)

H A = T A / Kf A

Ch B = T B / Kf B

H A = 1879.4 / 432 = 4.35 people.

BW = 1602.8 / 432 = 3.71 people.

To perform job A, 4 people are needed. To perform job B, you need to hire 4 people. In this case, it would be rational to entrust one employee performing work B with performing part of work A, i.e. this employee will have to perform work A and B in a ratio of 30 and 70%.

Problem 3

Formulation of the problem:

At the machine-building plant, a set of measures was carried out to improve the health of working employees, which made it possible to reduce the loss of workers’ time due to illness, this was reflected in the results of the activities performed.

Determine the cost-effectiveness of measures to introduce a health improvement complex using subsequent data (Table 3.1)

Develop an event for staff health improvement (draw up an action plan for its implementation at the enterprise).

Table 3.1

Initial data for task 3

Name	Unit	Quantity

Loss of working time during the year due to temporary disability caused by unfavorable working conditions
Before implementation of activities (Ruv)
After implementation of activities (Rnv)
Payments of benefits according to time. disability (VP)
Payments caused by industrial injuries, occupational diseases (W)
Payments of disability pensions (Vn)
Costs for the purchase of medical equipment and medicines (Zo)
Costs for sanatorium-resort treatment (Zk)
Annual working time per worker (Avg)
Estimated average number of workers (Ns)
One time costs of implementing activities (Zed)

Average amount of damage (U avg) due to diseases and injuries, monetary units:

U av = (V n + V t + Vn + Z o + Z k) / R uv (3.1)

U av = (2580+2620+42900+312+2340)/12300 = 4.13 monetary units

Reduction of lost working time (days):

R o = R uv - R nv (3.2)

R o = 12300 - 8400 = 3900 days

Annual savings due to reduction in occupational injuries and illnesses (den. units)

E n = P o ∙ U avg (3.3)

E n = 3900 ∙ 4.13 = 16107 monetary units.

Relative savings in numbers (persons) (Ek)

E h = P o / C p (3.4)

E h = 3900 / 230 = 16.96 people

Increase in labor productivity, %

P = E h ∙100 / (H s - E h) (3.5)

P = 16.96 ∙100 / (3912 - 16.96) = 0.44%

Economic effect from the implementation of measures (monetary units)

E t = E n - 0.16 ∙ W e (3.6)

E t = 16107 - 0.16 ∙ 61750 = 6227 monetary units.

Payback period (years)

T ed = Z ed / E n (3.7)

T ed = 61750 / 16107 = 3.83 years

As a result of the measures taken to introduce a health improvement complex, annual savings due to a reduction in industrial injuries and diseases amounted to 16,107 monetary units, savings in the number of workers amounted to 16.96 people, and an increase in labor productivity amounted to 0.44%. The economic effect from the implementation of measures is 6227 monetary units. The payback period for one-time costs of holding events is 3.83 years.

In order to improve staff health, the following event can be developed. Organize various sports sections for staff. The implementation plan for this activity is as follows:

Determining the types of sports sections that employees of a given enterprise would like to attend. This can be done, for example, using a survey.

Purchase the sports equipment necessary for the selected sections and equip the gym with it.

Create a schedule of visits to sports sections by enterprise employees.

Provide for periodic holding of competitive events in these sports with financial incentives.

Problem 4

Formulation of the problem:

Measures have been taken to improve working conditions at the enterprise, helping to reduce the loss of working time due to the fault of workers by the amount of (B) per shift.

Necessary:

Determine the economic efficiency of measures to improve working conditions according to the data given in table 4.1.

Write down measures to improve working conditions for staff and reduce lost working time.

Table 4.1

Input data for task 4

Name	Unit measurements	Quantity
Number of workers in the workshop where working conditions have been improved (ES)
Annual production volume for the workshop: before the implementation of measures (No. 1) after the implementation of measures (No. 2)
Annual amount of semi-fixed expenses in the cost of production (U)
Annual working time fund for one worker (Vf)
Book value of equipment in the workshop (Fs)
One-time costs for implementing activities (Zed)
Lost time due to the fault of workers (B)
Working hours during a shift (Pv)

Reduction of lost working time for each worker in a workshop where working conditions have been improved (%) (B s)

B s = B ∙ 100 / R in (4.1)

B s = 9.7 / 60 ∙ 100 / 7.8 = 2.07%

Annual saving of working time, (person/hour) (E time)

Evr = H s ∙ B ∙ V f / 60 (4.2)

Evr = 674 ∙ 9.7 ∙ 231 / 60 = 25170.5 person/hour

Increase in production volume in the workshop, % (P)

P = (HP 2 - HP 1) / HP 1 ∙ 100 (4.3)

P = (129000 - 109900) / 109900 ∙ 100 = 17.38%

Savings on semi-fixed expenses, monetary units. (E su)

E su = U ∙ R / 100 (4.4)

E su = 550000 ∙ 17.38 / 100 = 95590 monetary units.

Savings from reducing specific capital investments, den. units (E ku)

E ku = 0.16 ∙ F s ∙ R / 100 (4.5)

E ku = 0.16 ∙ 140000 ∙ 17.38 / 100 = 3893.12 monetary units.

Economic effect from the introduction of measures to improve working conditions, monetary units. (Eg)

E g = E su + E ku - 0.16 ∙ W ed (4.6)

E g = 95590 + 3893.12 - 0.16 ∙ 5750 = 98563.12 monetary units.

As a result of measures to improve the working conditions of workers and reduce the loss of working time, the reduction in lost time by each worker in the workshop amounted to 2.07%, the annual saving of working time was 25,170.5 people/hour. The increase in production volumes in the workshop after the implementation of measures is 17.38%. The total economic effect from the implementation of measures, taking into account savings on semi-fixed costs and the reduction of capital investments, minus one-time implementation costs, multiplied by the standardized coefficient, amounted to 98,563.12 monetary units.

In the future, it is also necessary to look for ways to improve the working conditions of workers, which will help reduce the loss of working time. Working conditions are the result of the action of many interrelated factors of a production and socio-psychological nature.

Among the measures that contribute to these circumstances, one can highlight: ensuring a favorable environment in the workplace, eliminating heavy physical work, work in harmful and emergency conditions, reducing the monotony of work, nervous tension, providing for measures to improve equipment and technology, the use of individual and collective protective equipment, and recreational activities , as well as measures for labor protection and organization.

When carrying out these activities, it is necessary to take into account the specifics of a particular production, as well as proposals received from departments of the organization or individual employees.

Problem 5

Statement of the task “Assessment of personnel performance”:

The economic department of a large industrial enterprise employs five people. In order to increase the efficiency of their work, implement a targeted personnel policy in the field of material and moral incentives for employees, conduct certification, organize career advancement and advanced training, an assessment of the results of work and business qualities of employees was undertaken. For this purpose, an integral coefficient is used, which comprehensively takes into account such indicators as professional and personal qualities, skill level, complexity of work and labor results.

The initial data for calculating a comprehensive assessment of labor results and business qualities of employees of the economic department are given in table. 5.1.

Table 5.1.

Basic data for the economic department

Position, full name	The degree of achievement of characteristics that define professional and personal qualities	The level of education	Work experience in specialty (years)	The degree of manifestation of signs that determine labor results
	signs			signs


1. Head of department Gorelov N.M.
2. Chief specialist Loev S.I.

		nezak. higher
		avg. specialist.

1. Give a comprehensive assessment of the labor results and business qualities of employees.

Based on the results of a comprehensive assessment, develop proposals for:

a) bonuses for the best employees;

b) change in the level of official salary;

c) job promotion of employees;

d) advanced training of department employees (with a choice of forms and methods).

A comprehensive assessment (D) of labor results and business qualities of managers and specialists is determined by the formula:

D = PC + RS (5.1)

where P is an indicator of the degree of development of the employee’s professional and personal qualities,

K is an indicator of the level of his qualifications,

P is an indicator of the employee’s labor results,

C is the level of complexity of the functions they perform.

Each element of a comprehensive assessment is characterized by its own set of characteristics and has a corresponding scale for their quantitative measurement. When calculating a comprehensive assessment, the value of each element is expressed in fractions of a unit.

Calculation of assessment of professional and personal qualities of an employee (P)

To determine the value of the P indicator, the degree of manifestation of each of the signs is assessed, taking into account their specific significance, determined by expert opinion, separately for managers and specialists. Each sign of professional and personal qualities (for managers - 5, for specialists - 6) has three levels (degrees) of manifestation and is assessed according to the principle of deviation from the average value. If a particular characteristic corresponds to the average level, its quantitative assessment is 1, above the average - 1.25, below the average - 0.75.

The assessment of the entire set of characteristics that determine the professional and personal qualities of employees (P) is made by summing up the evaluations of the characteristics, multiplied by their specific importance, and is calculated using the formula:

П = , (5.2)

where i is the serial number of the attribute (i = 1, 2,.. n) (for managers n=5, for specialists n=6); - level (degree) of manifestation of the attribute (j = 1, 2, 3); ij is a quantitative measure of the employee’s attribute; j is the specific significance of the attribute in the overall assessment in fractions of one (presented in tables 5.2. and 5.3.).

P Gorelov = 0.34 + 0.23 + 0.16 + 0.12 + 0.19 = 1.04

P Loev = 0.42 + 0.17 + 0.12 + 0.12 + 0.12 + 0.17 = 1.12

P Zubov = 0.42 + 0.21 + 0.15 + 0.12 + 0.10 + 0.17 = 1.07

P Lapin = 0.34 + 0.17 + 0.15 + 0.07 + 0.10 + 0.17 = 1.0

P Baeva = 0.34 + 0.17 + 0.15 + 0.07 + 0.12 + 0.21 = 1.06

Table 5.2

Assessment of signs that determine the professional and personal qualities of managers




1. Professional competence - knowledge of legislative acts, guidelines and regulations, breadth of professional horizons
2. The ability to quickly and independently make informed decisions and be responsible for them, the ability to quickly and correctly respond to emerging situations
3. The ability to practically organize the work of a team
4. The ability to stimulate creative initiative among employees aimed at increasing labor efficiency; the ability to create a favorable moral and psychological climate in a team
5. The ability to work in extreme conditions, to perform work that requires analytical assessment in the process of developing and making non-standard decisions

Table 5.3

Assessment of signs that determine the professional and personal qualities of specialists

Signs of professional and personal qualities	Specific importance of attributes in the overall assessment of business qualities


1. Professional competence - knowledge of legislative acts, guidelines and regulations, ability to work with documents
2. Awareness of responsibility for the consequences of one’s actions and decisions
3. The ability to clearly organize and plan the implementation of assigned tasks, the ability to rationally use working time
4. The ability to perform job functions independently, without the assistance of a manager or senior position
5. A creative approach to solving assigned problems, activity and initiative in mastering new information technologies, the ability to quickly adapt to new conditions and requirements
6. Ability to maintain high performance in extreme conditions

Calculation of the assessment of the level of qualifications of workers (K)

To assess K, a single set of characteristics is adopted that applies to all categories of workers: the level of special education and work experience in the specialty.

According to the level of education, all employees are divided into two groups: I gr. - having secondary specialized education; II gr. - having higher or incomplete higher (4-5 years of university) education.

In accordance with which of these groups the employee falls into, he is assigned a quantitative score for this characteristic, the value of which is 1 or 2.

Depending on their length of service in their specialty, workers are divided into four groups for each level of education.

The qualification level assessment is determined by the formula:

K = (OB + ST) / 3 (5.3)

where OB - education assessment (OB = 1, 2);

ST - assessment of work experience in the specialty (Table 5.4).

A constant value corresponding to the sum of the maximum grades for education and work experience.

Table 5.4

Qualification level assessment

Group number by experience	Evaluation of experience	Work experience in the specialty for employees with education, years
		1 gr. Secondary special education	2 gr. Higher and incomplete higher education

		9 -13, over 29	9 - 17, over 29
		13 - 17, 21 - 29

K Gorelov = (2 + 0.5) / 3 = 0.83

K Loev = (2 + 0.75) / 3 = 0.92

K Teeth = (2 + 0.25) / 3 = 0.75

K Lapin = (2 + 0.25) / 3 = 0.75

K Baeva = (1 + 0.25) / 3 = 0.42

Calculation of the complexity assessment of the work performed (C)

To assess C for each attribute (nature of work, variety, degree of independence in its implementation, scale and complexity of management, additional responsibility), values are established due to the gradual complication of work (from less complex to more complex).

In table 5.5. The average values of the complexity coefficients of work performed for each job group of workers are given.

Table 5.5

Average job complexity coefficients

Calculation of labor results assessment (P)

To determine the P value, the level (degree) of manifestation of each of the following signs is assessed:

number of completed planned and unscheduled work (tasks);

quality of work (tasks) performed;

compliance with deadlines for completing work (tasks).

Quantitative assessments for each of the characteristics are determined by comparing the actual results achieved with evaluation criteria in the form of received tasks, established deadlines, the average level of results achieved for a group of employees, etc.

The P score is determined by summing up the assessments of the characteristics of labor results, taking into account the specific significance of the characteristics.

P = (5.4)

where i is the serial number of the characteristic (i = 1, 2, 3); - the level (degree) of manifestation of the characteristic (j = 1, 2, 3); ij - assessment of the i-attribute j - specific importance of the attribute in the overall assessment in fractions of a unit (presented in Tables 5.6.).

Table 5.6

Assessment of signs that determine the results of workers’ work

P Gorelov = 0.375 + 0.40 + 0.30 = 1.075

P Loev = 0.30 + 0.40 + 0.30 = 1

P Teeth = 0.30 + 0.50 + 0.375 = 1.175

R Lapin = 0.375 + 0.30 + 0.375 = 1.05

R Baeva = 0.30 + 0.30 + 0.225 = 0.825

Calculation of a comprehensive assessment of labor results and business qualities of employees (D)

A comprehensive assessment of D is obtained based on taking into account all the assessment indicators discussed above - professional and personal qualities, skill level, complexity of work and labor results (formula 5.1.).

D Gorelov = 1.04 0.83 + 1.075 1.00 = 1.94

D Loev = 1.12 0.92 + 1.00 0.89 = 1.92

D Teeth = 1.07 0.75 + 1.175 0.68 = 1.58

D Lapin = 1.00 0.75 + 1.05 0.57 = 1.35

D Baeva = 1.06 0.42 + 0.825 0.57 = 1.25

A). As a result of the calculation, the highest integral coefficient for a comprehensive assessment of labor and business results was obtained by the head of the economic department N.M. Orlov and chief specialist S.I. Loev. The lowest category was received by category II specialist O.K. Baeva.

b) Based on the results of a comprehensive assessment, the following proposals were developed:

1. Give bonuses to the best employees: Gorelova N.M. and Loeva S.I. for high professional qualities;

The salary level will remain at the same level;

Employees of the economic department will remain in their previous positions;

4. Further improve the qualifications of department employees using methods for developing the potential of each employee:

1. Conduct a conversation with Lapin and Baeva about the importance of obtaining higher education and the organization’s willingness to meet (for example, paid sessions);

2. Send Zubov, as well as Lapin and Baeva, to advanced training courses, as those in particular need to increase the level of independence, professionalism and work results;

3. Conduct collective training to enhance personal and professional growth for the entire economic department.

List of sources used

1. Makarova I.K. Personnel management: Visual educational materials. - M.: IMPE im. Griboedova, 2006. - 98 p.

Organizational management / Edited by Z.P. Rumyantseva and N.A. Solomatina - M.: INFRA-M., 1996, 432 p.;

3. Komisarova M.V. Planning personnel needs // “Handbook of Personnel Management” ", No. 3-2007;

4. Website of the “HR Group UBK group” www.ubkgroup.ru. Calculation of personnel requirements. - http://www.ubkgroup.ru/publication/potrebn_pers;

5. M/uk No. 3213. Veretilo A.E., Kontsevoy D.V.: Manual for the course “Personnel Management”. - Gomel: GGTU im. BY. Sukhoi, 2005. - 90 p.

Traditionally, the main goal of personnel planning is to provide the organization with the necessary number of employees of the required quality and within a specific time frame.

Forecasting the organization's personnel needs (in general and for individual categories) is based on information about the enterprise's plans (regarding the volume and structure of products and services produced, changes in the organizational structure, technologies used, main projects and business processes, etc.) , as well as information about the existing personnel of the organization (its composition, structure, labor productivity, turnover, etc.).

The sequence of actions when planning personnel requirements is shown in Fig. 10.1.

Rice. 10.1. Personnel requirement planning scheme

Calculation of gross personnel requirements (required number of personnel) can be carried out using various methods, which are usually divided into aggregated and detailed.

Integrated methods usually include expert and statistical methods. With their help, forecasts are made (usually very approximate) of the total personnel requirements without detailing by category and other qualitative characteristics.

Expert methods, in turn, include assessments of managers and the Delphi method. Managers' assessments are based either on their ideas about the future workforce needs of individual structural divisions of the company (when line managers act as experts), or on the ideas of the company's top management about the desired composition of the organization's personnel. Typically these two types of assessments are combined. The Delphi method is an iterative procedure for coordinating the opinions of experts by sending them specially designed questionnaires (in this case, regarding personnel needs).

Statistical methods are based on the use of data about the organization, the main indicators of its activities when projecting future labor requirements. One of these methods is the extrapolation method - transferring trends that took place in the past to the future. This method is most often used in small organizations where there are no sudden changes in the scope and conditions of activity. Under other circumstances, a very effective method for calculating the required number of personnel can be the adjusted extrapolation method: data on the actual number of employees is adjusted in connection with expected changes in production volumes, planned measures to change (increase) labor productivity, taking into account the planned increase in the efficiency of using working time, changes relationships between production and non-production workers, etc. Larger organizations may also use statistical methods such as regression and correlation analysis.

Detailed methods include calculations based on assigned tasks and calculations based on organizational plans and staffing schedules.

Calculations based on the assigned tasks involve identifying the main parameters of the production program and the presence of a labor standardization system in the organization. With their help, not only the required quantity of labor at specific workplaces is determined, but also its quality characteristics. One of the most common methods in this group is the labor intensity method (for more information on this, see Chapter 14).

Calculation of the number of personnel (and primarily production workers) by type of work using the labor intensity method is carried out as follows:

ν=ν Γ πΦ· by·")

where G pf is the useful time fund of one employee; T np is the time required to complete the production program, which, in turn, is determined as follows:

g„ P =І(^7;+g pr,.)/k„

where N j is the number of products of the corresponding product item; T j is the complexity of the manufacturing process of the corresponding item; T npj is the time required to change the amount of work in progress in accordance with the production cycle of products of the corresponding item in the nomenclature; K t - coefficient of fulfillment of time standards; n is the number of types of work on the manufacture of products.

To calculate the number of employees, the Rosencrantz method can be used, which is a type of labor intensity method:

Person =Zi m -VTVIC, (10.3)

where n is the number of types of organizational and managerial work that determine the workload of a department or group of employees; t ( - the average number of certain actions (calculations, order processing, negotiations, etc.) within the i-th type of work for a specified period (for example, a year); / ( - the time required to perform one action within / -th type of organizational and managerial work; T is the working time of one employee according to the employment agreement (contract) for the corresponding period of calendar time, accepted in the calculations; K nf is the coefficient of the necessary time distribution, which is determined as follows:

K l, = Kd * K 0 * Kc (10.4)

where K d is a coefficient that takes into account the time spent on additional work; K 0 - coefficient taking into account the time spent on rest of employees; K c is the coefficient for converting the turnout number into the payroll number. These coefficients are set based on the characteristics of the labor process and the balance of working time.

This group of methods also includes calculations of the required number of personnel based on service standards (mainly for workers engaged in servicing machines and units), as well as on the basis of personnel standards (controllability standards). These methods were used quite widely in a planned system, but are also quite applicable in market conditions (if there is an appropriate methodological base).

Calculations based on organizational plans and staffing schedules are based on the adopted organizational structure (for more details, see clause 7.1). In this case, the important factors taken into account are the type and depth of division of labor, the principles of grouping specific types of work and creating specialized units, the hierarchy of positions and the number of hierarchical levels, ideas accepted in the organization about the optimal number of subordinates for one manager, etc.

After determining the gross personnel requirement, it is necessary to determine the net (additional) requirement, taking into account the available personnel. To do this, based on an analysis of data from previous periods, a forecast is made for the outflow of personnel for reasons of turnover, retirement, conscription, etc. A forecast for the influx of personnel is also being developed (the return of workers after completing training and after serving in the army). Based on these forecasts, as well as data on the gross requirement and the actual availability of personnel, the net requirement is determined:

P h = P.-N f + O ni + O and -P, (10.5)

where P h is the net need for personnel (shortage or surplus); P in - gross need for personnel; N f - actual availability of personnel; O neither - the outflow of personnel during the planned period of time is not at the initiative of the company; O and - outflow of personnel during a planned period of time at the initiative of the company (promotion or transfer to another place within the company, layoffs, vacation); P - influx of personnel during the planned period of time.

A similar calculation is made for individual groups of personnel. Thus, in the arsenal of personnel services there is a fairly large number of different methods for determining the quantitative need for personnel. Choosing a specific method (or

methods) is predetermined by a large number of factors: the size of the organization, the state of its external environment, the availability of an appropriate information base for planning, etc. However, recognizing the importance and necessity of planned calculations of the number of personnel, it must be taken into account that the need for personnel in organizations can change significantly even over relatively short periods of time (a year or less). These changes are most often determined by external factors (changes in demand, technologies used, market share, etc.). In these conditions, companies are looking for ways to adequately adapt to the parameters of the external environment.

It is known that the traditional method of adjusting the number of personnel to the changing needs of the organization (in the form of hiring missing and firing redundant workers) is associated with significant economic and social costs. In an effort to minimize them, companies are looking for a way out in the wider use of methods for ensuring quantitative flexibility of personnel, which include the use of different types of employment contracts; use of temporary personnel under contracts with specialized agencies; outsourcing and insourcing; outstaffing of personnel; sending some employees to off-the-job training, etc.

The use of different types of employment contracts (fixed-term or open-ended, as well as employment contracts for part-time workers, full-time or part-time workers, etc.) allows the organization to respond quite flexibly to changes in labor demand (for more information on the types of employment contracts, see paragraph. 3.3.1). In particular, termination of an employment contract upon expiration of its validity period allows the employer to dismiss employees without additional costs. Companies in this case do not violate the law, and no matter how many employees they fire, according to the law these layoffs will not be massive (this is not a reduction in staff or liquidation of the company).

The number and share of workers employed under fixed-term employment contracts have been growing in recent years in almost all countries, which undoubtedly worsens employment conditions for workers, but allows companies to respond more flexibly to external factors in the face of growing risks and uncertainty.

The benefits of using temporary staff under civil contracts concluded with specialized agencies (so-called personnel leasing) compared to traditional staff are as follows:

Firstly, the use of this personnel frees the company from a huge number of payments associated with the maintenance of a permanent employee, i.e. parts of payroll taxes, insurance, contributions to various funds and reduces administrative and accounting costs, as well as recruitment costs;

Secondly, with temporary employees under contract contracts there are no problems associated with their dismissal;

Thirdly, this strategy allows much more attention to be paid to permanent staff;

Fourthly, it significantly increases the flexibility and mobility of the company due to the constant attraction of new specialists.

Outsourcing is the transfer of certain types of work and production operations to third-party organizations (subcontractors). Accordingly, the need for personnel (both general and additional) is reduced. Subcontractors can be transferred not only to such production operations as the manufacture of spare parts or cleaning of production premises, but also such as data processing, accounting, recruiting and selecting personnel, conducting marketing research and even developing an organization development strategy. In this regard, outsourcing can be considered both as a tool for quantitative flexibility and as a strategic opportunity that allows you to minimize costs, concentrate management attention on key areas of development, etc.

According to American experts, the increasing popularity of outsourcing is due to the following circumstances:

1) the potential to use a two-tier wage structure by entering into contracts with firms that pay lower wages;

2) possible economies of scale due to specialization in solving specific problems;

3) potentially higher productivity of workers of specialized firms compared to directly hired temporary workers, due to better selection and training provided by such firms to workers;

4) the ability to quickly adjust the level of employment in response to temporary and/or implicit changes in demand.

With certain changes in the external and internal environment, enterprises can resort to the reverse process - insourcing, i.e. to the return of a number of previously subcontracted work and production operations and the creation of additional jobs.

Ministry of Education and Science of the Russian Federation

Federal Agency for Education

State educational institution

higher professional education

"East Siberian State Technological University"

(GOU VPO VSTU)

Department of “Anti-crisis management and personnel management”

COURSE WORK

by discipline

STAFF MARKETING

Determination of qualitative and quantitative staffing needs

Completed by: Murzin A.N.

student of group No. 5146

Checked:

Novakovskaya O.A.

Ulan-Ude, 2010

INTRODUCTION 2

Chapter 1. Theoretical foundations in determining qualitative and quantitative personnel needs 5

1.1. The concept of quantitative and qualitative characteristics of personnel 5

1.2. Methods for calculating quantitative and qualitative personnel indicators 9

Chapter 2. Analysis and assessment of labor resources using the example of OJSC “Baikal Forestry Company” 14

2.1. Brief technical, economic and organizational characteristics of the enterprise 14

2.2. Analysis of the quantitative and qualitative composition of employees 18

Chapter 3. Determination of qualitative and quantitative personnel needs 24

3.1. Activities aimed at optimizing the qualitative and quantitative composition of personnel 24

CONCLUSION 29

References: 33

INTRODUCTION

The personnel of an enterprise is the main resource of each enterprise, the quality and efficiency of its use largely determine the results of the enterprise’s activities and its competitiveness.

The personnel of the enterprise sets in motion the material elements of production, creates a product, value and surplus product in the form of profit.

The following concepts “personnel planning”, “personnel planning”, “planning of the organization’s workforce” have a similar meaning.

The basis of personnel planning is the analysis of personnel needs and the study of information about the productivity of employees and the costs of their maintenance.

Due to the labor shortage, personnel planning has become an integrated part of business planning in many organizations.

Until the 60s, in matters of personnel planning, they were guided only by the current needs of the organization. With this approach, the employer expected to receive at any time the number of workers he needed, the use of which does not require lengthy special training. The surplus labor market gave employers this opportunity, and it cost virtually nothing to fire excess staff. Changes in the operating conditions of organizations have put forward as a common requirement for all to focus on the formation of resources not only for current needs, but also for the long term. This requirement applies to all types of resources, including human ones.

In the 70-80s, management practice began to use a systematic analysis of the long-term needs of organizations and firms in certain categories of personnel. Today, an increasing number of companies identify personnel planning, or human resource planning, as an independent type of activity of personnel services.

The ongoing changes associated with the irreversibility of economic reforms and the movement towards healthy competition force Russian organizations to pay significant attention to the long-term aspects of personnel policy based on scientifically based planning.

One of the most important indicators characterizing the production capabilities of an enterprise is the number of industrial production personnel. The greater the number, the greater, other things being equal, the volume of production.

The relevance of the topic of the course work is determined by the increasing role of personnel planning, the provision of an enterprise with labor resources and the efficiency of their use.

The purpose of this course work is to analyze the composition, structure and provision of the enterprise with labor resources and develop a project of measures to improve the level of qualifications, education and staffing.

The object of study of the course work is OJSC Rostelecom.

Chapter 1. Theoretical foundations in determining qualitative and quantitative personnel needs

1.1. The concept of quantitative and qualitative characteristics of personnel

Determining the need for personnel is one of the most important areas of personnel marketing, which makes it possible to establish the qualitative and quantitative composition of personnel required for a given period of time.

It is necessary to distinguish between qualitative and quantitative personnel needs. Both of these types of needs in the practice of population planning are calculated in unity and interconnection.

Determining the quantitative need for personnel comes down to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number for a certain time period.

The quantitative characteristics of the enterprise’s personnel are primarily measured by such indicators as the payroll, attendance and average number of employees. The payroll number of employees of an enterprise is an indicator of the number of employees on the payroll as of a certain date, taking into account the employees hired and retired for that day. Attendance is the estimated number of employees on the payroll who must report to work to complete a production task.

The difference between turnout and payroll composition characterizes the number of full-day downtime (vacation, illness, business trips, etc.).

To determine the number of employees for a certain period, the average number on the payroll is used. It is used to calculate labor productivity, average wages, turnover rates, staff turnover and a number of other indicators. The average number of employees per month is determined by summing the number of employees on the payroll for each calendar day of the month (including holidays and weekends) and dividing the resulting amount by the number of calendar days of the month. The average number of employees for a quarter (year) is determined by summing the average number of employees for all months of operation of the enterprise in the quarter (year) and dividing the resulting amount by 3 (12), respectively. To correctly determine the average number of employees, it is necessary to keep daily records of employees on the payroll, including records of orders (instructions) on the hiring, transfer of employees to another job and termination of the employment contract.

There are several main methods for calculating quantitative personnel requirements:

a method based on the use of data on the time of the labor process (labor intensity method);

calculation methods - according to service standards, according to workplaces, according to headcount standards, according to controllability standards;

stochastic methods - calculation of numerical characteristics, regression analysis, correlation analysis;

expert assessment methods - simple assessment, extended (single or multiple) assessment.

The qualitative characteristics of the enterprise’s personnel are determined by the degree of professional and qualification suitability of its employees to achieve the goals of the enterprise and perform work.

The qualitative characteristics of the enterprise’s personnel and the quality of work are much more difficult to assess. Currently, there is no common understanding of the quality of labor and the qualitative component of the labor potential of the workforce. Long discussions on these issues in the economic literature in the 1940-60s and in the 1970s outlined only the main range of parameters or characteristics that determine the quality of labor: economic (complexity of work, worker qualifications, industry affiliation, working conditions, length of service), personal (discipline, skills, conscientiousness, efficiency, creative activity), organizational and technical (attractiveness of work, its technical equipment, level of technological organization of production, rational organization of work) and socio-cultural (collectivism, social activity, general cultural and moral development) .

The qualitative need for personnel (i.e. the need for categories, professions, specialties, level of qualification requirements) is calculated based on:

organizational management structure;

professional and qualification division of work recorded in production and technological documentation into the work process;

requirements for positions and jobs specified in job descriptions or job descriptions;

the staffing table of the organization and its divisions, where the composition of positions is recorded;

documentation regulating various organizational and managerial processes, highlighting the requirements for the professional and qualification composition of performers.

Calculation of quality needs by profession, specialty, etc. criteria is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality need. The total need for personnel is found by summing the quantitative needs according to individual qualitative criteria.

The qualitative need for specialists and managers can be determined through the consistent development of the following organizational documents:

systems of goals as the basis of the organizational structure of management;

general organizational structure, as well as organizational structures of divisions;

staffing table;

job descriptions (job descriptions) of specialists and managers. This type of document can be used as the basis for calculating the labor intensity of performing job functions.

Quantitative and qualitative characteristics can be measured with less or more reliability and reflected by the following absolute and relative indicators:

list and attendance number of employees of the enterprise and/or its internal divisions, individual categories and groups as of a certain date;

the average number of employees of the enterprise and/or its internal divisions for a certain period;

the share of employees of individual divisions (groups, categories) in the total number of employees of the company;

growth rate (increase) in the number of employees of the enterprise for a certain period;

average category of enterprise workers;

the share of employees with higher or secondary specialized education in the total number of employees and/or employees of the enterprise;

average work experience in the specialty of managers and specialists of the enterprise;

staff turnover;

capital-labor ratio of employees and/or workers at the enterprise, etc.

The combination of these and a number of other indicators can give an idea of the quantitative, qualitative and structural state of the enterprise’s personnel, as well as trends in its changes for the purposes of personnel management, including planning, analysis and development of measures to improve the efficiency of use of the enterprise’s human resources.

Quantitative staffing requirements- the need for the number of personnel determined by planned calculations for the entire organization and its individual divisions, according to individual criteria of qualitative need (for example, the number of workers in a certain profession).
Quantitative need is intended to answer the question "How many?" and is based on: analysis of the proposed organizational structure (levels of management, number of divisions, distribution of responsibilities); requirements of production technology (a form of organizing joint activities of performers), forecast of changes in the quantitative characteristics of personnel (taking into account changes in technology, etc.), information on the number of filled vacancies. Recruitment, its methods and methods are entirely based on an assessment of the organization’s quantitative personnel needs.
There are several basic calculation methods quantitative staffing needs.
The main one: the method based on use data on the time of the labor process. Data on the process time make it possible to calculate the number of piece workers or time workers, the number of which is determined by the labor intensity of the process.
Calculation method based on service standards(“unit-method”), showing the dependence of the calculated number on the number of machines, units and other objects being serviced.
Calculation method by workplace and headcount standards should be considered as a special case of using the service standards method, because and the required number of workers according to the number of jobs, and the number standards are established based on service standards.
A specific case of applying the service standards method should be considered determining the number of managers through controllability standards.
As general recommendations Once they are established, the following can be accepted:
1) for leadership positions in departments with a significant proportion of work of a creative non-standard nature, high qualifications or frequent deviations from the pre-planned process technology, the controllability rate should be within 5-7 Human;
2) for leadership positions in departments with a fairly established nature of work, largely determined by standard organizational and management procedures, the standard of control should be within the limits 10-12 Human;
3) in any case, the standard of controllability should not exceed 15-17 person, otherwise the team becomes uncontrollable.
To calculate the number of personnel, you can use some statistical methods. They are conventionally divided into two main groups: stochastic methods and methods of expert assessments.
Stochastic methods calculations are based on an analysis of the relationship between personnel requirements and other variables (for example, production volume). In this case, data for the previous period is taken into account. It is assumed that the need in the future will develop according to a similar dependence.
The most commonly used stochastic ones are: methods: calculation of numerical characteristics; regression analysis; correlation analysis. Calculation of numerical characteristics is used when the need for personnel is significantly related to some factor and this relationship is quite stable. For example, when calculating the number of repair personnel, data such as production volume for the past year and labor intensity of repairs for this period are used. On their basis, an indicator of the labor intensity of repairs per unit of output is calculated, on the basis of which the volume of repair work for the planning period is determined. The further calculation procedure is carried out according to the scheme of the method based on data on the time of the work process.

Personnel requirement planning - one of the most important areas of personnel planning, which makes it possible to establish the qualitative and quantitative composition of personnel for a given period of time.

As can be seen from the definition, it is necessary to distinguish between qualitative and quantitative personnel needs. These types of needs in population planning practice are calculated in unity and interconnection.

Personnel requirement planning includes the following steps:

A generalized analysis of various types of organizational plans that have an impact on staffing (for example, production and sales plans, investment plans, etc.);

Analysis of personnel statistics, including information on their business evaluation and promotion;

Determination of the actual state in terms of quantity and quality of personnel for the planned period;

Calculation of qualitative and quantitative personnel requirements for the same planned period;

Comparison of data obtained at the two previous planning stages;

Planning measures to cover staffing needs.

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

Calculation of quality needs by profession, specialty, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality need. The total need for personnel is found by summing the quantitative needs according to individual qualitative criteria.

Quantitative requirement in personnel is planned by determining its estimated number and comparing it with the actual supply for a certain planning period. There are several main methods for calculating quantitative personnel requirements.

A method based on the use of data on the time of the labor process.

Data on the process time make it possible to calculate the number of piece workers or time workers, the number of which is determined directly by the labor intensity of the process.

For calculations, you should use the following typical dependence:

Time required to complete

Number = production program (T N) ´ Turnout conversion factor

Workers Useful time fund 1 worker (T FLOOR) number on payroll

In its turn,

Where P - number of product items in the production program; N i is the number of products of the i-th item; T i is the execution time of the process (part of the process) for the manufacture of product i - th nomenclature position; T n.pr. i is the time required to change the amount of work in progress in accordance with the production cycle of products of the i-th position; K B is the coefficient of fulfillment of time standards (in foreign literature - the level of productivity, the level of time use).

KV = Production time per unit of product according to technology

Actual production time per unit of production

The number of jobs can be determined by differentiation according to professional types of work, according to the qualification complexity of the work, with the corresponding allocation of initial data on the time of production of the product in accordance with the qualitative parameters of the need for personnel. An example of calculating the number of employees using the method under consideration is shown in table. 5.8.

Table 5.8

Calculation of the number of personnel based on data on the labor intensity of the work process

The name of indicators	Type of work a	Type of work b
qualification X	qualification Y
Labor intensity of the product, hours. - Product A Product B	0,5 0,4	0,8 0,3
Production program, pcs. A B
Total labor intensity of the program, hour A B
Time to change the balance of work in progress, hour. A B
Total labor intensity of gross output according to the program for both products, hour.
Planned percentage of compliance with standards, %
Time required to complete the program, hour.	1190,5
Useful time fund of one employee, hour.	432,5	432,5
Estimated number of personnel, people.	2,8	3,2
Accepted number of personnel, people.

The useful time fund of one employee (T^) and the coefficient of conversion of attendance to payroll are determined from the balance of working time of one employee.

The balance sheet structure is shown in table. 5.9.

Table 5.9

Balance of working time of one employee

As a variation of the method under consideration, an approach can be presented for determining the number of management personnel using the Rosencrantz formula, which in general has the following form:

where H is the number of management personnel of a certain profession, specialty, department, etc.; n — the number of types of management functions that determine the workload of this category of specialists; m i is the average number of certain actions (settlements, order processing, negotiations, etc.) within the i-th type of management functions for a specified period of time (for example, a year); t. — time required to complete a unit T within the framework of the i-th type of management functions; T - working time of a specialist in accordance with the employment agreement (contract) for the corresponding period of calendar time accepted in the calculations; Knrv - coefficient of required time distribution; Kfrv - coefficient of actual time distribution; t P is the time for various functions that cannot be taken into account in preliminary (planned) calculations.

The required time allocation coefficient (Knrv) is calculated as follows:

where K DR is a coefficient that takes into account the costs of additional functions that were not taken into account in advance in the time required for a certain process (); as a rule, is within 1.2< К ДР < 1.4; K O - coefficient taking into account the time spent on rest of employees during the working day; as a rule, it is set at 1.12; K P is the coefficient for converting the turnout number into the payroll number.

The coefficient of actual time distribution (KFR) is determined by the ratio of the total working time of any department to the time calculated as .

It should be noted that in general, the Rosenkrantz formula serves to check the compliance of the actual number (for example, of a unit) with the required one, which is specified by the load of this unit.

To use the Rosencrantz formula in planning calculations, it should be given the following form:

since the values of t P and K of the PDF in this case are unknown.

An example of calculating the number of management personnel using the Rosenkrantz formula is given below based on the initial data indicated in table. 5.10.

The total time for performing management functions is determined as:

(500 . 1) + (3000 . 0,5) + (300 . 3) =2900.

Required time allocation factor:

To NVR = 1.3 × 1.12 × 1.1 = 1.6 .

Actual time distribution ratio:

The calculation of the required number of units is carried out using the Rosencrantz formula as follows:

Table 5.10

Initial data for calculating the required number

management personnel

Continuation of Table 5.10

As indicated in the source data (Table 5.10), the actual number of units is 30 people. Thus, the calculation of the required number showed a certain surplus (» I people) of the actual number of employees.

Calculation method based on service standards.

In foreign literature, the name “unit-method” is adopted, showing the dependence of the calculated number on the number of machines, units and other objects being serviced.

The number of temporary workers or employees according to service standards is calculated using the following formula:

Number of units Loading factor Conversion factor

H = _____________________________________ turnout in(5.5)

Scheduled service norm

In turn, service standards are determined by the formula:

Where P - number of types of facility maintenance work; t unit i — the time required to complete a unit of volume of the i-th type of work; P - the number of units of volume of the i-th type of work per unit of equipment or other calculation object (for example, a unit of production area); T floor - the employee’s useful time per day (shift); T d - the time required for the employee to perform additional functions not included in t unit i

Calculation of the number of personnel using service standards is carried out according to the initial data indicated in table. 5.11.

Table 5.11

Initial data for calculating the number of personnel for servicing a complex of units

The first step is to determine the standard of service:

Hence the number of personnel:

Calculation method based on jobs and headcount standards.

This method should be considered as a special case of using the service standards method, since both the required number of workers according to the number of jobs and the number standards are established based on service standards.

The number of employees by workplace is determined by the formula

Required number Conversion factor

(number of jobs) to the payroll

Number standards are determined as follows:

Workload

LF = ___________________(5.8)

Standard of service

The coefficient used in calculations for all methods of determining headcount is the conversion factor from attendance to payroll numbers, which makes it possible to take into account the likely absence of personnel from the workplace during a planned period of time due to illness; regular or additional leave; study leave; other valid reasons.

The specified conversion factor can be determined based on the balance of working time of one employee for the planned calendar period of time through the ratio of the number of actual working days to the total number of calendar working days.

To calculate the number of personnel, you can also use some statistical methods. They are conventionally divided into two main groups: stochastic methods; methods of expert assessments.

Stochastic calculation methods are based on an analysis of the relationship between personnel requirements and other variables (for example, production volume). In this case, data for the previous period is taken into account and it is assumed that the need in the future will develop according to a similar dependence. As a rule, for calculations, factors are used that do not require complex mathematical operations, but give quite acceptable results.

The most frequently used stochastic methods are: calculation of numerical characteristics; regression analysis; correlation analysis.

Calculation of numerical characteristics is used, as a rule, when the need for personnel is largely related to some factor and this relationship is quite stable. For example, when calculating the number of repair personnel, the following data is used: production volumes for the past year; labor intensity of repairs during this period. On their basis, an indicator of the labor intensity of repairs per unit of output is calculated, on the basis of which the volume of repair work for the planning period is determined. The further calculation procedure is carried out according to the scheme of the method based on data on the time of the work process.

Regression analysis involves establishing a linear relationship between the number of personnel and the factors influencing it.

The general formula is as follows:

where T R is the labor intensity of the work; a is a constant value; b — regression coefficient; x - influencing factor.

It should be noted that the mathematical apparatus of regression analysis is discussed in detail in educational and scientific literature on statistics, therefore it is not presented in this textbook.

Forecasting the need for personnel should be carried out in close contact with the services that directly address issues of forecasting the development of the organization. Such services include departments of planning, marketing, development of management systems, etc.

Planning and analysis of labor indicators

During the transition from an administrative-command system to a market economy, the entire system of planning the activities of organizations changes radically, and above all this applies to planning of labor indicators. It is here that the costly economy has left its most difficult legacy: the number of personnel and unit costs for personnel in domestic organizations are several times higher than the indicators characterizing similar organizations in developed countries.

In conditions of centralized planning, the problems of excessive personnel and inflated costs of its maintenance did not bother the heads of organizations. Moreover, the excessive number of personnel, especially managers and support workers paid on a time-based basis, made it possible to receive appropriate wage funds from ministries and departments and guaranteed them savings on wages, bonuses and rewards.

Thus, monopolistic organizations, in conditions of a closed domestic market and lack of competition, could afford to produce products at inflated costs. The amount of socially necessary costs for the production of goods and services was equal to the actual costs. Unprofitable organizations received subsidies from the state budget. And all this was incorporated into the centralized planning system, into funds and standards that were sent down to organizations in a directive manner.

The market fundamentally changes the entire planning situation and puts forward new, very stringent requirements. First of all, the goals and objectives of planning change. Previously, planning was viewed by organizations as a means of “extorting” funds from ministries and departments. The heads of the organizations tried to include as many reserves as possible into the plans, inflating the number of personnel and wage funds. Ministries and departments tried to moderate the appetites of organizations with the help of instructions, limits, and standards. In general, there was a kind of tug of war between organizations and ministries and departments. The art of planning consisted, from the position of organizations, in the ability to hide reserves, and from the position of employees of ministries and departments, in the ability to reveal such tricks.

Now organizations have received complete independence, and with it comes responsibility for planning their activities. “Directives” and guidelines are no longer given by ministries and departments, but by the market and competition. In these conditions, planning itself, from a means of hiding reserves, knocking out inflated funds and limits, turns into a tool for finding reserves to improve the activities of organizations, increase their competitiveness and survival in harsh market conditions. The system of indicators with the help of which work was planned is also changing.

Previously, ministries and departments set as main indicators for organizations: the number of personnel, the growth rate of labor productivity, the level of compliance with standards, the wage fund, the average wage, the system of salaries and tariff rates; In a competitive environment, the role and place of these indicators in planning changes, and new indicators are put forward. For the market, it doesn’t really matter what the organization’s wage fund was or what the average salary was. Now another indicator is important: how much labor was spent on the production of a unit of products. Moreover, this indicator will have to be compared with the value achieved by competitors. Thus, what now comes to the fore is not the number of personnel, not the wage fund, not the average salary, etc., but the amount of personnel costs per unit of product.

Personnel costs- this is an integral indicator generally recognized for market economy countries, which includes all costs associated with the functioning of the human factor: wage costs (standard wage fund, incentive fund, reserve fund); employer payments for various types of social insurance; expenses of the organization for various types of social payments and benefits (pension fund, employment fund, subsidies for housing, payment for transport, provision of one-time assistance, etc.), for the maintenance of social infrastructure; costs for the maintenance of social services, for training and advanced training of personnel, for the payment of dividends and the purchase of preferential shares. At the same time, wage costs, or, as they are also called in foreign practice, basic costs, usually account for less than half of the total personnel costs.

As an example, we can cite the structure of personnel costs of one of the large companies in Germany. If we take basic expenses (wage payments) as 100%, then payments by employers for various types of social insurance provided for by law and tariff agreements here amounted to 59% of the basic expenses, and the so-called voluntary social expenses of the enterprise - 50% . Thus, additional personnel costs amounted to 109% in relation to wage costs. In turn, voluntary social expenses at this enterprise are as follows: 51.8% of them are spent on old-age benefits; 25.5% - for various types of cash benefits; 9% - for the maintenance of social services; 11% - for training and advanced training of personnel; 2.7% - other expenses.

In a market economy, establishing an acceptable level of personnel costs becomes the starting point for planning all other labor indicators. If an organization's personnel costs exceed those of its competitors, then the further activities of such an organization become problematic. In foreign practice, in the annual reports of organizations, it is mandatory to publish information on the number and structure of personnel, wage costs, expenses for old-age benefits, contributions for social needs, types of voluntary social services and the amount of expenses for their implementation, and the participation of workers and employees in the profits of the organization.

To make it easier for organizations to compare their personnel costs with those of competitors, in Germany, for example, the German Society for Personnel Management, with the participation of representatives of various companies, has developed recommendations that provide for uniformity in the content and methodology of presenting information on personnel costs.

Planning personnel costs is also of particular importance because in market conditions the only product that will steadily rise in price is labor. According to the calculations of economists in Germany, where a high level of wages has been established, personnel costs per year per employee are equivalent to the cost of three new middle-class passenger cars. In addition, it is necessary to take into account the impact of changes in the number of personnel on the amount of incidental costs: for providing employees with work clothes, for organizing and equipping additional workplaces, for equipment and heating of office premises, etc.

In our country, in market and competitive conditions, an appropriate system of labor indicators must also be created, based on foreign experience and taking into account the features of the transition period in the domestic economy. Such a system of indicators should be transparent and uniform for all competing organizations and regularly published in official sources. This will allow organizations to analyze and plan their activities on a scientific basis, based on broad and reliable information about competitors. The methodology for calculating and presenting labor indicators should be established by the Ministry of Labor of the Russian Federation together with the relevant line ministries and departments.

An approximate list of labor indicators necessary for organizations to analyze and plan, as well as assess their competitiveness, is given in Table. 5.12. The table provides the minimum set of indicators with which organizations will be able to analyze and compare the results of their activities with competitors, and lay the basis for planning such indicators that would provide them with the necessary level of competitiveness.

Organization map makes it possible to establish direct connections with related organizations, obtain additional information if necessary, and determine mutually beneficial terms of cooperation in market conditions. General economic indicators will allow organizations to assess the level of their competitiveness, compare their scale of production, their financial capabilities, and the level of social development with related competing organizations. Personnel indicators make it possible to assess the rationality of the professional structure of personnel and the correct placement of personnel. The average age of workers allows us to judge the potential of the workforce. In Japan, for example, this indicator is required in the activity reports of all companies.

New for domestic organizations are personnel cost indicators. Analysis of the magnitude of these costs and their share in total production costs makes it possible to assess the efficiency of the use of labor resources. The structure of personnel costs allows us to judge the rationality of the organization of wages, the structure of income of employees, and the degree of social protection of personnel.

Table 5.12

A system of labor indicators needed by organizations for analysis and planning

No.	Indicator name	Unit	Characteristics of the indicator

	A. Organization map (industry, types of products, form of ownership, address, telephone, fax)
	B. General economic indicators. Volume of production. The amount of fixed assets. Share of fixed assets for non-production purposes. Labor productivity a) in physical terms b) in value terms. Profit. Share of consumption fund in profit	rub. "" % PC. rub. » » %	Scale of production. Also the social level. development. Efficiency of use of labor resources. Financial condition of the organization. Level of social development
	B. Personnel indicators Number of personnel Proportion of workers Proportion of managers Proportion of specialists Proportion of employees Personnel turnover Average age of employees.	people % »» » »» people years	Size of the organization. Personnel structure. Dissatisfaction with working conditions. Human factor potential

Continuation of the table. 5.12.


D. Personnel costs The total amount of expenses, including: Salary costs. Share of wages in personnel costs. Average salary. Average salary of managers Expenditures on social benefits provided by law. Share of costs. Expenses for additional social benefits and benefits. Share in costs Costs for maintaining social infrastructure Share in costs. Program costs. "Profit sharing." Amount of dividends paid. Personnel costs allocated per unit of product. Share of personnel costs in total production costs	rub. " % rub. rub. " " % rub. % rub. % rub. » » » %	Human factor costs. Rationality. organization of wages. Salary level. Differentiation in wages. The degree of social protection of workers. Level of social development. Involvement of personnel in production management. Personnel income structure. Effective use of the human factor.
D. Working conditions. Proportion of workers in hazardous working conditions. Injury level. Incidence rate. Expenses for payment of benefits and compensation for unfavorable working conditions	% days/person "" rub.	Caring for employee health.

Indicators characterizing working conditions. The unfavorable situation with working conditions, which existed in domestic organizations even before the reforms, sharply worsened and worsened during the transition to the market. In order to survive in market conditions and competition, organizations began to save on everything possible, primarily on safety and working conditions. All this causes great damage to the health of workers.

In these conditions, planning labor productivity and the number of personnel becomes a necessary tool for finding ways to reduce personnel costs. The main goal of planning labor productivity and the number of personnel is now to search for reserves, the use of which would allow the organization to reach a level of personnel costs that would be lower than that achieved by competitors, and thereby ensure the ability to survive in market conditions.

At the same time, both the methods, the regulatory framework, and the sequence of calculations for planning labor productivity and the number of personnel are changing. As a starting point when planning labor productivity and the number of employees, it is necessary to take unit personnel costs. If an organization's personnel costs per unit of production exceed the socially necessary ones resulting from competition, then the activities of such an organization become impractical. As a normative basis for calculations, it is necessary to use the indicators achieved by similar competing organizations. When planning labor indicators, one should proceed from the maximum allowable wage costs and the corresponding unit personnel costs, and then determine the required level of labor productivity and the allowable number of personnel. Issues of labor productivity planning are discussed in detail in paragraph 5.6.

When planning labor costs, departments should be given complete independence in the formation and use of labor funds, the ability to independently determine the required number of personnel, independently distribute earned funds, bearing responsibility for all this. At the same time, the system for forming wage funds must be interconnected at all levels of production management and exclude the possibility of overspending on the organization's unified wage fund. The absence of such a connection leads to an imbalance in the entire system of formation of wage funds. Under these conditions, the organization will not be able to pay all departments from a single wage fund. At the same time, the system for the formation of wage funds must be linked to the system for recording the movement of objects of labor in production, with the release of final products and not allow various types of additions and distortions in wages.

The designed system should also exclude the possibility of manifestation of group egoism of the lower level of management in relation to a higher level, i.e. the interests of the team of the unit should be higher than the interests of individual teams, and the interests of the organization should, in turn, have priority in relation to the interests of individual units .

In these conditions, departmental wage funds should be calculated on the basis of stable, but at the same time dynamic standards. On the one hand, the standard for the formation of wage funds must be stable in order to guarantee the division the receipt of earned funds when meeting planned targets, and on the other hand, it must be dynamic, taking into account changes occurring in working conditions, and, above all, structural shifts in the range of products , reducing labor intensity.

The standards for the formation of wage funds should be differentiated for different departments and take into account differences in their working conditions, primarily the wage structure - the ratio of piecework and time-based wages, as well as different planned growth in production volumes, different tasks to reduce labor intensity. The application of a uniform standard for the formation of wage funds (WF) for all departments can lead either to its unreasonable growth in some departments, or to a lack of funds to pay wages to all categories of workers in others.

The so-called incremental standard, developed by scientists from the State University of Management (author M.A. Dyachenko). When calculating the incremental standard, the following are distinguished: conditionally constant part of the team’s wages (wages for temporary workers, managers, specialists and other employees) and variable part (wages of piece workers). In this case, the entire increase is calculated only on the variable part.

The formula for the incremental standard is as follows:

where U PB i is the share of the variable part of wages in the general fund (in the base period); К vi is a coefficient taking into account the growth of production volume; K ci is a coefficient that takes into account structural changes in manufactured products; K ti is a coefficient that takes into account the planned reduction in the labor intensity of products.

A mandatory requirement for the payroll planning system is to ensure the flexibility of this system, the presence of clear feedback between the available payroll fund for the organization as a whole and the amount of payroll funds accrued to departments. Thus, if stable standards for the formation of payroll funds are established for all divisions, regardless of the size of the organization’s payroll fund, then if the organization fails to fulfill its established obligations, these standards lose their meaning, since there will not be sufficient funds to pay them to the divisions.

In order to ensure mutual coordination of the value of the wage funds of departments with the unified wage fund (EPF) of the organization and to prevent its overspending, it is advisable to divide the wage funds of departments into two parts: the normative part of the wage fund, calculated using the incremental standard, and the incentive fund remuneration, the amount of which will depend both on the contribution of the team of a given unit to the final results of the organization as a whole, and on the size of the unified wage fund.

Taking into account all of the above, the procedure for planning wage funds in an organization can be schematically represented using Fig. 5.7. As can be seen from the figure, the formation of payment funds proceeds simultaneously in two directions - from above and from below. In the first case, an estimate of the organization's ETF expenses is drawn up, the necessary funds are allocated for incentives at the end of the year, for the provision of one-time assistance and other needs and additional benefits, the enterprise's reserve is laid down and the amount of funds that can be spent on current payments to the teams of the enterprise's divisions is determined. In the second, the funds required for standard wages for all departments of the enterprise are calculated. The difference between the amount of funds allocated for current payments and the amount of the departments' regulatory payroll constitutes the organization's incentive fund.

This procedure for the formation of payment funds should also be established at the department level. In this case, the payroll of the unit’s team will also consist of two parts - normative and incentive. Finally, the principle of paying standard wages will also be implemented for primary labor collectives - brigades. Thus, the principle of dividing total earnings into its normative and incentive parts will be universal and pass through all levels of production management.

This system of forming wage funds allows us to more closely link the interests of departments at different levels of production management; at the same time, the possibility of overspending in the organization as a whole is eliminated, a flexible direct and feedback connection is established between the organization’s payroll funds and the payroll funds of divisions and primary labor collectives.

In this case, each team of the department becomes, on the one hand, the full owner of the normative payment fund and, therefore, will be vitally interested in finding reserves for increasing labor productivity and reducing the number of personnel. On the other hand, each division now becomes interested in the overall results of the organization's work, receiving from the general incentive fund a certain part corresponding to its contribution to the final results of the organization's work.

A similar procedure for the formation of wage funds was designed by scientists from the State University of Management together with specialists from the First Moscow Watch Factory and implemented in the actual operating conditions of the enterprise. The implementation of this project showed its high efficiency, changed the entire situation with the planning and expenditure of wage funds, changed the psychology of managers and department teams in general.

If earlier the heads of departments tried to get as many personnel as possible from the plant administration, and, accordingly, a larger payroll fund, they acted as a kind of dependents, but now, in the conditions of the normative method of forming funds, they, having received complete independence and responsibility for spending these funds , became full-fledged masters of the situation with the organization of wages, and began to look for opportunities to reduce the number of personnel and, accordingly, increase the earnings of the remaining part of the workers.

Another feature of planning in market conditions is the increased dynamism of this process, the need to constantly monitor the situation on the goods market and the labor market, and make the necessary amendments to the organization’s activities. Under these conditions, planning tasks become much more complicated, the number of factors that have to be taken into account in the planning process increases, and the mobility of these factors increases (this especially applies to external factors independent of the enterprise). The timing and periods of planning are shortened, the tasks of planning and operational management are brought closer together and intertwined.

Rice. 5.7. Procedure for planning wage funds

In this regard, the experience of a Japanese company is of considerable interest. Toyota. Here, submitted by the marketing service, the size of monthly production is established. Then - by dividing the monthly output by the number of working days in a given month - the daily output, the operating mode of the equipment are calculated, the required number of workers is determined, and the placement of people is made. Thus, at the company’s enterprises, the boundaries between planning and operational management seem to be blurred.

In market and competitive conditions, the sequence of planning stages changes, new relationships and relationships arise between planning and analysis of labor indicators, and the tasks of planning and analysis are closely intertwined. In this case, three types of analysis can be distinguished: preliminary, current and retrospective.

Preliminary analysis precedes the development of planned indicators. This is a completely new group of analytical tasks for domestic enterprises. To solve them, an information base is needed - a data bank about competing organizations. The marketing service must constantly summarize and update information about the activities of similar domestic and foreign organizations, about prices for similar products, about personnel costs, about the level of wages, the number of personnel, the costs of social insurance, social payments and benefits provided to employees by the enterprise, on the degree of participation of workers in the distribution of profits, on the level of dividends, etc.

Comparison of these external data with its own indicators makes it possible for the organization to determine the strategy for its further development, set guidelines and maximum permissible indicators when planning labor, which would ensure the competitiveness of the team, the ability to occupy and maintain its niche in the market.

The second group of analytical tasks that make up the content current analysis, is aimed at studying mainly the internal factors of the organization’s activities, identifying deviations of actual indicators from planned ones and the reasons for these deviations. At the same time, the data obtained as a result of the analysis must be compared not only with the planned indicators of their organization, but also, first of all, with the indicators achieved by competitors.

Current analysis should be carried out both in the context of individual products and expense items that form personnel costs (labor costs, social insurance, social benefits and compensation, maintenance of social infrastructure, social services, dividend payments, etc.), and by management levels (organization as a whole, divisions, teams), by location of expenses. Based on the results of the current analysis and taking into account the current situation in the market, organizations can quickly make decisions to eliminate emerging deviations, to maintain and expand the occupied niche in the market.

A retrospective analysis is carried out across the entire range of indicators, in the context of various products, expense items, in relation to the places where expenses arise. The results of the analysis allow organizations to identify the dynamics and trends of changes in both personnel costs and labor productivity, number of personnel, then compare the achieved indicators with the corresponding data of competitors, identify weaknesses and determine ways to increase the competitiveness of the team.

Fundamentally new tasks include planning and analysis of social payments and benefits, expenses for paying dividends. Various types of social benefits and payments, the amount of dividends paid significantly affect the level of staff income and make it possible to attract and retain highly qualified employees. The experience of foreign countries shows that as market relations develop, the share of social benefits and payments in the total amount of personnel costs is steadily increasing, and the range of additional payments and benefits provided by firms and organizations to their employees is expanding.

Effective use of funds for social benefits and payment of dividends requires a detailed analysis of their expenditure both for organizations as a whole and by divisions, categories of employees, and expense items. In this case, the analysis should be carried out in close connection with indicators characterizing the organization’s activities (increasing labor productivity, reducing costs, improving product quality).

The market and competition place strict demands on the efficiency and reliability of information used in planning and analysis. It is known that in a competitive environment, an advantage over other manufacturers is given to those who have more timely information, who are able to collect information faster than others, process it and make the necessary decisions in a timely manner. Possession of reliable and timely information becomes a necessary condition for success and survival in competition.

From all that has been said, it becomes obvious that in market conditions, planning and analysis of labor indicators represent a complex and dynamic system of interrelated tasks with a large number of variables and the possibility of obtaining multivariate solutions. It is quite obvious that such a system of tasks can function successfully only if a computer is used. In this regard, there is a need, firstly, to create a developed network of automated workplaces for specialists involved in planning and analyzing labor indicators, and secondly, to develop on this basis a system of tasks and the formation of an appropriate information base.

With such a system, specialists must have access to a bank of information stored in a large computer installed in the organization's computer center. This allows, when solving problems of planning and analyzing labor indicators, to use information from related subsystems of the organization’s automated control system, expand the boundaries and content of the tasks being solved, and more closely link them with the main indicators of the organization’s performance.

Labor productivity planning

In market conditions, the task of increasing labor productivity as a source of real economic progress becomes vital for the further development of the economy. As the global experience of recent decades shows, it is countries with the highest labor productivity, and not those with the greatest resources, that become economic leaders. It is no coincidence that in economically developed countries there are special institutions that develop productivity management technologies (for example, in Western Europe there is the European Association of National Productivity Centers, in Southeast Asia there is the Asian Productivity Organization, in the USA there is the American Productivity Center, etc.) .

Labor productivity is given considerable attention at the level of organizations in all spheres of activity as one of the important performance indicators, characterizing the degree of rationality of the use of labor resources and used for the purposes of internal analysis and planning of further effective economic activities of the organization. The consequences of an increase (decrease) in labor productivity for individual organizations and society as a whole are presented in Fig. 5.8.

One of the most important lessons of Japanese success, as M.Kh. rightly noted. Meskon, is that it is impossible to achieve sustainable productivity with a spontaneous, impulsive reaction to any problems that arise. Without specific performance goals, it is impossible to determine whether the level achieved is high or low. Goals serve as guidelines for deciding which jobs improve overall performance and which work hinders overall performance. Organizational management must ensure productivity growth through the planning process.

Labor productivity planning - determining the level of labor productivity and the rate of its growth, ensuring the competitiveness of the organization.

The level and dynamics of labor productivity are influenced by many factors.

Considering factors at the level of an individual organization, they can be divided into two groups:

External, i.e. not under the control of organizations (government actions, legislation, infrastructure, market mechanisms, competition, the general socio-economic situation and the situation in a particular industry and region, the state of logistics, the provision of natural resources, the state of labor resources, culture and social values, etc. .); internal, i.e., those under the control of the organization (strategic decisions, organizational issues, labor relations, management personnel of structural units, technology, means of production, product quality, working conditions, information, etc.).

These factors can influence labor productivity both upward and downward. Particularly difficult is the need to take into account external, often difficult to predict, factors. As for internal factors, their influence on labor productivity is more determined and easier to assess during planning. Analysis and generalization of factors contributing to the growth of labor productivity helps managers coordinate the efforts of the organization's personnel, which in itself serves as one of the main conditions for ensuring productivity at all stages and levels of organization management.

The most difficult problem associated with labor productivity planning is to identify, balance, stabilize various trends, and not just determine the level of labor productivity acceptable to the organization. Organizations that can embrace countervailing trends will have an advantage over competitors during periods of sharp economic fluctuations.

Rice. 5.8. Consequences of an increase (decrease) in labor productivity

Currently, it is important not only to develop new approaches to labor productivity planning, but also not to forget traditional methods. In the recent past, when planning labor productivity in domestic organizations, two methods were used: direct calculation and factorial.

Direct counting method provides the opportunity to calculate the reduction in the number of personnel under the influence of specific organizational measures and the corresponding increase in labor productivity. The sequence of actions when using this method is as follows: first, the planned number of personnel is determined for individual categories, taking into account its possible reduction as a result of planned activities; then, based on the calculated planned number of personnel and planned output, the level of labor productivity and its growth rate are determined in comparison with the base period.

Factorial method involves identifying factors that influence the level and growth of labor productivity and assessing their impact. In the pre-reform period, labor productivity planning in our country was carried out on the basis of Methodological Instructions for drawing up a state plan for economic and social development, which provided a unified standard classification of labor productivity growth factors.

This method does not eliminate the shortcomings of planning from what has been achieved, inherent in the direct counting method, since the initial number, which is subsequently adjusted under the influence of various factors and is used to calculate the growth of labor productivity, is set depending on the planned production volume, i.e. is influenced by the past period. In addition, the factorial method does not take into account the costs of materialized labor and for this reason overestimates the growth rate of labor productivity. However, when forecasting for a certain period, you can use the current methodology for calculating the influence of factors on the growth of labor productivity. The classification of labor productivity growth factors by internal content and essence is given in Table. 5.13.

The sequence of actions when using this method is as follows: initially, the base number of personnel for the planned period is determined, provided that basic labor productivity is maintained, then the expected change in the number of personnel is calculated under the influence of each of the selected factors by comparing labor costs for the planned volume of production under planned and base conditions , and then - the total change in the base number and the increase in labor productivity in the planned period.

To determine the influence of a particular factor on the growth of labor productivity, labor savings are calculated in relation to the number of workers required to complete the planned volume of work at basic labor productivity (output).

The initial number of employees (NH) for the planned volume of work can be determined as follows:

a) with a constant structure of production volume

where H base is the number of employees in the base period, people;

IOP - production growth index;

b) in the presence of structural changes

where H base i is the number of employees of the i-th structural unit in the base period, people; UP i is the index of growth in production volume of the i-th structural unit.

Table 5.13

Factors of labor productivity growth

Scientific and technical	Organizational	Structural	Social
Introduction of new equipment and technologies. Mechanization and automation of production. Change in fleet structure or modernization of certain equipment. Changes in product design, quality of raw materials, use of new types of materials. Other factors	Increasing standards and service areas. Specialization of production and expansion of the volume of cooperative supplies. Change in real working time. Improving organization management. Reducing losses from defective products. Reducing the number of workers who do not meet established production standards. Other factors	Change in production volume. Changes in the share of certain types of products and individual industries in the total volume. Other factors	Change in the quality level of personnel. Changing workers' attitudes towards work. Changes in working conditions. Other factors

The most important factor influencing the growth of labor productivity is an increase in the technical level of production. Labor savings (EC p), for example, due to the modernization of existing or the introduction of new equipment, can be calculated using the following formula:

ECH p = × H I × (T D / T K), (5.14)

where M is the total amount of equipment, pcs.; M st — quantity of non-modernized equipment, pcs.; M m - quantity of new or modernized equipment, pcs.; P T - increase in labor productivity when operating new or modernized equipment; T D - number of months of operation of new or upgraded equipment; TK - calendar number of months in the planning period.

In this case, the savings in the number of employees (EC PPP) is determined by the following formula:

ECH PPP = (H PPP × E R × U Z) / (100 × 100), (5.15)

where N PPPI is the initial number of workers to produce the planned volume of products based on the output of the base period; UZ is the share of workers engaged in equipment maintenance in the number of industrial production personnel, %; E R - relative savings in the number of workers, %.

E R =× T D / T K)× 100. (5.16)

The next group of factors taken into account when planning labor productivity is associated with improving management, organization of production and labor. When calculating the growth of labor productivity due to improved management of the organization, it is used comparison method(the existing number of management employees in a given organization with the number of people employed in the field of management in advanced organizations with a more advanced management structure, as well as design data).

The influence of improving labor standardization on the growth of labor productivity is established using direct calculation, i.e. determining the ratio between the number of employees at scientifically based standards and the existing number. The growth of labor productivity by “pulling up” workers who do not meet production standards is determined in two ways:

a) calculating the direct growth of labor productivity by “pulling up” workers who do not meet production standards to 100% or the average percentage of the team’s output according to the formula

P T = [H r1 × (100 × X 1) + H r2 × (100 × X 2)] × D/(H r1 + H r2), (5.17)

where Ch p1 and Ch p2 are the number of workers in groups whose level of compliance with standards is below 100%; X 1 and X 2 are the average percentage of standards fulfilled, respectively, by group; D is the proportion of workers who do not meet production standards, %;

Initial data for determining the quantitative needs of personnel. Determining staffing needs

2. Practical part

Problem 1

Statement of the task “Staff training”

Problem 2

Formulation of the problem

2) calculate the number of personnel for work A and B. For initial data, see table. 2.1.

Problem 3

Formulation of the problem:

Problem 4

Problem 5

4. Website of the “HR Group UBK group” www.ubkgroup.ru. Calculation of personnel requirements. - http://www.ubkgroup.ru/publication/potrebn_pers;

INTRODUCTION

Chapter 1. Theoretical foundations in determining qualitative and quantitative personnel needs

1.1. The concept of quantitative and qualitative characteristics of personnel

A method based on the use of data on the time of the labor process.

Actual production time per unit of production

Calculation method based on service standards.

Calculation method based on jobs and headcount standards.

Planning and analysis of labor indicators

Labor productivity planning

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