Headcount management. The total number of personnel. Headcount management

"Personnel officer. Personnel management", 2007, N 10

51.3% of managers out of 200 respondents consider the irrational number of administrative and managerial personnel to be problems of the functioning of the organizational structures of enterprise management. To this end, it seems necessary to determine the optimal number of administrative and managerial employees and rationally distribute them among structural divisions.

The restructuring of an enterprise is a complex process in which a change in the organizational structure of the enterprise is required to achieve the goals set. The object of organizational restructuring of the enterprise is organizational structure enterprise management, representing one of the elements internal environment functioning construction company and being the mechanism by which a coordinated and coordinated activity of all employees and structural divisions is achieved in the direction of achieving the set goals and implementing the chosen strategy. The organizational structure has a significant impact on the possibility of making changes in key areas of activity for a construction company, acting as a factor that stimulates or hinders the achievement of the intended goals.

For this reason, during the transition to market economy the role of restructuring as an important reserve for improving key indicators construction industry increases.

To identify the problems of functioning of enterprises of the construction complex of the Penza region and the development of organizational management structures, a questionnaire survey was conducted of 200 respondents of construction organizations - mainly senior managers and middle managers holding the positions of director, deputy director, head of department, chief engineer, chief accountant, head site, master, specialist and others. To the extent possible, the questionnaire survey was supplemented by interviews, which made it possible to obtain more complete answers to the questionnaire questions and increase the reliability of their assessment. The first block of the developed questionnaire included questions on the status, type of enterprise and organizational structure of management. The second contained questions about the position of the respondent in the structure of the organization and his interaction with subordinates. The next block reflected the issues of assessing the complexity of management and the use of working time of managers. The final block is the personal information of the respondents.

The distribution of organizations participating in the survey by status and type is as follows (Table 1).

Table 1

Distribution of organizations participating in the survey,

by status and type

Distribution of surveyed respondents by leadership positions presented in table 2.

table 2

Distribution of surveyed executives

by position

As a result of the questionnaire survey, a positive fact was revealed that 56.3% of the interviewed executives clearly imagine the general organizational structure for managing their organization, information about which they receive from documents distributed in the organization. According to 45% of respondents, the main document regulating the construction of the organizational structure of management is the charter, although ideally this is not entirely true.

When evaluating the organizational structure that has developed at enterprises, 37.5% of respondents found that their structure cannot be called optimal, since it is not effective enough in real market conditions. Respondents note that the opportunities for its restructuring are currently quite real and justified (55% of respondents). It should be noted that in 60 cases out of a hundred during the operation of enterprises, changes in the organizational structure were carried out in the direction of its complication. 37% of respondents noted that these changes did not lead to an increase in the results of the enterprise and are not effective enough, since on their own, i.e. external management consultants were not involved.

The main problem of the inefficient functioning of the organizational structure of 51.3% of managers include the irrational number of administrative and managerial personnel due to the lack of personnel with the required qualifications and the lack of specialists of the required profile with a sufficient level of knowledge. The majority of respondents agreed that along with the increase in the number of administrative and managerial personnel, the costs of maintaining it are growing, the quality of the work performed is deteriorating, and labor productivity is decreasing. An unjustified increase in the staff of managers with an insufficient number of workers indicates a rather unstable managerial staff, staff turnover, which is a consequence of an insufficiently high level of labor motivation, causes irrational organization of labor, leads to improper distribution and centralization of managerial functions, increases the linkage and multi-level structure of management.

Dictionary of personnel management. Administrative and managerial personnel - employees of the management apparatus, employees included in the administration of firms, enterprises, organizations, office workers, directorates of enterprises and institutions.

A necessary condition for the creation of an economical management apparatus is the establishment of the optimal number of administrative and managerial employees and their rational distribution among structural units that perform certain management functions based on the regulation of administrative and managerial labor, which will avoid both an unreasonable increase and an arbitrary reduction in the administrative apparatus, improve the use of working hours and reduce management costs.

The most developed method of rationing administrative and managerial work is the method of aggregated standards that establish the dependence of labor costs not on direct factors (the volume of information processed, the level of organization and mechanization of labor), but on indirect factors that are in correlation with direct ones, but are more stable. and easier to account for. As such factors, as a rule, the technical and economic indicators of the organization's activities are taken.

To determine the factors influencing the number of administrative and managerial personnel, the method of expert assessments was applied.

18 managers were involved as experts. Among them: directors, heads of departments and services of construction enterprises, chief accountants and others managerial workers. The experts were presented with 13 factors listed in Table 3 that affect the number of AMS for 10 types of management subsystems.

Table 3

List of factors that determine the number

administrative and managerial personnel by subsystems

management

	Designation
The annual volume of work performed by our own forces
Annual volume of work performed by subcontractors organizations
Annual number of objects under construction
Number of employees in construction
Number of workers in construction
Number of customers
The cost of the active part of the main production assets
Number of functional and production divisions
Number of management levels
Average headcount
Number of jobs in the main production
The average number of managerial personnel

When determining the factors, we proceeded from the following basic provisions: it is advisable to use factors whose numerical value is formalized; it is recommended to use factors that reflect the specifics of the control subsystem; when choosing factors, it is advisable to take as the main ones those of them, the numerical value of which can be accurately determined from the accounting documentation.

Based on the data on the actual number of employees by management functions H and the numerical values of the factors in the base organizations, the regression analysis method was used to obtain the following dependencies of the number of managerial personnel by management subsystems on the influencing factors:

1. General (administrative) management:

H = 6.023 + 0.011x - 0.0012x ,

x - annual volume of work performed by subcontractors

organizations.

2. Planning of production and economic activities:

H = 1.45 + 0.0004x + 0.065x ,

where x is the annual volume of work performed on its own;

3. Organization of labor and wages:

H = 3.147 + 0.059x + 0.00001x ,

where x is the annual number of objects under construction;

4. Technical preparation of construction production:

H = 2.668 + 0.022x - 0.005x,

where x is the annual volume of work performed on its own;

x - annual number of objects under construction.

5. Occupational health and safety:

H = - 3.415 + 0.279x + 0.045x,

where x is the number of employees in construction;

x- average headcount personnel.

6. Recruitment and training:

H = - 0.747 + 0.166x + 0.246x,

divisions;

7. Logistics management:

H = 2.85 + 0.015x + 0.014x ,

where x is the annual volume of work performed on its own;

x - annual number of objects under construction.

8. Mechanization of construction and installation works and management of energy services:

H = 8.169 - 0.047x + 0.042x,

MEHiEO 1 2

where x is the number of customers;

x - the cost of the active part of the main production

9. Housekeeping and general office work:

H = - 10.239 + 0.654x + 2.97x,

where x is the number of functional and production

divisions;

x - number of control levels.

10. Accounting and financial activities:

H = - 0.104 + 0.21x + 0.016x,

where x is the number of functional and production

divisions;

x - average headcount.

The total number of administrative and managerial personnel can be obtained as the sum of the number of employees by management subsystems:

H=H+H+H+H+H+H+H+

general Adm Plan OH&S Tech OH&S KiPK UMTS

MECHIEO HOIOD BUiFD

Comparison of the standard and actual number of managerial personnel by management subsystems for a number of enterprises (Table 4) made it possible to identify significant deviations in these values. We regard this fact as evidence of the need for a set of measures to restructure these enterprises.

Table 4

The results of calculating the rational number of employees

by control subsystems

Name
organizations

Number of administrative and managerial personnel by management subsystems

General
(administrative)
management

Planning
production-
economic
activities

Technical
preparation
construction
production

Labour Organization
and wages
fees

Occupational Safety and Health
and technology
security

Acquisition
and preparation
personnel

Control
financially -
technical
supply

Mechanization of construction and installation works
and leadership
energy
service

Household
service
and general
office work

Accounting
accounting and financial
activity

standard

MP Housing and Communal Services
Zarechny

Ltd
"Penza
control
construction"

LLC "Kedr"

LLC "Remstroy"

Ltd
"Zarechensky
building
service"

LLC "Kedr-2"

LLC "Standard"

Ltd
"Construction
control
N 2"

Obviously, this process is not identical to a mechanical increase or decrease in the staff of organizations, but involves measures to improve management systems in general through the development and subsequent implementation of organizational projects.

The above equations can be used not only to determine the required number of administrative and managerial personnel. The analysis of the parameters of the equations makes it possible to reveal the influence of various causes on the formation of the administrative apparatus and the change in its number, can be used to conduct economic analysis organizational structures.

This will provide rational organization work of the administrative apparatus, contributing to the development of optimal management decisions in terms of reliability, and will also contribute to efficient distribution working time. Increasing labor productivity by improving communication processes and information exchange, improving skills, as well as improving the overall performance of the enterprise management structure will allow the existing volume of work to be carried out by fewer employees, which will reduce the cost of labor resources of enterprises and the cost of construction products and services.

Literature

1. Ivanov Yu.V., Kolesnikova S.V., Kholodova L.N. Rationalization of headcount state enterprise// Personnel Management. 2007. N 4. S. 50 - 52.

2. Kibanov A.Ya., Mamed-Zade G.A., Rodkina T.A. Personnel Management. Labor regulation / Edited by D.E. n., professor Kibanov A.Ya. - M.: Exam, 1999.

1 -1

There is nothing more useless than doing a job effectively that doesn't need to be done at all.
Peter F. Drucker

The article discusses the method of managing the number of office workers with regulated labor (accounting, personnel document management, tellers, etc.). The key difference of the proposed methodology is the absence of labor rationing.

Sometimes we are forced to do the work that we need to do, but really do not want to. I think many will agree with me that one of these works is labor rationing. Rationing can be used for various purposes, but most often for headcount management. Let me remind you how this is usually done, using the problem of diggers as an example.

One digger digs a trench 1 meter long in one hour. How many diggers does it take to dig a trench 45 meters long every day if the working day of a digger lasts 8 hours. The answer is 5.625. Right? Arithmetically - yes, but in fact - not a fact. First, different diggers can dig a trench at different speeds. Secondly, we do not know if 1 meter per hour is good or bad. Perhaps, if a digger is taught, he can dig at a speed of 1.5 meters per hour. Then you need only 3.75 diggers. Or, conversely, 1 meter per hour is too fast, so the trench turns out to be bad and you need to dig more slowly. Thus, the main thing is to correctly determine the standards. But therein lies the main problem.

Normally, the determination of standards is carried out with the help of Photographs of the Working Day (FRD). The rater (HR manager), armed with a stopwatch and a sheet of paper, sits next to the employee and records all the actions he performs, while simultaneously measuring their duration. Then the measurement results are entered into a computer, for example, in MS Excel, and statistically processed (most often they are simply averaged). Agree, the work is simple, but psychologically not very pleasant. Therefore, by the way, many HR managers try not to do it themselves, but invite consulting companies for this. (They can be understood, they can then work with these people) But the problem is not only this.

The first problem is the influence of observers on the measurement results. The General Electric firm at the beginning of the 20th century investigated the effect of room illumination on the productivity of workers (relay assemblers). As part of the ongoing research (called the Hawthorne Studies, Hawthorne Studies), the assembly time of the relay was measured under various lighting conditions in the room. First, the illumination was increased; as expected, assembly time decreased. Then the illumination was reduced, expecting that the assembly time would increase, but this did not happen. As a result, it was found that there is a more significant factor than illumination. It is the presence of observers. This factor affects labor productivity significantly more than the illumination of the room. This influence is called the Hawthorne Effect.

The second problem is the complexity of obtaining reliable information. Mathematicians know that to obtain a reliable estimate, the sample size must be at least 50 points. A good sample is considered to be 500 points. In other words, if you need to get a statistically reliable estimate of the execution time of some operation, then it must be measured at least 50 times, and preferably 500 times. It is not enough to simply average the obtained results, they must also be statistically processed, i.e. get standard deviation, percentile, other statistical estimates. If this is not done, then the same “average temperature in the hospital” will turn out.

If the timed operation is, for example, tightening a nut, then it will not be possible to obtain a reliable estimate. special work. If, for example, the time of opening a bank account or the time of an interview is measured, then this is much more difficult to do. If in this case we restrict ourselves to only a few measurements, which are then averaged, then the practical value of the obtained estimate will be very low.

The third problem is the high demands on the professionalism of the performers. The fact is that before you normalize something, you must first make sure that the process is organized correctly. To do this, at least, you need to describe it. It is not difficult to describe the business process of a digger, office staff- much more difficult. After that, you need to determine the operations that should be normalized. This is also not the easiest task. There are at least two approaches to its solution. The first is to normalize all the actions of the staff. This is called micronutrient rationing. The task is not very difficult, but very laborious. The second way is factorization. The essence of this method is as follows. The business process must be decomposed to the level of business operations in such a way that for each business operation it is possible to single out a single factor that determines its labor costs. After that, normalize these labor costs. The task is not very time-consuming, but requires a high level of professionalism.

From what has been said, it follows that the rationing of labor is not only a psychologically not very pleasant task, but also not an easy one. Unfortunately, often there is no alternative to rationing. Often, but not always! If you need to manage the number of office workers whose work is computerized, then there is an alternative. In this case, you can use the method: "Examination of Actual Labor Costs" (EFT).

Required headcount = F (Staff workload)

The required number is determined by the available scope of work. The workload of the staff also depends on the amount of work available. Therefore, to determine the required number, it is enough to know actual staff workload. If it is above a certain threshold, then there are not enough workers (they work “for wear and tear”) and the staff needs to be expanded. If it is lower, then there are too many employees and reductions should be carried out. The idea of the method is shown in Figure 1.

Figure 1. Concept of the Examination of Actual Labor Method

To obtain adequate results, the measurement of the actual workload should be carried out over a representative period of time, the assessment of the workload of the staff should be done no more often, for example, once a month or quarterly. Thus, it is easy to answer the question: "What to do - shrink, expand or leave everything as it is?".

I will give a simple example. Suppose the actual workload of the bank's customer service specialists, with a headcount of 30 people, is 90%. At the same time, it is known that the normal workload (corresponding to the comfortable work of the staff) should be in the range from 70% to 75%. What to do? It is logical to assume that for short periods, the dependence of staff workload on the amount of work is linear. Then, by solving a simple equation, it is easy to determine that in order to reduce the workload of staff to 70-75%, the number of employees should be increased by 5-7 people.

For operational management number, this method of calculating the number is effective. But for long-term headcount planning, this is not the case.

How many specialists will the bank need if the number of clients increases, for example, by 3 times? Does this mean that the number of staff should also be increased by 3 times? It is not necessary at all, because over long distances, the dependence of workload on the amount of work can be non-linear. Therefore, to accurately answer this question, you need to do the following.

First, it is necessary to highlight the factors that affect the workload of the staff. This can be, for example, the number of contracts concluded by the bank. Secondly, it is desirable to reduce the selected factors, according to a certain rule (through a system of coefficients), to a single, integrated factor. Thirdly, based on historical data, it is necessary to build the dependence of the workload of the staff on the values of the integrated factor (as shown in Figure 1). This can be done using MS Excel or Retrospective Analysis. Having built the dependence of the workload of the staff on the values of the integrated factor, it is easy to extrapolate the value of the workload of the staff to other values of the integrated factor.

Effective Workload - an indicator of the actual workload of personnel

To manage something, you need to be able to measure it. What should be measured for headcount management? The answer is Effective Load. Effective Load is:

1. Share of productive work (main parameter).

2. Evaluation of the effectiveness of the use of working time in the performance of Productive work (optional).

3. Evaluation of the reliability of information about labor costs (optional).

Productive work is all the activities performed by an employee, directly related to the achievement specific purpose or performing certain business functions. Let me explain this with an example of the work of an accountant.

In the course of fulfilling their official duties An accountant can do a variety of jobs. Using an accounting program (for example, 1C Accounting), an accountant draws up primary documents, makes postings, draws up reports, etc. If some information is missing, he looks for it using, for example, the Consultant Plus program. The accountant also solves various issues with counterparties, communicates with colleagues, attends seminars, etc. Despite the fact that all work is important, only the first type of work should be classified as Productive work, because. only he directly associated with the performance of a business function: accounting. All others are only indirect. Agree that the purpose of searching for information, communicating with colleagues and counterparties, attending seminars, etc. is the qualitative performance of the first type of work (primary work, postings, reports, etc.).

Ancillary work is also very important, as without it, Productive Work cannot be done. The ratio of Productive to Auxiliary work depends on the technology used. The greater the degree of automation of business processes, the smaller the share of ancillary work. For example, if a Bank-Client program is installed in an organization, then the share of Auxiliary work for an accountant will be less, because he does not need to go to the bank.

Why is it important for headcount management to know the share of productive work? Because it definitely depends on the amount of work available. If the accountant does not have primary documents, then there is nothing to take into account, so he will not have any Productive work. In this case, he can communicate with colleagues, improve the level of professionalism, or do something else. Agree, you can search for information or communicate with colleagues for several minutes or several hours. It depends more on the personal qualities of the employee than on the amount of work available. Just like conferring for one hour, or for the whole day.

The second parameter of the Effective Load is the assessment of the efficiency of the use of working time. This parameter should not be identified with the efficiency of the employee, because. The performance of an employee is determined not only by how the employee uses his work time. More important are other indicators, such as how well he does his job. Nevertheless, effectively managing the number of personnel without taking into account labor productivity is ... possible, but not very correct. Sometimes one worker does as much in an hour as another does in a whole day. Therefore, there is always a choice: to make people work more productively or to increase their number.

To take into account the fact that people work differently, the Productive Work share must be multiplied by the labor productivity factor. As such a coefficient, we propose to use BPI (Basic Performance Indicator), calculated in the same way as KPI; see Figure 2. Metrics that characterize labor productivity can be, for example: the number of documents made, lines processed, contracts concluded, etc. But it is more convenient to use an integrated factor, as shown in Figure 2.

Figure 2. Calculation of BPI values characterizing the efficiency of using working time.

Someone, looking at Figure 2, can say that the BPI calculation is the classic labor rationing. Indeed, there are metrics that characterize labor productivity, there are their actual indicators, planned indicators, the percentage of plan completion, etc. Why not use BPI to measure staff performance? Answer: for two reasons. Firstly, because the calculation of BPI does not take into account indicators of the quality of work, for example, the number of errors made by employees. The fact is that BPI is calculated automatically (more on that below), and only a person can evaluate the quality. Secondly, and most importantly, it is not very correct to evaluate the work of office staff on the basis of only quantitative metrics. As soon as you start doing this, employees, instead of thinking about how to do their job better, will think about how to “wind up” the metrics.

The third parameter of Effective Load is the assessment of the reliability of information about labor costs. It is obvious that a decision on the required number can only be made on the basis of reliable information. It is not always possible to obtain absolutely reliable information on labor costs. Therefore, it is very important to know to what extent the available information can be trusted. To do this, the reliability assessment must be digitized and only the information whose reliability is higher than a certain value should be used when calculating the population. The rest of the information is discarded. To assess the reliability, a special coefficient (from 0 to 1) is used, called the Information Reliability Coefficient. How it is calculated will be discussed below.

You can only manage what you can measure. Therefore, in order to manage the Effective Load, it must be able to measure it. Consider how to do this for regulated labor office workers (accounting, personnel office work etc.).

How is Effective Load measured?

The productive work of regulated labor office workers is, in most cases, automated. Therefore, in order to measure Effective Workload, it is necessary and sufficient to measure the proportion of time during which employees perform business operations corresponding to certain business functions. Continuing with the accountant example above, this is the fraction of time the accountant spends posting, creating reports, and so on. Since this work is performed using a computer, let's call this time the Relative Time of Productive Work with a Computer (hereinafter referred to as RPTC).

The Autotiming method is used to measure the ROVPR. The tool for conducting Autotimekeeping is a special program, which we will call: Working Day Camera (FRD). To control the Effective Load, the following programs are also used: Probe, Expert System, Database, Cockpit; see Figure 3.

Figure 3. Solution architecture for measuring Effective Load.

FRD is installed on employees' computers and does the following:

1. Automatically determines, firstly, what business application a person is currently working with. Secondly, which window on his computer is currently active, i.e. is in the foreground. When working with a business application, a person can open several windows at the same time, but only one of them is active (is in the foreground) at any given time. The program automatically determines the name of this window. If a person works with a web application, then the program automatically determines the current URL.

2. Automatically determines which business operation corresponds to the current active window or current URL, and also measures how long a worker spends on this business operation. For example, if an HR manager, using the MS web browser Internet Explorer, looked through the CV on the HeadHunter website for 30 minutes, and then did it for another 20 minutes on the SuperJob website using the Firefox web browser, the program will automatically detect that the HR manager performed the business operation for 50 minutes: Resume Search. If then he went to the website of a store for 10 minutes to buy a bicycle, then the program will not take this time into account. A business operation catalog must first be created, in which each window or URL is associated with a specific business operation.

3. Automatically determines how intensively a person is currently working with the keyboard and mouse. This will allow you to separate periods of time when a person actually performs a business operation from periods of time when some program is running on his computer, and he himself is drinking tea at this time.

The probe is installed on a special computer (Server) and automatically imports from the application system (ERP, CRM, ...) quantitative metrics that characterize labor productivity: the number of documents posted, reports made, etc. All received information, both measured by the FRD and imported from application systems, is automatically recorded in the Database located on the Server. The Expert System is also carried out there, which automatically, according to certain rules, processes all the information received. The result of such processing are, for example, the following characteristics:

Average OVPRK. This is the proportion of time that an employee (department) performed business activities corresponding to Productive work. This indicator is calculated based on data measured by the FRD.
Efficient OVPR. This is the Average RRR multiplied by the BPI value. Let me remind you that BPI (Basic Performance Indicator) characterizes the efficiency of using working time. The BPI values are automatically calculated by the Expert System based on the data imported by the Probe from the application system (ERP, CRM).
Reliable OVPR. This is the Average CVPR multiplied by the Information Confidence Factor (CRI). The CDI values are automatically calculated by the Expert System based on information about the speed of a person's work with a computer keyboard and mouse. CRT is the percentage of time during which the keyboard and mouse speed was not less and not more than predetermined values during the execution of a certain business operation. Let's assume that the 1C Accounting application corresponding to the business operation "Accounting" was running on the accountant's computer for 6 hours. At the same time, the accountant actually worked with this application for 3 hours, spent 2 hours at a meeting, and then left work without turning off the computer and putting a book on the keyboard. In this case, the Average PRTR will be 6 hours, and the Reliable VRTR will be only three hours.
Division Workload Index (DPI). This is the proportion of time that the CRPF has been above a certain threshold. In the Expert System, you can set five threshold values corresponding to the assessments: good, acceptable, requires attention, on the verge, bad. Therefore, not one IRP value is automatically calculated, but five. At the same time, when calculating each LPI, all three types of CVPR can be used: Average CVPR, Effective CVPR, Reliable CVPR.

The scope of the LPI is much broader than just headcount management. It is a tool for managing organizational performance. Since this is a relative indicator (measured as a percentage), it can be used to compare the actual workload of different departments and different employees, which is difficult to do by other means. How, for example, to compare the workload of the HR Service and the IT Service, or the workload of an accountant and a personnel officer? Based on actual hours worked? Not indicative, since the structure of labor costs is unknown. And the ISP solves this problem. With its help, you can quickly identify "bottlenecks", understand where resources are used inefficiently, see trends, evaluate the effect of implementation new technology and much more.

All scores and metrics generated by the Expert System are displayed in the Cockpit. It is advisable to install the cockpit on the computers of line managers, HR managers and other employees responsible for organizational efficiency. The cockpit supports several modes of operation:

1. Operational Monitoring. This mode is designed to control the current workload of personnel. It includes monitoring activity and monitoring performance personnel. Operational Activity Monitoring allows you to see in real time what business operations employees are currently performing, what business applications they are working with and at what intensity. Operational Performance Monitoring is designed to monitor Effective Load over relatively short periods of time, from minutes to days.

2. Retrospective Analysis and Expert Reports. Retrospective Analysis is designed to analyze the workload of personnel over the past periods of time. In this mode, information about the Effective Workload of employees and departments (organizational units) is presented in the form of strip charts and graphs, "tied" to a common time scale. This allows you to compare the workload of different org. links, identify trends, identify interdependencies, etc. Expert Report is multipage document, containing the results of statistical processing and expert analysis of information about the workload of personnel. Reports can be created in various sections: by employees, departments, business processes, projects, etc.

3. Headcount Planning (Dynamic Headcount Model). This mode is designed to determine the required number of personnel depending on the values of the integrated factor under certain restrictions. For example, how many employees will be needed if the value of the integrated factor is 37 points, provided that the efficiency of the use of working time should not be lower than 0.7, and the reliability of information should not be lower than 0.99? The input data is the values of the factor. Limitations are BPI and CDI values. As a result, we get the required number of personnel.

An important question is who and how sets up the Expert System, in particular, how the threshold values of the OVPRK are determined, corresponding to the assessments: good, acceptable, requires attention, etc. This task is solved by the Consultant or the HR manager based on the statistical processing of historical data on the workload of the staff. For this, the tools of Retrospective Analysis are used. With their help, an HR manager can, firstly, compare the workload of different employees and departments with each other. Secondly, to identify trends, to see how workload depends on the day of the week, time of day, season, etc. Thirdly, to determine the relationship between metrics that characterize labor productivity and metrics that characterize labor costs. And, finally, to determine the relationship between the achievements of the staff, on the one hand, and the structure of labor costs, on the other hand.

Three levels of organizational performance management

Headcount management is a process, not a one-time procedure. Headcount management should not be limited to just determining how many employees now necessary. Number management is not an end in itself. The goal is to improve organizational efficiency. An organization always has a choice - to increase the number or intensify work. Therefore, headcount management cannot be considered in isolation from other elements of organizational performance management, in particular, in isolation from achievement management and cost management, etc.

If an organization is like a car, business process performance is like a speedometer or a mileage meter, then Effective Load is like a tachometer. (Obviously, the engine of business processes is people.) Just as when driving a car, speedometer readings are analyzed in conjunction with tachometer readings, so in business management, Effective Load must be analyzed in conjunction with other business indicators, both financial and leading.

Effective Load should be used in at least three organizational performance management loops, see Figure 4. These loops are:

1. Labor management loop.

2. Achievement management loop.

3. Personnel cost management loop.

Figure 4. Multi-level headcount management system.

Labor management loop usually "tied" to the line manager. The duties of managers (subdivisions of regulated labor) should include ensuring a uniform workload of personnel, preventing overload, minimizing the misuse of working time. Frequent overloads indicate poor organization of work and are the cause of errors. Frequent smoke breaks, tea parties, etc. testify to the lack of interest of employees, which ultimately affects the efficiency of the business. This is the responsibility of the line manager. The labor cost management tool is Operational Monitoring.

Achievement management loop usually "tied" to an HR manager. Along with the Effective Load, this circuit uses information about the achievements of the personnel. Effective Load in this case is used to solve at least two problems. Firstly, to determine the "fair" planned performance indicators (KPI). Secondly, for diagnosing the failure of the staff to achieve planned performance indicators. The tools for solving these problems are the means of Retrospective Analysis and Expert Reports. Analysis of achievements and labor costs should be carried out at least once a quarter.

Personnel cost management loop usually "tied" to the head of the compensation and benefits department and / or the director of development, planning the headcount. Along with the Effective Load, this circuit also uses information about the Factors that affect the number of personnel. The main tool for solving this problem is the Dynamic Population Model. The values of Factors are used as input data for such a model. The output is information about standard labor costs. Headcount planning should be carried out at least once every six months.

Note that all three loops are independent of each other, each control loop uses the Effective Load as input, any corrective action changes the value of the Effective Load.

Instead of a conclusion

We looked at how to manage the number of regulated labor workers using the Examination of Actual Labor Costs method. The advantages of the method are: high accuracy, low labor intensity, relatively low total cost of use. The main thing is that now there is no need to stand with a stopwatch behind the backs of workers. All measurements are made automatically, and not only measurements, but also processing of results. limitation this method is the possibility of its application only in those departments where business processes are computerized.

I anticipate a question. In most organizations, the vast majority are employees whose work is not strictly regulated. Let's call them workers of "creative" labor (the quotation marks mean that there may not be anything creative in their work). Can the proposed solution be used to manage the number of such workers? Answer: yes and no. Yes, because the general principles remain the same. No, because many things must be done differently.

Managing the number of creative workers has two fundamental differences. Firstly, the number of personnel depends not only on the amount of work, but also on the "tactics" of achieving goals. Secondly, for the timing of Productive work, it is not enough to measure only the OVPR, because a large proportion of the work can be done without the use of a computer. At least two conclusions follow from this. The first conclusion is that in order to manage the number of "creative" workers, the Effective Load must be measured in a different way. The second conclusion: in order to manage the number of staff, it is important to know not only the intensity with which people work, but also what exactly they do. In other words, the structure of labor costs is important.

Headcount management in the narrow sense of the word is the determination of the necessary and sufficient number of employees to perform a certain amount of work. This is the job of HR. Headcount management in broad sense- is the management of the cost of the organization's key resource, which is the staff. In accordance with the Activity Based Costing method, the cost of this resource should include not only wages and all social benefits, but also the cost of renting premises, the cost computer technology and other costs. Thus, headcount management in the broad sense of the word is the task of the financial service.

The names of all programs are conditional. The real names of the programs differ from those used in the article.

All-Russian Research Institute
documentation and archiving
(VNIIDAD)

Method of calculation
staffing of state archives
based on labor standards

Moscow, 2004

Methodology for calculating the staffing of state archives based on labor standards/ Compiled by: Z.V. Bushmeleva (topic leader), V.E. Sobolev, L.P. Shotina, scientific editor V.D. Sploshnov. Moscow: VNIIDAD, Rosarkhiv, 2004.

This technique is designed to calculate the staffing of specialists, administrative and managerial and junior staff of archives of various levels, regardless of the types of documents stored.

"The methodology for calculating the staffing of state archives based on labor standards" was approved by order of the Federal Archive of January 14, 2004 No. 9.

Introduction

The methodological basis for the preparation of the “Methods for calculating the staffing of state archives based on labor standards” was the “Recommendations for determining the staffing level of employees of budgetary organizations based on labor standards”. In them, “the number of employees of budgetary organizations is recommended to be established on the basis of intersectoral, sectoral and local regulatory materials on labor, which make it possible to determine the required number of functional units of the organization or individual performers. The number of employees of a budgetary organization is established by structural divisions, separately for managers, specialists and other employees, for production and maintenance personnel (workers).

The calculation method allows you to determine the required number of employees: specialists in the main activities, as well as other specialists providing this activity, administrative and managerial and junior staff of the archive, not only for functional units and individual groups of employees, but also for the archive as a whole, in certain areas his activities.

The methodology and formulas for calculating the required staffing level are recommended for use in archives different types, levels of subordination and regardless of the composition of documents.

The use of labor standards in calculating labor standards is the most accurate method for determining the required number of employees and assessing the level of productivity of their labor.

Under required staffing employees is understood as the number that allows to effectively and efficiently perform in full the work on acquisition, accounting, ensuring the safety and use of documents in a particular archive, as well as organizational and managerial functions, subject to scientifically based work and rest regimes and the modern level of labor organization.

Core Business Specialists- these are specialists of higher and secondary qualifications who perform work directly related to the main functions of archives: storage and preservation of documents, acquisition, accounting and use of documents, as well as master planning and reporting on the results of these areas of activity, organization of the work of the advisory bodies of the archive.

Based on the specifics of the activities of archives, restorers, photographers, bookbinders, operators of microfilming, copying and other reproducing equipment can be conditionally classified as a special group of specialists in the main activity serving the most important areas of archive activity - ensuring the safety and use of documents. These specialists, as a rule, have secondary specialized education or special training. Their number should be calculated according to the formula used to calculate the number of specialists in the main activity.

Administrative and management personnel (AMP)- this is a category of managers and specialists who manage the archive by functions - general management, management of structural divisions, accounting, personnel and office support. PAM employees ensure the collection and processing of all management information, prepare, accept and implement management decisions, take part in practical solution research and production tasks.

Engineering and technical workers (ITR)- these are specialists of various profiles of higher or medium qualification, carrying out Maintenance available in the archive of film, photo, microfilming, restoration, copying equipment, precision optical equipment, PC and other means computer science, as well as engineering maintenance of buildings and premises of the archive.

Workers and Junior Service Personnel (MOP)- employees who are not directly involved in the performance of the main functions of the archive, but serving them. These are cleaners of premises and territories, storekeepers, cloakroom attendants, elevator operators, workers who ensure the operation of engineering equipment of buildings (heating, water supply, sewerage, electric lighting), instrumentation and automatic devices installed on this equipment.

The following types of standards are used to calculate the required staffing of employees of state archives: time norm, output norm, manageability norm, service time norm and service norm.

Norm of time- this is the amount of time spent working, established for the performance of a unit of work by one employee or a group of employees of the appropriate qualification under certain organizational and technical conditions.

Production rate- this is the established amount of work that one employee or a group of employees of appropriate qualifications is required to perform per unit of working time under certain organizational and technical conditions.

Controllability rate- this is the number of employees whose activities can be effectively managed under given organizational and technical conditions by one manager.

Service rate - required amount objects (pieces of equipment, workplaces, visitors, etc.), which one employee or a group of employees of appropriate qualification must serve during a unit of working time in certain organizational and technical conditions. The service rate is a derivative of the service time rate.

Service time rate- this is the amount of working time spent by one employee or a group of employees with the necessary qualifications to service a unit of an object (unit of equipment, floor space, number of visitors, etc.).

Calculations using labor standards (see Appendix) can be carried out for various purposes: to determine or clarify the required staffing of the archive as a whole - both the existing one and the newly created (projected), branch of the archive, a specific division (divisions) of the archive; in the areas of activity of the archive; if necessary, ensure the implementation by the archive of the measures provided for by intersectoral, sectoral and regional programs; in the event of an actual or forecasted significant increase in the volume of acquisitions and other types of work; when changing the structure of the archive; the need to redistribute staff between the departments of the archive, when commissioning a new building or reconstructing the archive, etc.

1. Methodology for determining the required staffing of the archive as a whole

Calculations of the required number of employees of the archive as a whole are carried out for all types of work that are carried out or should be carried out (this is determined by the purpose of the calculation) in the archive, both for the main (archival) and for administrative and managerial, as well as engineering, technical, economic, auxiliary work (if it is determined that the engineering, technical and economic maintenance of the archive should be carried out by its full-time employees).

It is expedient to make calculations separately by categories of employees: specialists in core activities, managers in core activities, specialists in administrative and managerial personnel, engineering and technical workers, workers, junior service personnel, managers in non-core activities.

This work is recommended to be carried out in the following order. First, it is advisable to calculate the required number of employees for the main activity. To do this, it is necessary to compile a list of all functions for the main activity and all archival work that the archive must perform in order to implement its tasks and functions defined by archival and related legislation (federal and regional), the Basic Rules for the Operation of State Archives of the Russian Federation, the rules for the operation of state archives with scientific and technical and film, photo and video documents, regulations, other industry regulatory and methodological documents, as well as federal and regional programs and plans for the development of archiving, the charter of this archive (regulations on the archive).

The list includes normalized and non-standardized works.

Then, the volumes of each of the works that the archive is obliged to perform annually in each of the main areas of activity in a certain period of time (for example, in the next five years) are determined. The calculation of the required amount of work is carried out on the basis of an analysis of the state and results of the archive in recent years, with the obligatory consideration of the current federal and regional programs and plans for the development of archiving, recommendations of the governing bodies archives- federal and regional (of a given subject of the Russian Federation), the archive has its own forecasts, programs and development plans.

From the current planning activities of the archive this work will differ in that, when planning, the archives usually proceed from the approved staffing level, and not the required one. Since the staffing of many archives is insufficient, when planning and carrying out work on their core activities, archives are often forced to violate the established or normative deadlines for their implementation, exceed the norms of time and output, work using simplified technologies (often to the detriment of quality) or even postpone certain types of work. indefinitely.

When making calculations to justify the required headcount of key personnel state archive calculations should be based on the scope of work, in which, with the greatest possible completeness, such factors as the volume and state of preservation of the archive funds are taken into account; the presence of secret, unique and especially valuable documents, as well as film and photo documents and microforms requiring separate storage and special accounting; the necessary measures to ensure the safety of documents, the creation of an insurance fund and a fund for use (which requires the creation of laboratories or groups for the restoration and microfilming of documents in a number of archives); the number and composition of sources for completing the archive, the volume, composition and condition of documents (including documents on personnel) located in departmental archives and subject to transfer to the state archive; projected annual volumes of acquisition of the state archive; availability and volume of documents of the state archive, subject to declassification and full description; intensity of use of archive documents, predicted needs for information on archive documents of various categories of users; the level of computerization of the archive, its technical equipment as a whole; placement of the archive in one building or in several separate territories; the immediate prospects for the commissioning of new archive premises, new equipment, etc.

At the same time, factors that objectively limit the amount of work, as well as an increase in the staffing of the archive, should be taken into account. For example, due to the lack of sufficient space reserves in the archives, as well as the prospects for their expansion in the coming years, it is impossible to plan an increase in the annual volume of archive acquisition; lack of special equipment and lack of funds for its purchase will not allow to increase the volume of creation of the insurance fund; the real possibilities of the budget of the corresponding subject of the Russian Federation as a whole hold back the growth of the staff of budgetary organizations, etc. The main condition for the effectiveness of work to determine the required staffing level is to proceed from the urgent and at the same time real amount of work, not to include in the calculations the entire amount of work that, for one reason or another, has not been performed for a long time.

After compiling a list and determining the required annual volumes of each of the works, calculations are made of the labor costs and the staff required to perform these works.

Labor costs are calculated for each type of work using labor standards - intersectoral, sectoral (typical) or local. It is most expedient for a specific archive to use local norms developed on the basis of standard norms, a classification list of works, accounting and reporting documents of the archive, as well as the results of verification of compliance with the norms. Model standards are applied in the absence of local standards, intersectoral - when determining labor costs for engineering and technical work, maintenance of equipment, work of junior service personnel, etc. If the current local regulations in the archive are calculated for a 41-hour working week, we can recommend the use of a multiplying factor of 0.025 when determining labor costs. For example, if according to the norms established for a 41-hour working week, it is necessary to spend 162 working days lasting 8 hours and 12 minutes each to organize six exhibitions of documents, then under the conditions of a 40-hour working week, this work will require 166 8-hour working days (162 x 0.025 = 166.05).

Labor costs T on the rationing of work and operations are determined in two ways.

1. Through the norms of time:

where N
H BP- norm of time per unit of work, days.

For example, if during the year it is planned to organize four exhibitions of documents with a volume of up to 100 exhibits each, with a norm of 27.7 working days per exhibition (based on a 40-hour working week), then the annual labor costs for specified work will be:

T = 4 x 27.7 = 110.8 person days

2. Through production rates:

T = N / H exp,

where N- volume of work (works) in units of measurement per year;

H ex- the rate of production in units of measurement per specialist per day.

So, if during the year it is planned to fulfill 2600 requests of a social and legal nature according to the documents of the archive according to the norm of three requests per working day, then the annual labor costs will be:

T = 2600 / 3 = 866.7 person days

After calculating the labor costs for the implementation of normalized work, the labor costs for the implementation of non-standardized work are determined based on the reporting data, the calculated parts of the plans-reports of the archive and its divisions for previous years, in which the labor costs for such work are recorded, and in some cases - by expert means.

Further, the reserve of working time is determined for the performance of unscheduled tasks and work related to unforeseen situations. The reserve is also calculated on the basis of reporting data, the calculated parts of the archive's report plans for previous years, but it cannot be more than 3% of the total useful working time budget for the archive.

After that, the total labor costs are calculated by summing the labor costs received for the entire range of work on the core activities covered by the norms, as well as the labor costs for irregular work and the working time reserve for performing unscheduled tasks and work related to unforeseen situations.

General costs T o for all work on the main activity in the archive are the basis for calculating the required total staffing number of specialists in the main activity according to the formula (1):

, (1)

where H w- staffing (calculated);

T o- total labor costs (useful working time) for the amount of work (works), days or hours; total labor costs are obtained by summing labor costs T for standardized and non-standardized work (operations), as well as unscheduled tasks and work associated with unforeseen situations;

F n- the normative working time fund per employee (in this case, a specialist) per year, conditionally assumed to be 2000 hours or 250 slaves. days ;

K n- coefficient taking into account the planned absenteeism of employees, regulated by labor legislation, - main (regular) and additional holidays, including leave for employees with irregular working hours, leave for temporary disability, leave for students, leave without pay for veterans and pensioners, etc.). The coefficient is determined by the formula

The minimum percentage of planned absenteeism, usually used for budgetary organizations, is 10% of working time.

Thus, in this case and in subsequent examples

K n \u003d 1 + 10 / 100 \u003d 1.1.

For specific calculations of the required staff number of archive employees, the percentage of planned absenteeism should be derived based on the accounting data of the archive for which the calculations are made, or if it is impossible to apply this method (for example, for a newly created archive), you can use the corresponding data obtained in a similar archive . The methodology for determining planned absenteeism regulated by law is set out in guidelines Main Archive of the USSR on the calculation of useful (effective) working time in the archives, the use of which should be guided by changes in the current Labor Code Russian Federation.

As practice shows, absenteeism in state archives regulated by the current labor legislation and confirmed by accounting data is more than 10%. For example, if the percentage of absenteeism regulated by labor law for this particular archive is 15%, then the coefficient that takes into account the planned absenteeism will be

K n \u003d 1 + 15 / 100 \u003d 1.15.

After calculating the required staffing of specialists in the main activity, the required staffing of specialists of administrative and managerial personnel, engineering and technical workers, workers and junior service personnel, as well as heads of the archive and its structural divisions is determined - according to the methodology set out in Sec. 3-5.

The total required staffing of the archive as a whole can be obtained by summing up the required number of all categories of employees.

If the archive has structural subdivisions with a clear delineation of functions, it is advisable to make these calculations within each structural subdivision (department, laboratory), then the data on the required staffing obtained for specific subdivisions are summed up in the overall result for the archive, to which are added the positions of the head of the archive and his deputies.

In order to effectively and efficiently perform the scope of work for which the number of performers will be calculated, it is advisable to bring the organizational and technical working conditions (organization of jobs, compliance with the technology of work, use of automation and mechanization of labor) into line with the requirements laid down in current rules the work of the state archives and industry norms active-methodical developments.

The described methodology is also applicable to determine the required staffing of a newly created (projected) archive. In this case, a list of functions provided for the projected archive is also compiled, as well as the work that needs to be carried out by the archive to implement these functions (both for core and non-core activities).

The estimated scope of work is determined taking into account the main factors listed in sec. 1, with necessary amendments (depending on specific situation). For example, if the projected archive will not immediately have documents in storage, then for the first time a minimum staff of the document preservation service is provided for it.

For calculations, local as well as standard industry and inter-sector labor standards are used (see Appendix).

2. Calculation of the required staffing
core business specialists

Calculations of the required staff number of specialists in the main activity, determined on the basis of time and output standards, can be carried out in various ways: in general for the archive (see Section 1), as well as within the structural divisions of the archive (Table 1), for individual directions of its activity or groups of works (tab. 2).

All calculations are carried out according to formula (1).

The calculation of the required staff number of specialists for the main activities of the structural unit is given on the example of the department for ensuring the safety of documents of an archive that stores documents on a paper basis (Table 1).

Table 1

Calculation of the required staff number of specialists
on the main activity of the functional structural unit of the archive

Job Title	unit of measurement	Norm of time, work. days	The rate of production for 1 worker. days	Scope of work	Labor costs T, pers. days

Checking availability and status of cases:	Storage unit
Soviet period;
pre-soviet period
Registration of the results of checking the availability and status of cases
Checking the availability of microfilms of the insurance fund and the use fund
Registration of the results of checking the availability of microfilms of the insurance fund and the use fund
Preparing cases for microfilming
Making orders for microfilming cases	Storage unit
Making orders for microfilming cases
Preparing cases for binding and restoration	Storage unit
Acceptance of cases after microfilming, restoration and binding	Storage unit
Marking microfilming	Descriptive article in the inventory
Checking the quality of microfilms of the insurance fund, fund of use
Filing of management documentation files (manually)	Storage unit
Minor repair cases
Issuance or acceptance of inventories after use in the reading room and archive departments
Issuance or acceptance of files after use in the reading room and archive departments	Storage unit
Checking the correctness of lining files after issuing to the reading room and archive departments	Storage unit
Issuing or receiving microfilm after use
Numbering of sheets in files (up to 150 sheets)
Sheet numbering in cases with pictorial materials
Checking the numbering of sheets in the cases of the Soviet period
Putting ciphers on the covers of cases after the processing of funds	Storage unit
Marking declassification
Identification of especially valuable documents of management documentation	Document title
Marking "OC" on cases	Storage unit
Acceptance of cases for permanent storage in archives	Storage unit
Stamping box labels
Sticker labels on boxes
Case cartoning	Storage unit
Re-cartoning cases	Storage unit
Moving cases within the archive
Dedusting boxes and racks	Linear meter
Control over the temperature and humidity regime of document storage	Observation
Keeping a record book of receipts of documents	Receipt of documents
Drawing up lists of funds	Fund sheet
Making changes to the lists of funds	Fund sheet
Drawing up fund cards	Fund card
Entering data into information about changes in the composition and volume of funds
Making changes to fund cards	10 cards
Maintenance of a stock topographic index	Card
Maintaining registers of inventories
Fund management	Foundation case
Maintaining passports of archives		Irregular work
Drawing up an archive passport		Irregular work
Training normative documents and methodological developments on the issues of ensuring the safety of documents	printed sheet
Clarification of the position of the department	Position	Irregular work
Development job descriptions department employees	Job description	Irregular work
Participation in the economic analysis of the effectiveness of the use of the working time budget, the implementation of time standards and production		Irregular work
Improving the qualifications of department employees	1 worker / 1 workshop			12 workers x 12 workshops
Drawing up a plan for the department for the year	Plan for 12 workers
Preparation of a report on the implementation of the department plan for the year	Report for 12 employees
Preparation of a report on the implementation of the department plan for the quarter
Drafting individual plans and reports	Plan-report			12 employees
Preparation of a report on the results of the work of the department for the year
Participation in the preparation and work of scientific and advisory bodies of the archive	Meeting			2 workers x 12 meetings
Conducting operational meetings in the department	meeting
Advising on document security issues	Consultation
Business trips	Business trip
Total labor costs
Time reserve for unscheduled tasks and unforeseen work (in the amount of 3%)
Total labor costs T o

In this example, the total labor input must be increased by a multiplier of 0.025, since it was obtained mainly from the standard rates (1988) based on a 41-hour work week.

Thus, the total labor costs are equal to:

T about \u003d 2828.9 x 0.025 \u003d 2899.6 people. days

Based on the received total labor costs and the coefficient of planned absenteeism, the required staffing for the implementation of the work planned by the department will be

H w \u003d 2899.6 / 250 x 1.1 \u003d 12.8 \u003d 13 specialists.

The headcount indicator will increase if the ratio of planned absenteeism in a particular unit (archive) turns out to be higher than in this example.

Note. If in this archive any specific work on the main activity is performed (or is supposed to be performed) not only by specialists-executors, but also by managers (for example, heads of structural divisions), then when calculating the staffing level of specialists, the labor costs required for the performance of these works by managers , are subtracted from the total labor costs of specialists, and the required number of specialists is reduced accordingly.

table 2

Calculation of the required staff number of specialists in core activities,
necessary to perform the work on completing the archive
management documentation and documents of personal origin,
based on time standards and production standards

Job Title	unit of measurement	Norm of time, work. days	The rate of production for 1 worker. days	Scope of work	Labor costs T, pers. days

Drawing up a list of institutions whose documents are subject to acceptance for permanent storage in the archive	institution
Maintaining a list of institutions whose documents are subject to acceptance for permanent storage in the archive	institution
Checking the physical and sanitary-hygienic state of affairs with management documentation to be accepted for permanent storage in the archive	Storage unit
Acceptance of cases with management documentation for permanent storage in the archive:	Storage unit
Without checking the number of sheets in files;
With selective check of the number of sheets in files
Drawing up a list of persons whose documents are subject to acceptance for permanent storage in the archive	Owner
Maintaining a list of persons whose documents are subject to acceptance for permanent storage in the archive	Owner
Establishing links with holders of documents of personal origin
Negotiating the transfer of documents of personal origin for permanent storage in the archive	visit
Drawing up a memorandum on documents of personal origin	memorandum
Temporary registration of documents of personal origin	Admission
Examination of the value of documents of personal origin in the process of acquisition	Document
Drawing up a delivery list for documents of personal origin	Descriptive article of the inventory
Acceptance of documents of personal origin for permanent storage in the archive	Document
Registration of acceptance of documents of personal origin for permanent storage in the archive	Admission
Total labor costs by type of work
Time reserve for unscheduled tasks and unforeseen work
Total labor costs (T o)

As in the previous example, the total labor costs are increased by a multiplying factor of 0.025 and will be

T about \u003d 240.7 x 0.025 \u003d 246.7 people. days

The required staffing for the performance of these works, taking into account the total labor costs and the coefficient of planned absenteeism (1.1), will be

H w \u003d 246.7 / 250 x 1.1 \u003d 1 specialist.

3. Methodology for calculating the required staffing
engineering and technical workers

Calculations of the required staff number of specialists providing engineering and technical maintenance of buildings, premises and various equipment archive, can be carried out on the basis of professional, intersectoral and sectoral time standards, service standards, service time standards. To do this, use the formula (2)

, (2)

where That- total labor costs for the volume of work (works) for the year, days or hours;
F n
K n- coefficient taking into account the planned absenteeism of specialists;
TO- correction factor (equal to 1.08), taking into account the specifics of the work of this category of specialists, which consists in the likely performance of irregular and one-time work, as well as work related to unforeseen situations.

In table. 3 gives an example of calculating the number of specialists providing PC maintenance.

Table 3

An example of calculating the number of PC service specialists

	Type of work performed	unit of measurement	Workload	Norm of time per unit of measurement, h	Labor costs of time for the amount of work, h

Weekly Service:
	Checking the performance of devices on tests in an accelerated mode	1 device
	Checking and removing computer viruses on external memory devices
	Defragmentation of hard drives	1 drive
	Verify local area network (LAN) lines and devices with offline tests
	Labor costs per week
	Labor costs per year (52 weeks)
Monthly maintenance:
	Full testing of all PC devices with the issuance of a protocol, including the LAN, detection and correction of errors in the distribution of disk space
	Delivery of updated anti-virus programs and a complete scan of disk memory for viruses
	Lubrication of mechanical devices of the vehicle (NGMD, streamers, printers)	1 device
	Dust cleaning of the internal volumes of the PC (with the removal of the case)
	Cleaning screens of video monitors from dust and dirt, adjusting and adjusting, cleaning internal volumes from dust	1 video monitor
	Cleaning and rinsing the printheads of dot matrix and inkjet printers	1 printer
	Cleaning of unused toner of printing elements of laser printers, cleaning and washing of optics, timely refilling of toner	1 printer
	Dust removal and washing of the reading element in scanners, lubrication of mechanical parts
	Labor costs per month
	Labor costs per year (12 months)
Semi-annual maintenance for PC and peripheral equipment:
	Cleaning dust from the internal volumes of power supply units of the PC, cleaning and lubricating fans
	Cleaning screens of video monitors and LCD panels from dust and dirt, adjustment and adjustment	1 video monitor
	Labor costs for half a year
	Labor costs per year

The total labor costs for PC maintenance will be

T o \u003d 598.0 + 422.4 + 20.4 \u003d 1040.8 people. days

The number of specialists employed in the maintenance of ten PCs, thus, will be equal to

H w \u003d 1040.8 / 2000 x 1.1 x 1.08 \u003d 0.62 people. = 1 specialist.

Using the norms of time, you can similarly calculate the staffing of other specialists in this category.

4. Methodology for calculating the required staffing
administrative staff of the archive

The number of administrative and managerial personnel of the archive depends on the nature, volume and complexity of the work performed and should be limited.

The approximate number of the specified staff can be set based on the percentage of the total number of archive employees. Recommended at least 16% of the total.

This category of employees may have the following structure: from 15, but not more than 20% - the director of the archive and his deputies; from 60, but not more than 70% - heads of departments, their deputies, economists, accountants, personnel officers; from 15, but not more than 20% - technical workers (secretary of the head, typist, clerk, cashier, secretary-typist).

For example, in the archive, with a total staffing of 150 people, the AUP will be 16% according to the norm, i.e. 24 people. Of these: 4 people (16.6%) - the director and his deputies; 16 people (66.7%) - heads of departments and their deputies, personnel department, accountants, etc.; 4 people - technical performers.

To calculate the number of managers at different levels, it is also advisable to apply the norms of manageability. For managers (including structural divisions), the number of directly subordinates can be from 5 people, but not more than 10 people.

More precisely, the staffing and composition of administrative and managerial personnel can be determined by the functions performed (taking into account established limits), including for calculating the number of specialists (employees of personnel, accounting, office support) - based on norms of time or output. In order to ensure the implementation of the statutory functions of the archive, its structure is being formed, in accordance with which the number of heads of structural divisions, as well as their deputies, is determined. To justify and optimize the composition and number of heads of structural divisions (in particular, when creating new archives), it is recommended to use the “Approximate provisions on the departments of the state archive, the center for storing documentation” (Order of the Federal Archive of July 11, 1994 No. 57); "Approximate provisions on the structural divisions of the federal archives" (Order of the Federal Archives dated 07.05.98 No. 34); “Approximate Regulations on the Archives of the State Archives” (Order of the Federal Archives dated February 13, 2001 No. 12).

For employees of accounting, office and personnel services, the calculation of the staffing can be carried out on the basis of time norms or production norms. For this, formula (1) is used:

where That- total labor costs for the amount of work (works), h;
F n- normative fund of working hours of one specialist per year;
K n- coefficient taking into account the planned absenteeism.

An example of calculating the number of accounting employees
for the operation "Accounting for fixed assets"

per year, labor costs for the operation amounted to 1770 h;

the normative fund of working time of one employee is conditionally taken as 2000 h in year;

K n \u003d 1.1.

H w \u003d 1770 / 2000 x 1.1 \u003d 0.97 \u003d 1 person.

Similarly, the required number of accounting employees is calculated to perform other work, operations and procedures. Summing up the data obtained, determine the required number of people as a whole for the amount of expected work per year.

When using service standards, the number of employees is determined by the function "material and technical supply". So, the service of economic and material and technical supply is assigned one storekeeper with the cost of stored valuables over 100 thousand rubles. per year or one warehouse manager (house manager) with the number of employees in the organization up to 200 people.

5. Methodology for calculating the required staffing
workers and junior staff of the archive

It is advisable to calculate the required number of this category of workers by profession (disinfectors, cleaners, cloakroom attendants, elevator operators, workers).

The required staff number of workers and junior service personnel can be calculated using the norms of service time according to the formula (3):

, (3)

where That- total labor intensity of work (for a year, month, working day) for a given service area;
But- the rate of service time for a unit of work (area, m 2, number of visitors, etc.);
K n- coefficient of planned absenteeism.

Service time norms are set taking into account the time spent on the performance of basic and additional functions by employees.

The calculation of the required number of junior service personnel is given on the example of room cleaners, taking into account four service areas: 1) service premises, 2) archives, 3) stairwells and 4) sanitary facilities.

The main functions performed by this category of workers include all cleaning work. Additional functions include the delivery of cleaning products and accessories at the beginning of the working day to the place of work and at the end of the working day to the place designated for their storage. The time for delivery of cleaning products and auxiliary materials is taken into account at a distance of up to 100 m. Service rates are set taking into account one-time cleaning during the working day.

Since in practice the premises are not cleaned daily, the frequency of cleaning is determined by each archive independently.

Table 4

Service standards for house cleaners

If there are carpet paths on the staircase, the following coefficients are applied to the service time:

stairwells in a building from 2 to 5 floors without an elevator, K = 1.6;

stairwells in a building from 2 to 5 floors with an elevator, K = 1.7;

stairwells in a building over 5 floors with an elevator, K = 1.75.

Calculation example

The total area of the premises of the archive is 6900 m2, including:

office space - 1602 m2;

archives - 5000 m2;

stairwells in a building up to 5 floors with an elevator - 248 m2, while K = 1.7;

sanitary units - 5 units, their total area is 50 m2.

Applying the service standards from Table. 4, we get:

The total labor intensity of office space maintenance:

1602 m 2 x 0.025 h = 40.0 people h.

40.0 people hours / 8 hours x 1.1 \u003d 5.5 people.

General complexity of maintenance of archives

5000 m 2 x 0.016 h = 80.0 people h.

Required number of cleaners:

80.0 people hours / 8 hours x 1.1 \u003d 11.0 people.

The total complexity of maintenance of staircases:

248 m 2 x 0.03 h x 1.7 = 12.65 people h.

Required staffing:

12.65 people hours / 8 hours x 1.1 \u003d 1.7 people.

The total complexity of the maintenance of sanitary facilities:

50 m 2 x 0.04 h = 2.0 people h.

Required staffing:

2.0 people hours / 8 hours x 1.1 \u003d 0.3 people.

Required staffing for the four service areas:

H w \u003d 5.5 + 11.0 + 1.7 + 0.3 \u003d 18 people.

To calculate the required number of cloakroom attendants, elevator operators and workers it is recommended to use the service standards. So, one person per shift is required to service one wardrobe up to 200 places.

Number of lifters determined by the number of elevators and the shift of their work:

when escorting an elevator cabin, one person is required per shift for one elevator;

with independent use of the elevator per shift for one post - one person.

The number of workers involved in the maintenance and repair of engineering equipment of buildings. This group includes the following professions: plumber, electrician for maintenance of electrical equipment, electrician for the repair of electrical equipment, mechanic for instrumentation and automation, mechanic for repair and maintenance of ventilation, heating and air conditioning equipment.

There are two ways to determine the number of workers in this group of professions.

First way:

Necessary:

For instance:

the number of units of repair complexity of electrical equipment in the archive is 402 units;

the maintenance rate for an electrician is 500 units repair complexity per day;

the coefficient of planned absenteeism is equal to 1,1 .

The number is:

402 / 500 x 1.1 = 0.88 = 1 person per day

Second way:

Based on the table. 5 establish the required number of workers involved in the maintenance and repair of equipment, depending on the number of units of repair complexity of the equipment and the number of jobs in the archive.

Table 5

The standard for the number of workers engaged in the maintenance and repair of equipment

recommended for use in the calculation
staffing of state archives

Qualification directory of positions of managers, specialists and other employees: 3rd official. add. ed. / Ministry of Labor of the Russian Federation. M., 2001.

Comprehensive norms for work on the preparation of publications of documents and reference books on documents of the GAF of the USSR, performed in state archives that store management documentation and documents of personal origin / VNIIDAD. M., 1990.

Complex time standards for work on the preparation of publications of documents and reference books on documents of the GAF of the USSR, carried out in state archives that store management documentation, documents of personal origin, audio documents. Part 2 / VNIIDAD. M., 1991.

Comprehensive norms of time for work on the preparation of publications of documents and reference books on documents from the archival funds of the Russian Federation, performed in state archives that store management documentation, documents of personal origin. Part 3 / VNIIDAD. M., 1992.

Intersectoral normative materials for the regulation of labor of workers in cleaning territories and premises / CBNT. M., 1992.

Intersectoral standards of time for work on scientific and technical information. M., 1990.

Intersectoral standards for the number of employees of the labor protection service in organizations / CBNT. M., 2001.

Intersectoral standard norms of time for work on maintenance of personal electronic computers and organizational equipment and support software tools/ CBNT. M., 1998.

Intersectoral aggregated time standards for work on accounting and financial activities in budgetary organizations / CBNT. M., 1995.

Intersectoral enlarged time standards for work on documentary support of management / CBNT. M., 1995.

Intersectoral enlarged standards of time for work on recruitment and accounting of personnel. M., 1991.

Intersectoral enlarged norms of time for working with scientific and technical documentation in the archives of institutions, organizations and enterprises / VNIIDAD; CBNT. M., 1993.

Standards of time for work performed by economists according to financial work. M.: Economics, 1990.

Standards of time for cleaning office and cultural premises / TsBNT. M., 1990.

Standards for the number of engineering and technical workers and employees of associations hotel industry and hotels / CBNT. M., 1985.

Standards for the number of employees of the personnel training department (bureau, sectors) at enterprises / CBNT. M., 1990.

Standards for the number of employees of the legal service / CBNT. M., 1990.

Standards for the number of workers employed in the maintenance of public buildings / CBNT. M., 1988.

Standards for the number of workers in hotel maintenance / CBNT. M., 1984.

Norms of time for work on automated archival technology and documentation support for governing bodies / CBNT. M., 1993.

Norms of time for work on documentary support of management structures federal bodies executive branch / CBNT. M., 2002.

Norms of service for workers engaged in work on the sanitary maintenance of households. M., 1996.

Approximate regulation on the archives of the state archive: Order dated February 13, 2001 N 12 / Rosarkhiv.

Approximate provisions on the departments of the state archive, the center for storing documentation: Order dated 11.07.1994 N 57 / Rosarkhiv.

Approximate provisions on the structural divisions of the federal archives: Order of 05/07/1998 N 34 / Rosarkhiv.

Calculation of useful (effective) fund of working time in the planning period: Method. recommendations / Main Archive of the USSR. M., 1982.

Typical norms of time and output for the main types of work performed in state archives / VNIIDAD. M., 1988.

Standard norms of time and output for work and services performed in state archives using a PC / VNIIDAD. M., 2001.

Typical norms of time and output for the main types of work performed in state archives that store film and photo documents / VNIIDAD. M., 1984.

Standard norms of time and output for the main types of work performed in state archives that store scientific and technical documentation. M., 1984.

Typical norms of time and output for the main types of work performed in state archives that store audio documents / VNIIDAD. M., 1983.

Typical output norms for the main types of work performed by laboratories of microphotocopying and restoration of documents of state archives / Main Archive of the USSR. M., 1981.

Standard production rates for bookbinding and cardboard work. M.: Economics, 1990.

Standard norms of time for work on copying and reproduction of documents / CBNT. M., 1990.

Enlarged norms of time for polishing and glass cleaning work. M., 1991.

Enlarged norms of time for work performed in the joint archives that store documents on the personnel of institutions, organizations and enterprises / VNIIDAD; CBNT. M., 1992.

List of used literature

Grebnev E.T. Rationing of managerial work / E.T. Grebnev, K.A. Smirnov. M., 1980.

Klyuev V.K. Economic support for the activities of libraries / V.K. Klyuev, A.M. Chukaev. M., 1991.

Scientific organization of managerial work in the apparatus of ministries and departments: Interuniversity. Sat. / MGIAI. M., 1985.

Nedostupov M.I. Labor rationing: Proc. allowance. T. 1 / M.I. Nedostupov, V.N. Godionenko, A.V. Chirkov; St. Petersburg, University of Economics and Finance. St. Petersburg, 1995.

Basics scientific organization work in the state archives: Method. recommendations / VNIIDAD. M., 1986.

Labor Economics. Book. 1, 2 / St. Petersburg, University of Economics and Finance. St. Petersburg, 1993.

The norms of time and output for the main types of work performed in state archives, as a rule, are calculated for the performance of each work, operation by one performer.

Local norms can be aggregated or calculated by types of work and operations and are set for a working week of 40 hours. The norms should take into account the time for preparatory and final, auxiliary work, organizational and technical maintenance of workplaces, rest and personal needs of performers. The procedure for developing time and production standards is set out in the methodological recommendations: Fundamentals of the scientific organization of labor in state archives / Main Archive of the USSR; VNIIDAD. M., 1986.

Calculation of useful (effective) fund of working time in the planning period: Method. recommendations / Main Archive of the USSR. M., 1982. S. 1-6; App. one; pp. 4.1-4.8. (Civil defense classes are currently not included in the number of absenteeism, and the time required for their conduct is taken into account in the total labor costs along with the advanced training classes for archive workers).

The calculation examples used "Typical norms of time and output for the main types of work performed in state archives" (M., 1988), as well as the norms of the Russian State Military Archive (RGVA), the Russian State Archive of Socio-Political History (RGASPI) and the Russian State Archive of Economics (RGAE).

Standards for the number of workers employed in the maintenance of public buildings / CBNT. M., 1988. S. 5.

Standards for the number of workers employed in the maintenance of public buildings / CBNT. M., 1988. S. 11.

For the names of equipment, the definition of the category of its complexity and repair, see: Standards for the number of workers in hotel maintenance / CBNT. M., 1984. S. 44-53.

Standards for the number of workers in hotel maintenance / CBNT. M., 1984. S. 27.

What is the number of employees of a company or enterprise? Further we will understand in detail all aspects of this issue, including what this definition means. The essence of this concept is determined by the nature of the company's activities, how laborious and complex its production processes are. Factors such as the degree of mechanization and automation of these processes should also influence the headcount indicators.

It is on the basis of these indicators that the planned, i.e. normative, the number of employees of the enterprise. In reality, it is extremely problematic to provide. The characteristics and exact figures of the so-called payroll will be more objective. In other words, here we are talking about the actual number, i.e. on the number of employees officially registered in the organization. In this case, the total number of employees is divided into three main categories.

What are the categories of company employees?

They can be divided into the following types.

Permanent employees. That is, these are those employees who were hired for a period of at least a year under a contract, and most often indefinitely.
Temporary. These are those employees who were hired for up to 2 months. This also includes people taken into the organization to replace an employee who is absent for any reason. In this case, they are accepted for up to 4 months. It usually does not make sense for such employees to also be included in the headcount statistics.
Seasonal. Hired to perform seasonal work for up to six months. Especially often such workers are hired by agricultural enterprises. Usually in the summer their number of employees increases significantly, in the winter it decreases.

There are also casual workers. This group includes external part-timers, as well as employees who were involved in special or one-time work, or those with whom civil law contracts were concluded. And also - those who receive a scholarship from the enterprise or were sent to study from it. Non-listed employees also include certain other employees.

The payroll can also be used to determine this average for a certain period, for example, for a month or a year. At the same time, a statistical study of the number determines the indicator for the turnout number. This is actually legitimate, because. often not all employees attend their workplace daily. Therefore, the turnout indicator is the most objective. If you need to account for the number of employees according to the most accurate indicators, you should use the latter method.

On the importance of headcount management

For any company, whatever its size or profile of activity, employee management plays a crucial role. Without good specialists, no organization simply can achieve its goals and successfully continue its activities, therefore, people management is the most important, if not the most important, aspect of management theory and practice. In our time, there are many new principles of organization of production. Many of them are really worthy of attention and, along with optimal systems and procedures play an important role in the work of any organization.

But the implementation of all these opportunities directly depends on the employees of the enterprise, i.e. from living people. critical role play their competence, knowledge, qualifications, the ability to solve problems as quickly as possible, learn and improve their skills. For example, in order to manage new technology, the employee must know thoroughly how the old one works. And this is at least. For success in competition it is important that each of the employees of the enterprise has sufficient knowledge. There should be enough workers themselves to successfully solve the tasks.

Predicting the supply and demand for employees, absolutely any company can at least approximately understand how many people it needs to achieve the goal, what their qualifications should be, how to make the most reasonable placement of personnel.

Ceteris paribus, the larger the figure can be called, speaking about the number of employees of the enterprise, the greater will be the volume of output as a result.

Who is the object of the company's headcount management?

Good human resource management is essential to their success. This concept close in meaning to the concept of human resource management. The control object is the same in both cases. The difference lies only in the approach to each employee and his workforce. And she, as you know, is the main resource.

It is the employee himself who is the object of headcount management. In addition, when managing the number of employees of the company, their totality, that is, the workforce, is also studied. Under the team can be understood as the entire staff of the company, and the composition of one of its structural units, such as a workshop or department. It depends on the characteristics of the company. A production cell (for example, a team) can also be an object of study.

A feature of a group of company employees, when they act as an object of management, is their relationship. It is she who makes them a single team, and it is formed due to the fact that this group of people in their work pursues common goals.

The subjects of headcount management are personnel officers and managers, and absolutely all possible levels.

The workforce management system concerns a large number of issues. Let's dwell on them in more detail.

About the headcount management system

In what cases is it necessary to deal with the management of the number of employees of the organization and in general indicators of the number of employees? This is especially true in the following cases:

When production volumes change significantly, both in the direction of decrease and increase.
When an organization has significant financial problems.
If the owner of the organization changes.
If the organizational structure of management changes.
If there is an IPO.
If foreigners appear among the investors or owners of the company.
When new IT technologies are introduced into control systems.
If competition intensifies in the region in the company's industry.

Let's take a closer look at each of these cases:

Financial problems and significant changes in production volumes.

In this case, planning the number of workers is the most important task. The problem of exceeding the number of employees is especially relevant for companies whose demand for products is rather seasonal, and the rest of the time it is very low. This problem is especially important in our time, when competition is growing in almost all areas, this reduces the demand even for the products of companies that cannot be called relevant only in some seasons. This, in turn, causes a decrease in production volume. A company, in order to achieve success, is obliged to increase profits. What is needed for this? Increase production volumes while reducing production costs. How can the cost be reduced? Only by optimizing the number of employees. In some cases, it also includes a reduction in the number of employees of the organization.

The number of working staff should be optimal. If there are too many workers, this increases the cost of their maintenance. If it is not enough, it does not allow creating as many products as necessary to meet demand and make a profit.

If the reason for optimization is complex financial position organization, you should first determine how the volume of production depends (and hence, financial indicators, because one depends on the other) on the number of personnel.

IPO, change of ownership, foreign investors.

All these factors directly affect the change in the number of employees of the organization, because they are usually followed by significant changes in the management of the company, working conditions, wages. Often this happens when the organization comes to work new team managers. They want to study all aspects related to the company's activities and, if necessary, make changes. Diagnosis of the workforce system is one of the main issues that interests them.

Increasing competition.

If competition increases in the area in which the company operates, it becomes necessary to make the company and its work more competitive. Improving the system of labor and production is one of the most important issues in this case. For example, in the majority of Russian companies, the system of support personnel (for example, maintenance personnel) is poorly developed, only a small number of such employees are officially registered, or forms of collective labor organization are poorly used, although such forms help to reduce the number of employees and, accordingly, the cost of their maintenance.

Besides, in Russian companies(in any case, in the main part of them) labor rationing has not been sufficiently introduced. There are rules, of course. The only problem is that most of them are outdated and are at the level of the 80s of the last century. These were just some of the factors affecting the number of staff.

What methods are used for headcount management?

Often, when forming systems for managing the number of employees of an enterprise or company, standard methods of expert consulting are used. These can be expert and installation interviews, data collection, analysis of enterprise documents, setting up diagrams and modeling the necessary business processes. The latter is carried out using various techniques. An example of such a technique can be one that is based on functional analysis.

Most often, these methods are used in the following order:

Conducting installation interviews, that is, the products or services that the business is engaged in are specified, key features responsible for the business processes of the division.
The analysis of documents is usually carried out at the second stage.
This is followed by interviews with department heads. They relate to the content of business procedures, standards for their implementation, quality assessment. The result of these interviews are, among other things, recommendations for optimizing the headcount.
The last step is to analyze economic efficiency activities of the enterprise, recommendations are given for its improvement.

Determining the number of personnel

Headcount calculations should not be taken lightly, since they determine the subsequent work on staffing the enterprise. For this reason, when determining the need for labor, they are not limited to formal calculations using generally accepted formulas, but carry out additional analytical calculations in order to identify the features of the production situation.

So, in practice, the methodology of planning "from the achieved level" is often used. In accordance with this approach, the number of workers in the planning period (Npl) is calculated as follows:

Npl \u003d Chb (Iq / Iw), where Chb is the average number of employees in the base period, people; Iq - index of change in the volume of production in the planning period; Iw - labor productivity growth index.

However, in this case, there is a danger of automatically transferring shortcomings in the use of workers to reporting period for the planning period. Therefore, the calculations should be supplemented with an analysis of the use of the working time fund of workers, and based on it, an action plan should be drawn up aimed at better use work force, which should be reflected in the labor productivity growth index.

This kind of analysis is especially necessary in cases where the personnel policy of the enterprise is focused on saving labor costs, on an intensive path of production development.

Since the calculations of the required number according to generally accepted formulas make it possible to obtain an average annual indicator, it is necessary to analyze whether there are fluctuations in the need for labor in certain periods relative to this average annual indicator, caused by differences in output.

Moreover, the range of fluctuations can be especially significant if analyzed in a professional context.

Planned headcount production workers for standardized work is determined based on the labor intensity of products:Chpl \u003d Tp.n / (Fr.v * Kv.n), where Tp.n - planned standard labor intensity, standard hours;
Fr.v - useful annual fund of time of one worker, h; Kv.n - the planned coefficient of compliance with the standards.

The normative labor intensity of output (the number of formulas) is a total indicator; it does not take into account how evenly the labor intensity is distributed over months or quarters of the year in accordance with fluctuations in production volumes. And these fluctuations can be quite significant.

Therefore, having calculated the average annual indicator using the formula, in certain periods of time an enterprise may experience either a shortage of staff or its excess.

However, it is important to know not only the range of fluctuations in the number of workers (from the maximum requirement to the minimum), but also the duration of the period, which is characterized by an excess or understaffing. Only after that it is possible to decide on the recruitment of personnel in accordance with the average annual need and methods for regulating the resulting discrepancies.

It is also necessary to take into account the nature of the relationship between changes in the volume of production and the number of employees: how these two processes are linked in time, whether a decline (or increase) in production is always immediately followed by a proportional change in the number or a change in the number indicator occurs after a certain period of time, i.e. with a certain time shift.

As practice shows, changes in indicators of the volume of production and the number of employees do not occur synchronously: the reaction to a change in the volume of production is not immediate. The fact is that production labor intensity in the conditions of growth (or decline) of production, it is formed under the influence, first of all, of factors related to the organization production process at the enterprise.
The justification for the growth of labor productivity at many operating Russian enterprises is based on factors. At the same time, the calculation is carried out based on the need to save the number of employees for all factors of labor productivity growth. In this case, the number of employees of the enterprise in the planning period can be determined by the following formula:Npl \u003d Chb * Iq + E, where Npl is the average planned number of employees, people. E - general change (decrease - "minus", increase - "plus") of the initial number of employees, people.

This method of calculating the total need of an enterprise for labor can only be applied to operating enterprises with a stable, smooth change in the production program. It is not applicable to newly created enterprises and facilities, as well as to enterprises with significant fluctuations in the production program and the structure of employees. More accurate and justified, including for newly created enterprises and facilities, is the method of determining the planned number of employees of the enterprise in a direct way.
The most common are the following main methods:

determining the need for workers;

according to the complexity of work;

according to production standards;

at workplaces on the basis of the norms for the maintenance of machines and units, and control over the technological process.

When planning the number of workers, the attendance and average payroll composition is determined. The attendance number of workers per shift (Chav) is the standard number of workers to perform a production shift task for the production of products:Chyav \u003d Tr / (Tcm * Dn * S * Kvn), where Tr - the complexity of the production program, standard hours; Tcm - the duration of the work shift or the shift fund of working time of one worker, hours; S is the number of work shifts per day; Dn - the number of days of operation of the enterprise in the planned period.
To calculate the required average number workers, two main methods can be applied: calculation by the coefficient of the average payroll and by the planned percentage of absenteeism:

Chsp \u003d Chyav * Ksp, where Ksp is the coefficient of the average payroll. This ratio is calculated as:

Ksp \u003d Fn / f, Where Fn is the nominal working time fund (number of calendar working days);f - the actual fund of the working time of one worker (the planned number of working days).

Planning the number of auxiliary, performing work, for which there are service standards, is reduced to determining the total number of service objects, taking into account the shift work. The quotient of dividing this quantity by the service rate is the attendance number of workers.
The number of employees can be determined based on the analysis of industry average data, and in their absence, according to the standards developed by the enterprise. Headcount standards, depending on their purpose, can be developed not only for each individual management function, groups of functions, the enterprise as a whole, but also for certain types works (accounting, graphic, computing, etc.), as well as by positions (designers, technologists, economists, etc.). The number of service personnel can be determined by the enlarged service standards. For example, the number of cleaners - by the number of square meters of premises, cloakroom attendants - by the number of people served, etc.

The number of managers can be determined taking into account the norms of manageability and a number of other factors.

Staff planning

Changes in production volumes, machinery and technology, and in the range of products affect not only the total number, but also the professional and qualification structure of workers. For its planning, various approaches and methods are used. Thus, it is possible to calculate the number for each profession (professional group), and on the basis of this, by summing up, the total number of workers is determined, and then the share of each professional group in total.
The calculation can be done in another way: first, the total number of workers is determined, and then it is distributed in accordance with the existing (or given or predicted) structure by professions (professional groups).

In the first case, there is a danger that the total number of professions, calculated for each of them on the basis of its own methodology, will not correspond to the total number calculated in an aggregated way, and the differences can be very significant.
In the second case, the calculation accuracy depends on correct definition most professional structure in the upcoming period. There are at least three methods for calculating the structure. The first of them is based on the use of the extrapolation method: comparing the professional structure of the workers of the enterprise over a long period (a number of years), identifying emerging trends and extending them to the future period.

As the results of surveys of the occupational composition of workers in industry periodically conducted by statistical bodies have shown, the occupational structure is quite stable: significant changes are found only over a long period (5-10 years). True, these conclusions were related to the conditions of a planned economy and relatively stable operating enterprises. Therefore, an approach based on extrapolation of data, in its "pure" form, is hardly justified at the level of an enterprise operating in market conditions. The structure of workers obtained using this method should be adjusted taking into account the introduction of technology, the planned restructuring of production, changes in the specialization of the enterprise in output.

Another approach to calculating the prospective structure of workers by profession is based on the analysis of changes in the level of labor productivity by occupational groups. The higher the productivity of labor, the smaller the number required to perform the same amount of work. A prerequisite for the application of this method for calculating the future professional structure of workers is the organization of accounting for changes in the level of labor productivity not in general for all workers, but for workers in the most popular professions. In addition, the growth of labor productivity should be accompanied by the release of excess numbers, and hence the change in the share of this professional group of workers in the total number.

When predicting the professional structure of personnel, you can use the apparatus Markov processes. This method is based on assessing the likelihood of interprofessional transitions due to turnover (including returning to the previous group after dismissal) and extrapolating the prevailing trends. The easiest way to estimate the transition probabilities in a Markov model is to obtain the particulars of the corresponding transitions. However, when using this method, an important requirement should be observed: the current focus and intensity professional movement employees in the enterprise must be to a certain extent stable and inertial, which is revealed by the appropriate preliminary analysis.

At the same time, the analysis of the rationality of the use of labor is of great importance, since an increase in the need for new workers can often be compensated for by more full use hired labor force.

When carrying out planned calculations of the required number of personnel for structural units, their heads should be involved in this work.

Features of the modern stage of personnel management

Speaking of present stage evolution of personnel management, they are increasingly talking about the transition from personnel management to human resource management.

Human resource management is characterized by the consideration of personnel as one of the most important resources of the organization, necessary to achieve its goals. Employees are the most important resource of the organization, which must be preserved, developed and used in competition. Depends on staff effective use all other resources.

Integration of personnel management into overall strategy organizations - the most important difference between human resource management and personnel management.

Modern trends in the evolution of human resource management, in addition to those indicated above, are as follows:

the transition from fragmented office personnel activities to the integration of management and personnel functions;

professionalization of the function of human resource management;

internationalization of the human resource management function;

growth in human resource management specific gravity deepening functions social partnership and regulation of labor relations;

transition from advanced training to development of human resources.

As for Russia, for decades a technocratic approach to governance has dominated our country. Plans, budgets, structures, etc. were at the forefront.

An ideologized personnel policy was the prerogative of state and party bodies. Monopoly in the sphere of labor led to a narrowing of labor motivation and low productivity.

At present, with the transition to the market, the situation is changing. Practice shows that human capabilities are decisive in achieving any goals. The main potential of any enterprise is the staff. People management is essential for all organizations without exception.

Most experts agree with the statement that there are five main functions that managers perform: planning, organizing, recruiting, directing and controlling. Together, these functions constitute what is commonly referred to as the control process.

Meanwhile, the force of inertia is large. Not all business leaders have realized the need to abandon the traditional personnel policy (based on authoritarian principles, administrative methods) and move to a human resource management policy.

Nowadays, every organization needs a department that deals with personnel management. The name and structure of this sub-division may be different (personnel management service, department for human resources, HR department, etc.). Modern personnel services it is not enough, as it was before, only to issue orders for employees and store personnel information. This unit must manage personnel in accordance with the goals of the organization, must be constantly improved, updated in accordance with changes in the goals of the organization.

HR managers must have knowledge in the field of personnel management in organizational, managerial, legal, accounting and documentation, pedagogical, social, psychological, sociological and other aspects that would allow them to carry out the entire cycle of work with personnel.

Until recently, the very concept of "personnel management" was absent in management practice. True, the management system of each organization had a functional subsystem of personnel management and social development team, but most of the work on personnel management was performed by line managers of departments.

Main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing employees, as well as organizing their training, advanced training and retraining. To perform the latter functions, training departments or technical training departments are often created.

Personnel departments are neither methodological, nor informational, nor coordinating center personnel work. They are structurally separated from the departments of labor organization and wages, labor protection and safety departments, legal departments and other departments that perform the functions of personnel management. Services are created to solve social problems in organizations social research and service.

Personnel management services, as a rule, have a low organizational status and are weak in professional terms. Because of this, they do not perform a number of tasks for managing personnel and ensuring normal working conditions.

Among them are such important ones as:

socio-psychological diagnostics;

analysis and regulation of group and personal relationships, relations between the leader and subordinates, management of production and social conflicts and stress;

information support of the system personnel management; employment management;

evaluation and selection of candidates for vacant positions, analysis human resources and staffing needs; personnel marketing;

business career planning and control;

professional and socio-psychological adaptation of employees;

management of labor motivation;

regulation of legal issues of labor relations;

compliance with the requirements of psychophysiology, ergonomics and aesthetics of labor.

If earlier, under the conditions of the command-administrative system, these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in their solution.

The basis of the concept of personnel management of the organization at present is the growing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.

The situation that has arisen in our country, changes in the economic and political systems at the same time bring both great opportunities and serious threats to each individual, the stability of his existence, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in modern socio-economic conditions is of particular importance: it allows you to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system. There are three factors that influence people in an organization.

The first is the hierarchical structure of the organization, where the main means of influence are relations of power-subordination, pressure on a person from above with the help of coercion, control over the distribution of material wealth.

The second is culture, i.e. joint values developed by society, organization, group of people, social norms, installations of behavior that regulate the actions of the individual, force the individual to behave in this way and not otherwise without apparent coercion.

The third is the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer

Conclusion

For the effective functioning of any organization, high-quality personnel management is necessary. Managing people involves ensuring cooperation among all members labor collective, personnel policy, training, informing, motivating employees and other important components of the manager's work.

Personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor force at the enterprise level, on creating conditions for the use of the labor qualities of an employee (labor force) in order to ensure the effective functioning of the enterprise and all-round development of employees employed in it.

Personnel planning includes: assessment of the available potential labor resources; assessment of future needs; development of personnel development programs.

The most common are the following basic methods of personnel planning: determining the need for workforce; according to the complexity of work; according to production standards; at workplaces on the basis of the norms for the maintenance of machines and units, and control over the technological process.

Bibliography

Gerchikova I. N. Management. - M., 2004 - 498 p.;

Genkin B.M. Fundamentals of personnel management. 2001 - 439 p.

Maslov E.V. Enterprise personnel management. - M., 2001 - 357 p.;

Odegov Yu.G., Zhuravlev P.V. Personnel Management. - M., 2001 - 407 p.;

Fundamentals of personnel management. Textbook, ed. Genkina B.M., - M., 2001 - 290 p.;

Sedegov R.S. Personnel management: employees as a factor in the success of an enterprise - Minsk, 2001 - 463 p.

Travin V.V., Dyatlov V.A. Fundamentals of personnel management. 2001 - 437 p.

Tarasov V.K. Personnel-technology: selection and training of managers.-L: "Engineering", 2001 - 354 p. .

Personnel Management. Tutorial. Ed. V.Yu. Serbinsky, 2002.

It might be useful to read:

Headcount management. The total number of personnel. Headcount management

Required headcount = F (Staff workload)

Effective Workload - an indicator of the actual workload of personnel

How is Effective Load measured?

Three levels of organizational performance management

Instead of a conclusion

All-Russian Research Institute documentation and archiving (VNIIDAD)

Method of calculation staffing of state archives based on labor standards

Moscow, 2004

Introduction

1. Methodology for determining the required staffing of the archive as a whole

2. Calculation of the required staffing core business specialists

3. Methodology for calculating the required staffing engineering and technical workers

4. Methodology for calculating the required staffing administrative staff of the archive

An example of calculating the number of accounting employees for the operation "Accounting for fixed assets"

5. Methodology for calculating the required staffing workers and junior staff of the archive

List of used literature

What are the categories of company employees?

On the importance of headcount management

Who is the object of the company's headcount management?

About the headcount management system

What methods are used for headcount management?

All-Russian Research Institute
documentation and archiving
(VNIIDAD)

Method of calculation
staffing of state archives
based on labor standards

2. Calculation of the required staffing
core business specialists

3. Methodology for calculating the required staffing
engineering and technical workers

4. Methodology for calculating the required staffing
administrative staff of the archive

An example of calculating the number of accounting employees
for the operation "Accounting for fixed assets"

5. Methodology for calculating the required staffing
workers and junior staff of the archive