Management personnel. II. Specialists Who are the technical performers in the organization

Technical executors (accountants, secretaries, operators, typists, etc.) are busy creating primary documentation and information, preparing it, processing it, arranging it and storing it.
Technical performers are divided into those engaged in accounting and control, engaged in the preparation of documentation and engaged in economic services.
Technical performers are busy receiving primary information, processing and transmitting it, preparing and executing various documents and providing managers and specialists with the necessary information, and various types of services.
Technical executors are employees engaged in the preparation and processing of information necessary for managers and specialists to carry out their functions; accounting and control of quantitative and qualitative indicators of the enterprise and its structural divisions; computing and graphic works, as well as office work and housekeeping.
The duties of technical executors (secretaries, typists, operators of calculating and analytical machines, etc.) include the performance of various operations (transfer, recording and processing of information), accounting, computing, graphic and copying and duplicating works on the instructions of managers and specialists, as well as economic maintenance of the management apparatus. These functions lend themselves to mechanization, and the release of engineering personnel from their performance is one of the most important conditions for increasing the efficiency of engineering work.
The secretary is a technical executor to ensure and maintain the work of his immediate supervisor.
Auxiliary personnel (technical executors) provide information services to the management apparatus.
For specialists and technical performers, such a tool is a complex of restorative gymnastics, consisting of 7 - 8 gymnastic exercises of a dynamic nature using elements of hand relaxation and self-massage, and even better - hydromassage. When using various technical devices of health technology, it is possible to quickly switch a person to a new type of activity, which helps to accelerate the course of recovery processes.
The terms of reference of technical executors for making decisions, collecting initial information, mailing, etc., related to communicating management decisions to the executor, are determined.
The third category - technical executors - is made up of workers, whose work is primarily characterized as auxiliary, which comes down mainly to the functions of accounting and control over management decisions.
Managers, specialists, technical executors at various levels and at different levels of the enterprise management system carry out a variety of management operations that differ from each other in their technological essence, content, and organizational forms. However, at their core, they have a common feature, regardless of the organizational structure and management technology, they act as a labor process within the framework of management relations developing at the enterprise.
For specialists of functional departments and technical executors (Tables 8.2.3, 8.2.4), the given indicators can be applied along with indicators of the fulfillment of individual planned tasks. The fulfillment of planned tasks by each specific employee is expressed by the achieved level of the corresponding specific indicator planned for a particular period. For example, a rationer performs functions related to the development and implementation of labor costs. The scope of labor rationing and the level of implementation of technically sound norms in the assigned area depend on his labor activity.
Compared to employees - technical performers, specialists have both higher requirements for their qualifications and a greater variety of these requirements. This is due to the increased complexity of the work performed by them, and, accordingly, a large number of payment categories. The qualification requirements for the grades of payment for specialists are, as a rule, a combination of two components - education (from general to higher education of the corresponding profile) and work experience of at least a certain number of years required to occupy the relevant position. With regard to professional positions, most of which are categorized, the second component of qualification requirements (length of service) acts as a regulator of the increase in requirements for qualification categories, which, in turn, are taken into account when determining the pay grade. The increase in qualification requirements for pay grades can be seen in the example of a technologist position, charged according to ETC 6-13 grades.
For employees belonging to the category of technical performers, whose work is notable for the monotony and monotony, breaks for active rest during work should be more frequent, especially in the afternoon. This is achieved through the use of such forms of industrial gymnastics as physical culture minutes and micro-pauses for active rest. Their frequent use during the working day makes it possible to combat not only developing fatigue, but also to resist the adverse effects of the monotony characteristic of certain types of activity.

The reference book includes the job qualifications of technical executors, accounting and logistics specialists, as well as heads of departments engaged in office work and economic services.
The standards for the number of managers, specialists and technical executors are calculated on the basis of a multivariate analysis of the functional division of labor in the field of production management and maintenance.
This handbook does not include the characteristics of senior technicians and specialists. Establishing the name of a senior employee for an employee is possible in cases where, along with the performance of duties inherent in this position, he is managing the performers subordinate to him.
Employees of budgetary sectors, including technical executors, specialists and managers, are charged eo 2 by 18 categories.
Employees of budgetary sectors, including technical executors, specialists and managers, are charged from the 2nd to the 18th category.
This group includes executives, specialists and technical executors.
The annual salary fund for executives, specialists and technical executors, whose work is paid according to monthly official salaries, is specified by a direct account according to the staffing table.
More often than not, differentiated time norms are used to standardize the work of technical performers, and consolidated norms are used for specialists.
The labor of many time workers, managers, most specialists and technical executors cannot be accurately normalized using time norms or production norms, since the labor functions of these workers are very diverse and their performance cannot be expressed by any one indicator. Even when such an opportunity is formally available, production turns out to be a very secondary indicator of work.
It is important to find out whether the optimal ratio of the number of specialists and technical performers is maintained, since if this condition is not met, specialists are forced to spend considerable time on performing various technical work.
Bonuses are intended to ensure the constant interest of each manager, specialist, technical contractor not only in improving the results of individual labor, but also in improving the final results of production.
The qualification reference book of the positions of managers, specialists and other employees (technical executors) is intended to address issues related to the regulation of labor relations, ensuring an effective personnel management system at enterprises, institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms of activity.
The qualification reference book of positions of managers, specialists and other employees (technical executors) is intended to address issues related to the regulation of labor relations, ensuring an effective personnel management system at enterprises21, in institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms of activity.
The division of labor by type of activity between managers, specialists and technical performers should be carried out in such a way that the heads of departments, along with organizational, administrative and educational work, can deal with issues related to the preparation and adoption of the most important decisions that are of fundamental importance for the managed object. Taking into account the specific working conditions of the head, the terms of his duties are established.

In the guidelines, the term employees refers to all managers, specialists, and technical executors.
It covers all categories of employees (managers, specialists and technical executors) employed in enterprises and organizations of all sectors of the national economy, as well as in economic and state administration bodies.
By the nature of work, employees are divided into three categories: managers, specialists and technical executors. The functions of the heads of departments of the enterprise are to make decisions and ensure their implementation. The functions of specialists (engineers, economists, technicians, etc.) are to prepare information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical performers (draftsmen, laboratory assistants, secretaries, etc.) provide the necessary conditions for the work of managers and specialists.
The list includes the characteristics of the positions of managers, the characteristics of the positions of specialists and the characteristics of the positions of technical executors.
Research Institute of Labor, 1969) all employees are subdivided into managers, specialists and technical executors.
A management operation is a part of a management procedure performed by a manager, a specialist or a technical performer of the management apparatus with or without the use of technical management tools to develop, justify or make management decisions.
According to their functions, employees of the enterprise are divided into three categories: managers, specialists and technical executors.
The subject of management at the enterprise is the management apparatus, which includes managers, specialists and technical executors.
By the nature of the duties performed, positions in the office are subdivided into management personnel, specialists and technical executors.
Carrying out such a distribution, one must remember that there is a need for correspondence between managers, specialists and technical executors of the main and auxiliary apparatus, since in case of discrepancy, specialists are loaded with work that is not typical for them. It is of great importance to correctly determine the number of persons subordinate to one leader.
Within 2 (two) working days after opening, it transmits bids to the Technical Contractor for consideration and evaluation.
In the Unified Nomenclature of Positions of Employees, all employees are divided into three categories: managers, specialists, technical executors. Leaders are persons whose work content is mainly made up of decision-making and organization of work of subordinates to implement the decisions. Allocate managers of line and functional, top, middle and lower level.
According to official characteristics, all employees of the production management apparatus are divided into several categories (managers, specialists, technical executors), therefore, the content of their work is different. For example, the heads of enterprises and their departments carry out the selection and placement of personnel, direct management of the production process, the organization of work of the main and auxiliary personnel, coordinate the work of various performers and departments, and carry out an educational function.
Irregular working hours at enterprises and institutions can be applied: a) for managers, specialists and technical executors, the daily duration of work of which, by the nature of their activities, cannot always be limited by normal working hours; b) for persons, working hours.

It is recommended to set standardized tasks for time workers in the individual and collective forms of organizing their work, as well as technical performers (for example typists, stenographers, clerks, draftsmen, etc.) and specialists (for example, designers, technologists, labor engineers, programmers, engineers engaged in repair and energy services, etc.
Employees include employees holding positions of managers and specialists not classified as engineering and technical workers, as well as technical executors.
The main structural divisions in the management apparatus of machine-building enterprises are departments in which about 3D of all engineers, employees and technical executors of plant management are concentrated. Therefore, first of all, one must take into account those organizational conditions under which the creation of a department is expedient, and only then establish its internal structure.
The group of operations under consideration refers mainly to the activities of managers, although it also affects other categories of employees - specialists and technical executors, as well as workers not only as objects, but also as subjects of management. The content and nature of organizational and administrative operations are determined by their purpose and role in management processes.

Technical performers - freight forwarder, clerk, typists and stenographers, technical secretaries, couriers, operators of organizational technology. The duties of technical executors are reduced to performing operations for the transfer, fixation, accounting, delivery and storage of information.

According to the classification adopted in the country, the overwhelming majority of the office workers are employees. Only copy bureau operators are classified as workers.

There are two known methods for calculating the number of employees in the office work.

The first is built on the basis of the volume of workflow, the total number of employees in the organization and a constant coefficient of the average level of labor productivity of employees of the office work.

Population \u003d 0.00016 D (to the 0.98 power) R (to the power of 0.1), b

where 0.00016 is a constant coefficient of the average level of labor productivity (calculated by the Research Institute of Labor experimentally);

D - volume of workflow;

R - the number of employees in the management apparatus.

The second the methodology provides for the calculation of the number of office work in terms of labor costs for the implementation of individual operations. In this case, you can use both intersectoral documents on labor rationing and industry standards. Intersectoral normative documents on labor standards have been developed for office operations (registration, control, drawing up a nomenclature of cases, etc.), for stenographic work, for copying documents, for typewritten work, for work on perforating and keyboard computers, for archival work. In this case, the calculation of the number is carried out according to the formula:

where T n is the labor intensity of work according to the standards for individual operations, taking into account the coefficient equal to 1.1 (taking into account the time spent on personal needs, servicing the workplace, rest, etc.);

T nn - the labor intensity of work not provided for by the standards (calculated by expert advice, equal to 114.2 person h);

F p.v. - the annual fund of working time, equal to 1910 hours.

It has been repeatedly noted in the literature that the formation of the staff of clerical workers in organizations and institutions is often carried out arbitrarily, based on real possibilities. In two organizations that have the same structure, the same number of employees, the same volume of workflow, the number of office personnel fluctuates within significant limits. At the same time, in one organization there is an unjustified increase in the number of personnel, and in another - an unjustified reduction. As a consequence, in the latter case, the costs of maintaining management personnel immediately increase, since the specialists of the management apparatus begin to independently carry out office work on the creation, preparation, execution, transportation, and accounting of documents.

According to one of the developments of NIITruda, the optimal number of office workers in relation to the total number of employees in this institution should be: for ministries and departments - 12-15%, for industrial enterprises - 0.5% of the total number of employees.

Management cadres include workers who perform management functions or contribute to their implementation, that is, they professionally participate in the management process and are part of the management apparatus.

There are various classifications of management personnel: by job description, levels (steps) in the management hierarchy, special education, industries, etc. However, the basic classification is the classification of employees in the process of making and implementing decisions. On this basis, management cadres are divided into three large groups: managers, specialists and auxiliary personnel (technical executors). Each of the named groups of management personnel occupies a specific place in the management system, characterized by the characteristics of professional activity, as well as a system of professional training.

Leaders

Leaders are employees who lead the relevant team, direct and coordinate the work of the entire management apparatus or its individual links, exercise control and regulate the activities of the team in fulfilling the assigned tasks and achieving goals. Leaders are categorized into linear and functional. Line managers are persons acting on the basis of one-man management who are responsible for the state and development of the organization or its separate, organizationally formed part (associations, enterprises, workshops, sections, brigades). Functional managers include persons responsible for a specific functional area of \u200b\u200bwork in the management system and heads of departments that perform specific management functions (committees, departments, bureaus, etc.). Executives are also classified by levels of management. For example, line managers are the following: grassroots (foremen, heads of sections, shops, etc.), middle (heads of buildings, directors of enterprises, chief specialists of associations) and higher (heads of central administrations, ministers, chairmen of committees, etc.) ... The management hierarchy is schematically illustrated in Fig. 8.4.

Specialists

Specialists are specialized workers who, on the basis of the information available to them, develop options for solving certain specific, usually functional, issues of production or management nature. Management professionals are classified according to management functions and their professional training. There are chief specialists, leading specialists, specialists of various categories and classes, etc. Specialists include engineers, economists, accountants, lawyers, psychologists, sociologists, etc.

Technical performers

Supporting and technical personnel are employees who serve the activities of managers and specialists. As a rule, they are classified according to management operations. These workers include secretaries, typists, technicians, computer operators, archivists, draftsmen, laboratory assistants, etc. Technical performers have narrow and specific professional training, are called upon to provide technical assistance to managers and management specialists, in particular, in the development and implementation of management

Fig. 8.4.

their decisions (collection, primary processing, storage and delivery of information, accounting, control, etc.).

This classification of management personnel makes it possible to clearly formulate the requirements for each employee, depending on his belonging to a particular group, and to organize the system of their selection, training and rational use necessary for this category of employees. The difference in the functions of individual categories of management personnel determines the specifics of working with them, the need for setting special tasks, using special forms and methods of personnel work.

4th edition, revised
(approved by the resolution of the Ministry of Labor of the Russian Federation of August 21, 1998 N 37)

With changes and additions from:

January 21, August 4, 2000, April 20, 2001, May 31, June 20, 2002, July 28, November 12, 2003, July 25, 2005, November 7, 2006, September 17, 2007 , April 29, 2008, March 14, 2011, May 15, 2013, February 12, 2014, March 27, 2018

The qualification reference book of positions of managers, specialists and other employees is a normative document developed by the Institute of Labor and approved by the Resolution of the Ministry of Labor of Russia dated August 21, 1998 N 37. This publication includes additions made by the resolutions of the Ministry of Labor of Russia dated December 24, 1998 N 52, dated February 22, 1999 N 3, of January 21, 2000 N 7, of August 4, 2000 N 57, April 20, 2001 N 35, of May 31, 2002 and of June 20, 2002 N 44. The handbook is recommended for use at enterprises, institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms in order to ensure the correct selection, placement and use of personnel.

The new Qualification Handbook is designed to ensure a rational division of labor, to create an effective mechanism for delineating functions, powers and responsibilities on the basis of a clear regulation of the labor activity of employees in modern conditions. The handbook contains new qualification characteristics of employees' positions related to the development of market relations. All previously valid qualification characteristics have been revised, they have been significantly changed in connection with the transformations carried out in the country and taking into account the practice of applying the characteristics.

In the qualification characteristics, the unification of standards for the regulation of labor of employees was carried out to ensure a unified approach to the selection of personnel with appropriate qualifications and compliance with uniform principles of tariffication of work based on their complexity. The Qualification Specifications take into account the latest legislative and regulatory legal acts of the Russian Federation.

Qualification handbook of positions of managers, specialists and other employees

General Provisions

1. The qualification reference book of positions of managers, specialists and other employees (technical executors) is intended to address issues related to the regulation of labor relations, ensuring an effective personnel management system at enterprises * (1), in institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms of activity.

The qualification characteristics included in this edition of the Handbook are normative documents intended to justify the rational division and organization of labor, the correct selection, placement and use of personnel, to ensure unity in defining the job duties of employees and the qualification requirements imposed on them, as well as decisions on compliance positions held during certification of managers and specialists.

2. The basis for the construction of the Directory is an official characteristic, since the requirements for the qualifications of employees are determined by their official duties, which, in turn, determine the names of positions.

The handbook is developed in accordance with the accepted classification of employees into three categories: managers, specialists and other employees (technical executors). The assignment of employees to categories is carried out depending on the nature of the predominantly performed work that makes up the content of the employee's labor (organizational and administrative, analytical and constructive, information and technical).

The job titles of employees, the qualifications of which are included in the Directory, are established in accordance with the All-Russian Classifier of Workers' Professions, Employee Positions and Wage Grades OK-016-94 (OKPDTR), entered into force on January 1, 1996.

3. The qualification handbook contains two sections. The first section provides the qualification characteristics of industry-wide positions of managers, specialists and other employees (technical executors), which are widespread in enterprises, institutions and organizations, primarily in the industrial sectors of the economy, including those on budget funding. The second section contains the qualification characteristics of the positions of workers employed in research institutions, design, technological, design and survey organizations, as well as editorial and publishing departments.

4. Qualification characteristics at enterprises, institutions and organizations can be used as normative documents of direct action or serve as a basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job duties of employees, taking into account the specifics of the organization of production, labor and management, and also their rights and responsibilities. If necessary, the duties included in the description of a certain position can be distributed among several performers.

Since the qualification characteristics apply to employees of enterprises, institutions and organizations, regardless of their industry affiliation and departmental subordination, they represent the most typical jobs for each position. Therefore, when developing job descriptions, it is allowed to clarify the list of jobs that are characteristic of the corresponding position in specific organizational and technical conditions, and requirements for the necessary special training of workers are established.

In the process of organizational, technical and economic development, the development of modern management technologies, the introduction of the latest technical means, the implementation of measures to improve the organization and increase labor efficiency, it is possible to expand the range of responsibilities of employees in comparison with the established corresponding characteristics. In these cases, without changing the official name, the employee may be entrusted with the performance of duties provided for by the characteristics of other positions that are similar in content to work of equal complexity, the performance of which does not require another specialty and qualification.

5. The qualification characteristics of each position has three sections.

The section "Job responsibilities" establishes the main labor functions that can be entrusted in whole or in part to an employee holding this position, taking into account the technological homogeneity and interconnectedness of work, allowing to ensure the optimal specialization of employees.

The section "Should know" contains the basic requirements for an employee in relation to special knowledge, as well as knowledge of laws and regulations, regulations, instructions and other guidance materials, methods and means that the employee must apply in the performance of job duties.

The section "Requirements for qualifications" defines the level of professional training of an employee required to perform the specified job duties, and requirements for work experience. The levels of required professional training are given in accordance with the Law of the Russian Federation "On Education".

6. The characteristics of the positions of specialists provide for within the same position, without changing its name, intra-job qualification categorization by remuneration.

Qualification categories for the remuneration of specialists are established by the head of the enterprise, institution, organization. This takes into account the degree of independence of the employee in the performance of official duties, his responsibility for decisions, attitude to work, efficiency and quality of work, as well as professional knowledge, practical experience, determined by the length of service in the specialty, etc.

7. The Directory does not include the qualification characteristics of derived positions (senior and leading specialists, as well as deputy heads of departments). The job responsibilities of these employees, the requirements for their knowledge and qualifications are determined on the basis of the characteristics of the respective basic positions contained in the Handbook.

The issue of the distribution of job duties of deputy heads of enterprises, institutions and organizations is decided on the basis of internal organizational and administrative documents.

The use of the official title "senior" is possible provided that the employee, along with the performance of the duties stipulated for the position held, manages the performers subordinate to him. The position of "senior" can be established as an exception and in the absence of performers in the direct subordination of the employee, if he is entrusted with the functions of managing an independent section of work. For professional posts for which qualification categories are provided, the official title "senior" is not applied. In these cases, the functions of managing subordinate performers are assigned to a specialist of the 1st qualification category.

The duties of the "leading" are established on the basis of the characteristics of the respective positions of the specialists. In addition, they are entrusted with the functions of a manager and a responsible executor of work in one of the areas of activity of an enterprise, institution, organization or their structural divisions, or responsibilities for coordination and methodological guidance of groups of executors created in departments (bureaus), taking into account the rational division of labor in specific organizational - technical conditions. Requirements for the required work experience are increased by 2-3 years in comparison with those provided for specialists of the first qualification category. Job responsibilities, knowledge requirements and qualifications of deputy heads of structural units are determined on the basis of the characteristics of the respective positions of managers.

The qualification characteristics of the positions of heads (heads) of departments serve as the basis for defining job responsibilities, knowledge requirements and qualifications of heads of relevant bureaus when they are created instead of functional departments (taking into account industry characteristics).

8. Compliance of actually performed duties and qualifications of employees with the requirements of job characteristics is determined by the certification commission in accordance with the current regulation on the procedure for conducting certification. At the same time, special attention is paid to high-quality and efficient performance of work.

9. The need to ensure the safety of life and health of workers in the process of work puts forward the problems of labor and environmental protection among urgent social problems, the solution of which is directly related to the observance of the leaders and each employee of the enterprise, institution, organization of the existing legislative, intersectoral and other regulatory legal acts on labor protection, environmental standards and regulations.

In this regard, the official duties of employees (managers, specialists and technical executors), along with the performance of the functions provided for by the relevant qualification characteristics of the position, provide for mandatory observance of labor protection requirements at each workplace, and the official duties of managers are to ensure healthy and safe working conditions for subordinate executors, as well as control over their compliance with the requirements of legislative and regulatory legal acts on labor protection.

When appointing to a position, it is necessary to take into account the requirements for the employee's knowledge of the relevant labor safety standards, environmental legislation, norms, rules and instructions for labor protection, means of collective and individual protection from the effects of hazardous and harmful production factors.

10. Persons who do not have special training or work experience established by the requirements for qualifications, but who have sufficient practical experience and perform the job duties assigned to them with high quality and in full, on the recommendation of the certification commission, as an exception, can be appointed to the corresponding positions as well , as well as persons with special training and work experience.

Specialists are the most numerous subgroup of employees performing work that requires certain qualifications. Specialists of various profiles are engaged in the creation and implementation of new knowledge, knowledge in the form of theoretical and applied developments, as well as the development of solutions for individual production and management problems, the solution of which is within the competence of managers.

Specialists include persons with special knowledge, skills, experience in a particular sector of the economy, who have received a specialty in higher or secondary education, confirmed by the assignment of the qualification “certified specialist” to a person. Depending on the level of training, a distinction is made between highly qualified specialists (who manage production, technical and creative processes) and intermediate qualifications (work performers).

To the group job titles, corresponding to the category of "specialists", include, for example: economists, lawyers, engineers, administrators, programmers, inspectors, artists, etc.

Specialists can be chief, leading, senior, or have a category characterized by a number. In Western firms, specialists with special talent are sometimes kept "in reserve"; they are called "wild geese".

III. Technical executors (other employees)

This group is formed by employees who perform regulated and methodically worked out, periodically repetitive work related to the activities of the relevant structural unit, under the supervision of their immediate supervisor. They carry out the preparation and execution of documents, accounting, control, economic services. Job titles of technical executors: cashiers, clerks, archivists, commandants, etc.

As a rule, the requirements for the qualifications of technical performers are reduced to initial vocational education or secondary (complete) general education and special training according to the established program without imposing requirements for work experience.

Organization personnel classification

Classification	Characteristic staff	Classification staff
Property attitude	Qualifications are based on whether the employee has shares, assets, etc.	Owners Wage-earners Co-owners
Classification of personnel by the number and duration of work in the organization
Total need for staff	The number of employees who have labor relations with the organization, which depends on the nature, scale, complexity, labor intensity of production, service, management processes and the degree of their mechanization, automation, computerization.	Qualitative need- the required number of employees based on the profession, specialties and skill level. Quantitative requirement- the required number of employees based on the quality needs, ensuring the optimal performance of work of a certain quality and quantity.
The number of personnel	The list of staff can only be given for a specific date	List composition- the number of employees who showed up for work, are on vacation, on a business trip, who did not appear due to illness, who are engaged in the performance of public duties, etc.
	The payroll of the organization's personnel exceeds the number of attendants by about 10-15%	IN attendance compositionstaff includes all employees who show up for work.
	It is calculated by summing up the payroll of personnel for all days of a certain period (month, quarter, year, including weekends and holidays) and dividing the result by the number of calendar days of the month, quarter, year.	Average headcountIs the number of employees on average over a certain period of time
Number of staff Organizations based on the term of work	The classification is based on the term for which the employment contract was concluded.	Permanent- these are employees who entered work without specifying the term of work. TemporaryAre employees, hired with an indication of the term of work. Seasonal- these are workers who entered seasonal work.
Qualitative classification of personnel
For participation in the production and management process	Executives implementing general management functions.	Highest level -the head of the organization and his deputies Middle level- heads of structural divisions and chief specialists. Grassroots- heads of bureaus, sectors, foremen.
	Workers performing specialized functions	Specialists -workers performing economic, engineering, technical, legal, marketing and other specialized functions
	Workers performing office functions	Technical executors - employees who carry out training, paperwork, accounting, control and maintenance
Industrial - production personnel	Workers directly creating wealthor providing services of a production nature	Key workers
	Workers, ensuring a smooth production process	Auxiliary workers
Non-industrial personnel	Workers, providing social servicesemployees of the organization	Social infrastructure workers
Personnel classification by structure
Professional structure	The ratio of representatives different professions or specialties,with a set of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.	Economists, accountants, engineers, lawyers, etc.
Qualification structure	Employee ratio different skill levels(i.e. the degree of professional training) necessary for the performance of certain work functions	Specialist first, second category Worker of the first, second, third category.
Age and sex structure	The ratio of groups of personnel by gender and age	Gender -male, female Age- up to 20 years old, 21-30, etc.
Seniority structure	The ratio of groups of personnel in terms of the length of service in a given organization and total length of service	Total experience Work experience in this organization
Structure by educational level	Characterizes the presence of educators	Higher education (bachelor, specialist, master) Unfinished highereducation Secondary vocational, secondary generaleducation. Lower secondaryeducation. Initialeducation

The main characteristics of the organization's personnel are number and structure.

The number of the organization's personnel depends on: the nature, scale, complexity, labor intensity of production and management processes, the degree of their mechanization, automation, computerization.

These factors determine her normative (payroll) value. More objectively, the staff is characterized by safe (actual) number, i.e. the number of people who officially work in the organization at a given time.

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