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

Technical performers (accounters, secretaries, operators, typists, etc.) are busy creating primary documentation and information, its preparation, processing, execution and storage.
Technical performers are divided into those employed in accounting and control, those engaged in the preparation of documentation and those engaged in economic services.
Technical performers are busy receiving primary information, processing and transmitting it, preparing and processing various documents and providing managers and specialists with the necessary information, various types service.
Technical performers are employees involved 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 services.
The duties of technical performers (secretaries, typists, operators of calculating and analytical machines, etc.) include the implementation various operations(transfer, fixation and processing of information), accounting, computing, graphic and copying works on the instructions of managers and specialists, as well as economic maintenance of the administrative apparatus. These functions lend themselves to mechanization, and the release of engineers from their performance is one of the most important conditions for increasing the efficiency of engineering work.
The secretary is a technical executor for ensuring and servicing the work of his immediate supervisor.
Auxiliary personnel (technical performers) provide information services to the control 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 health technology manages to quickly switch a person to the new kind activities, which contributes to the acceleration of the recovery processes.
The scope of duties of technical executors is determined for formalizing decisions, collecting initial information, mailing, etc., related to bringing management decisions to the performer.
The third category - technical executors - is made up of workers whose work is primarily characteristic as auxiliary, reduced mainly to the functions of accounting and control over managerial decisions.
Managers, specialists, technical performers 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, organizational forms. However, they are fundamentally common feature, regardless organizational structure and management technologies, they act as a labor process within the framework of managerial relations that are developing at the enterprise.
For specialists of functional divisions and technical performers (Tables 8.2.3, 8.2.4), the above indicators can be applied along with indicators for the implementation of individual planned targets. 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 standardizer performs functions related to the development and implementation of labor cost standards. From him labor activity depends on the scope of labor rationing and the level of implementation of technically sound standards in the assigned area.
Compared with employees - technical executors, specialists are subject to 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 pay categories. Qualification requirements for the categories of payment for specialists are, as a rule, a combination of two components - education (from general to higher education of the relevant profile) and work experience of at least a certain number of years required to occupy the relevant position. For professional positions, most of which are categorical, the second component qualification requirements(work experience) acts as a regulator of the increase in requirements for qualification categories, which, in turn, are taken into account when establishing the category of payment. The increase in qualification requirements by pay categories can be seen in the example of the position of a technologist, billed according to ETC 6 - 13 categories.
For employees belonging to the category of technical performers, whose work is monotonous and monotonous, breaks for active rest at work should be more frequent, especially in the afternoon. This is achieved by using such forms of industrial gymnastics as physical training minutes and active rest micro-pauses. Their frequent use during the working day makes it possible to deal not only with developing fatigue, but also to resist the unfavorable influence of the monotony characteristic of certain types of activity.

The reference book includes job qualification characteristics of technical performers, specialists accounting and logistics, as well as heads of departments engaged in office work and economic services.
The norms for the number of managers, specialists and technical performers are calculated on the basis of a multivariate analysis of the functional division of labor in the field of management and maintenance of production.
This handbook does not include characteristics of senior technical officers and specialists. Establishing the title of senior employee is possible in those cases if, along with the performance of the duties inherent in this position, he manages subordinate performers.
Employees of budgetary sectors, including technical performers, specialists and managers, are charged eo 2 to 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 performers.
annual fund wages executives, specialists and technical performers, whose work is paid on a monthly basis official salaries, is specified by direct calculation by staffing.
Most often, differentiated time standards are used to standardize the work of technical performers, and enlarged standards are used for specialists.
The work of many time workers, managers, most specialists and technical performers cannot be accurately normalized using time standards or output standards, 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, output 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 observed, specialists are forced to spend considerable time on performing various tasks. technical work.
Bonuses are designed to ensure the constant interest of each manager, specialist, technical contractor, not only in improving the results of individual work, but also in improving the final results of production.
Qualification guide positions of managers, specialists and other employees (technical performers) is designed 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 directory of positions of managers, specialists and other employees (technical performers) is designed 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 could deal with issues related to the preparation and adoption of the most important decisions of fundamental importance for the managed object. Taking into account the specific conditions of work of the head, the scope of his duties is established.

In the recommendations, the term employees refers to all managers, specialists and technical performers.
It covers all categories of employees (executives, specialists and technical executives) employed at enterprises and organizations in all branches of the national economy, as well as in economic and government controlled.
Employees are divided into three categories according to the nature of work: managers, specialists and technical performers. 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.) consist in the preparation of 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 managers and professionals.
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 divided into managers, specialists and technical performers.
A management operation is a part of a management procedure performed by a manager, specialist or technical executive of the management apparatus with or without the use of technical means management for the development, justification or adoption of management decisions.
Employees of the enterprise according to their functions are divided into three categories: managers, specialists and technical performers.
The subject of management at the enterprise is the management apparatus, which includes managers, specialists and technical performers.
According to the nature of the duties performed, positions in the office are divided into management, specialists and technical performers.
When conducting such a distribution, one must remember the need for correspondence between managers, specialists and technical executives of the main and auxiliary apparatus, since in the event of a discrepancy, specialists are loaded with work that is not characteristic of them. Of great importance correct definition the number of people reporting to one leader.
Within 2 (two) business days after opening, submits tender proposals 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 performers. Managers are persons whose content of work is mainly decision-making and organization of the work of subordinates to fulfill decisions taken. Allocate line and functional managers, top, middle and lower levels.
According to their job descriptions, all employees of the production management apparatus are divided into several categories (managers, specialists, technical performers), and therefore the content of their work is different. For example, the heads of enterprises and their divisions carry out the selection and placement of personnel, direct management of the production process, organization of the work of the main and auxiliary personnel, coordinate the work of various performers and divisions, and carry out an educational function.
Irregular working hours at enterprises and institutions may be used: a) for managers, specialists and technical executives whose daily work hours, due to the nature of their activities, cannot always be limited by normal working hours; b) for persons, working hours.

Normalized tasks are recommended to be set for time workers with 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 service etc.
Employees include employees holding positions of managers and specialists who are not classified as engineering and technical employees, as well as technical performers.
The main structural divisions in the administrative apparatus engineering enterprises are departments in which about 3D of all engineers, employees and technical executors of plant managements are concentrated. Therefore, first of all, it is necessary to take into account those organizational conditions under which the creation of a department is expedient, and only then to 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 performers, 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, organizational equipment operators. The duties of technical performers are reduced to performing operations for the transfer, fixation, accounting, delivery and storage of information.

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

There are two methods for calculating the number of office workers.

First built on the volume of document flow, total strength employees of the organization and a constant coefficient of the average level of labor productivity of office workers.

Number = 0.00016 D(to the power of 0.98) 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 empirically);

D - volume of document flow;

R - the number of employees of the administrative apparatus.

Second the methodology provides for the calculation of the number of records management services based on labor costs for the performance of individual operations. In this case, you can use both intersectoral documents on labor rationing and industry standards. Intersectoral normative documents on labor rationing have been developed for clerical operations (registration, control, compilation of a nomenclature of cases, etc.), for shorthand work, for copying documents, for typewriting, for work on punching 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 a coefficient equal to 1.1 (taking into account the time spent on personal needs, maintenance of the workplace, rest, etc.);

T n.n - the labor intensity of work not provided for by the standards (calculated by an expert, equal to 114.2 people. h);

F a.s. - the annual fund of working time, equal to 1910 hours.

It has been repeatedly noted in the literature that the formation of a staff of office 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 varies significantly. 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 managerial 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 the Research Institute of Labor, 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 personnel include employees who perform management functions or contribute to their implementation, i.e., professionally involved in the management process and included in 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 personnel are divided into three large groups: managers, specialists and support staff (technical performers). Each of these groups of management personnel occupies a specific place in the management system, is characterized by features professional activity, as well as the system vocational training.

Leaders

Managers are employees who lead the relevant team, direct and coordinate the work of the entire management apparatus or its individual links, monitor and regulate the activities of the team in fulfilling the tasks set and achieving goals. Managers are divided into line and functional. Line managers are persons acting on the basis of unity of command, responsible for the state and development of the organization or its separate, institutionalized part (association, enterprise, workshop, site, brigade). Functional managers include persons responsible for a specific functional area of work in the management system and heading units that perform specific management functions (committees, departments, bureaus, etc.). Managers are also classified by levels of management. For example, the leaders of the links are linear: grassroots (foremen, heads of sections, workshops, etc.), middle (heads of buildings, directors of enterprises, chief specialists of associations) and higher (heads of central departments, ministers, chairmen of committees, etc.) . The control hierarchy is schematically illustrated in fig. 8.4.

Specialists

Specialists are specialized workers who, on the basis of the information they have, develop options for solving individual specific, usually functional, issues of an industrial or managerial nature. Management specialists are classified according to management functions and their professional background. There are chief specialists, leading specialists, specialists of various categories and classes, etc. Specialists include engineers, economists, accountants, lawyers, psychologists, sociologists, etc.

Technical performers

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

Rice. 8.4.

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

The specified 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 selection, training and rational use necessary for this category of workers. Function difference certain categories management personnel determines the specifics of working with them, the need to set special tasks, use special forms and methods personnel work.

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

The new Qualification Handbook is designed to ensure a rational division of labor, create an effective mechanism for delimiting functions, powers and responsibilities based on a clear regulation of the labor activity of workers in modern conditions. The directory contains new qualification characteristics of civil servants' positions related to the development of market relations. All previously valid qualification characteristics have been revised, significant changes have been made to them in connection with the transformations carried out in the country and taking into account the practice of applying characteristics.

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

Qualification directory of positions of managers, specialists and other employees

General provisions

1. The qualification directory of positions of managers, specialists and other employees (technical performers) 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 regulatory documents designed to justify the rational division and organization of labor, the correct selection, placement and use of personnel, ensuring unity in determining the duties of employees and the qualification requirements for them, as well as decisions made on compliance positions held during the certification of managers and specialists.

2. The construction of the Directory is based on the job description, since the requirements for the qualifications of employees are determined by their job responsibilities, which, in turn, determine the names of the positions.

The directory was developed in accordance with the accepted classification of employees into three categories: managers, specialists and other employees (technical performers). 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 worker's work (organizational-administrative, analytical-constructive, information-technical).

The names of the positions of employees, the qualification characteristics of which are included in the Directory, are established in accordance with the All-Russian Classifier of Occupations of Workers, Positions of Employees and tariff categories OK-016-94 (OKPDTR), put into effect on January 1, 1996

3. The qualification guide contains two sections. The first section lists the qualifications industry-wide positions managers, specialists and other employees (technical performers), widely distributed in enterprises, institutions and organizations, primarily in the manufacturing sectors of the economy, including those that are on budget financing. The second section contains the qualification characteristics of the positions of employees employed in research institutions, design, technological, design and survey organizations, as well as editorial and publishing departments.

4. Qualification characteristics in enterprises, institutions and organizations can be used as normative documents direct action or serve as a basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job responsibilities of employees, taking into account the peculiarities of the organization of production, labor and management, as well as their rights and responsibilities. If necessary, the duties included in the description of a particular 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 present the most typical work for each position. Therefore, when developing job descriptions, it is allowed to clarify the list of works that are characteristic of the corresponding position in specific organizational and technical conditions, and the requirements for the necessary special training of employees 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 duties of employees in comparison with the established corresponding characteristics. In these cases, without changing the job title, the employee may be entrusted with the performance of duties stipulated by the characteristics of other positions, similar in content to work, equal in complexity, the performance of which does not require a different specialty and qualifications.

5. 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 the employee holding this position, taking into account the technological homogeneity and interconnectedness of work, allowing for optimal specialization of employees.

The "Must Know" section contains the basic requirements for an employee with regard to special knowledge, as well as knowledge of legislative and regulatory legal acts, regulations, instructions and other guidance materials, methods and means that the employee must apply in the performance of job duties.

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

6. In the characteristics of the positions of specialists, within the same position without changing its name, an intra-position qualification categorization for remuneration is provided.

Qualification categories for 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 made, attitude to work, efficiency and quality of work, as well as professional knowledge, practical experience, determined by work experience in the specialty, etc.

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

The issue of the distribution of 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 fulfillment of the duties stipulated by the position held, manages the executors subordinate to him. The position of "senior" may 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 area of work. For positions of specialists 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 specialist I qualification category.

The job responsibilities of the "leaders" are established on the basis of the characteristics of the respective positions of 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 subdivisions, or duties of coordination and methodological guidance groups of performers created in departments (bureaus), taking into account the rational division of labor in specific organizational and technical conditions. The requirements for the required work experience are increased by 2-3 years compared to those provided for specialists of the first qualification category. Job responsibilities, requirements for knowledge and qualifications of deputy heads of structural divisions are determined on the basis of the characteristics of the respective positions of heads.

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

8. Compliance of actually performed duties and qualifications of employees with the requirements job descriptions is determined by the certification commission in accordance with the current regulation on the procedure for conducting certification. Wherein Special attention paid attention to the quality and efficiency of work.

9. The need to ensure the safety of life and health of workers in the course of work puts forward the problems of labor protection and environment among urgent social tasks, the solution of which is directly related to the observance by managers and each employee of an enterprise, institution, organization of 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 performers), along with the performance of the functions provided for by the relevant qualification characteristic positions, mandatory observance of labor protection requirements at each workplace is provided, and the official duties of managers are to ensure healthy and safe working conditions for subordinate performers, as well as control over their compliance with the requirements of legislative and regulatory legal acts on labor protection.

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

10. Persons who do not have special training or work experience established by qualification requirements, but who have sufficient practical experience and performing qualitatively and in full the tasks assigned to them official duties, by recommendation attestation commission as an exception, they can be appointed to the relevant positions in the same way as persons with special training and work experience.

Specialists are the most numerous subgroup of employees who perform work that requires a certain qualification. Specialists of various profiles are busy creating and introducing into production new knowledge, knowledge in the form of theoretical and applied developments, as well as developing options for solving individual production and management problems, the solution of which is within the competence of managers.

Specialists include persons who have special knowledge, skills, work 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 the person. Depending on the level of training, there are highly qualified specialists (they manage production, technical and creative processes) and medium qualifications (executors of work).

To the group job titles, corresponding to the category "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, especially talented specialists are sometimes kept "in reserve"; they are called "wild geese".

III. Technical executives (other employees)

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

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

Organization personnel classification

classification	Characteristic personnel	Classification personnel
Relationship to property	Qualification is based on the presence of shares, assets, etc.	Owners Wage-earners Co-owners
Classification of personnel by number and terms of work in the organization
General need for staff	Number of employees with labor Relations with an organization that depends on the nature, scale, complexity, labor intensity of production, serving, management processes and the degree of their mechanization, automation, computerization.	quality need- the required number of employees based on the profession, specialties and skill level. quantitative need- the required number of employees based on the qualitative need, ensuring the optimal performance of work of a certain quality and quantity.
Headcount by	The headcount can only be given for a specific date	payroll- the number of employees who came to work, are on vacation, on a business trip, did not show up due to illness, are employed in the performance of public duties, etc.
	The list of personnel of the organization exceeds in number turnout staff by about 10 - 15%	IN turnout staff personnel includes all employees who come to work.
	Calculated by summing payroll 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 headcount is the average number of employees over a certain period of time
Number of staff Organizations based on the term of work	The classification is based on the period for which the employment contract is concluded.	Permanent- These are employees who came to work without specifying the period of work. Temporary are workers, employed with an indication of the period of work. Seasonal These are seasonal workers.
Classification of personnel according to quality characteristics
Participation in the production and management process	Leaders who carry out general functions management.	Highest level - head of the organization and his deputies Average level- heads of structural divisions and chief specialists. Grassroots- heads of bureaus, sectors, masters.
	Employees who carry out specialized functions	Specialists - employees performing economic, engineering, legal, marketing and other specialized functions
	Employees who carry out office functions	Technical executors - employees involved in the preparation, execution of documents, accounting, control and economic services
Industrial and production personnel	employees, directly creating wealth or providing industrial services	Essential Workers
	workers, providing uninterrupted manufacturing process	support workers
Non-industrial personnel	workers, providing social services employees of the organization	Social infrastructure workers
Classification of personnel by structure
Professional Structure	Ratio of Representatives various professions or specialties, having a complex 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) required to perform certain labor functions	Specialist first, second category Worker of the first, second, third category.
Sex and age structure	The ratio of staff groups by sex and age	Floor - male, female Age- up to 20 years old, 21-30, etc.
Structure by experience	The ratio of personnel groups by length of service in a given organization and total length of service	General experience Length of service in this organization
Structure by level of education	Characterizes the availability of education among workers	Higher education ( bachelor, specialist, master) Incomplete Higher education Secondary special, secondary general education. Lower secondary education. Primary education

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

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

These factors determine it normative (list) size. More objectively, the staff is characterized secret (actual) number, i.e. the number of people who are officially employed by the organization at a given time.

It might be useful to read: