The main stages of personnel planning. Thesis on the topic "analysis of personnel planning at the enterprise" Analysis of personnel planning at the enterprise

Introduction

Today, an increasing number of companies identify personnel planning or human resource planning as an independent type of activity of personnel services.

Personnel planning becomes an essential element of personnel policy, helps in determining its tasks, strategies and goals, and contributes to their implementation through appropriate activities. The purpose of planning is to provide the firm or company with the necessary labor force and determine the inevitable costs. This situation causes, first of all, the need to shift the center of gravity in personnel planning to a better definition of professional qualification structures and personnel composition, involves tracking changes in the professional qualification structure of personnel and, most importantly, is intended to identify future labor force needs and determine their quality and quantitative indicators in the early stages.

The purpose of this work is to study the organization of personnel planning at an enterprise, as well as to consider the practical application of personnel requirements planning using the example of Tekhno JSC

To achieve this goal, the following tasks were set:

determining the essence and content of personnel planning, namely:

The concept of the role of personnel planning in the management system of an organization,

Identification of goals and objectives of personnel planning,

Consideration of the factors determining the need for personnel,

Studying methods for forecasting human resource needs,

Determination of personnel planning methods;

2) analyze the features of personnel planning using the example of the company JSC Techno;

2. FEATURES OF PERSONNEL PLANNING AT THE ENTERPRISE CJSC "TECHNO"

2.1.Analysis of the effectiveness of the activities of JSC "Techno"

For a convenient analysis of the effectiveness of the activities of JSC Techno, we will compile a table of the dynamics of technical and economic indicators for the period from 2006 to 2008 inclusive.

Table 1.

“Dynamics of technical and economic indicators of JSC Techno for the period from 2006 to 2008.”

Index		Values	Deviation		Values	Deviation
			absolute	relative, %		absolute	relative, %
Sales volume in value terms	thousand roubles.
Number of workers AUP workers
Output per worker per one AUP employee
Total annual payroll incl. AUP workers	thousand roubles.
Average annual wages of workers AUP workers
Quantity of equipment
Revenues from sales
Cost
Costs per 1 ruble of services sold
Profit from sales
Profitability
Index of labor productivity growth exceeding wage growth rates

Based on Table 1, we will analyze the effectiveness of the activities of JSC Techno

Let's consider the sales volume indicator. Compared to 2006, sales volume in 2007 increased slightly, by only 257 thousand rubles, and its relative increase was 3%. In 2008, the volume of sales of services increased by 2,279 thousand rubles. The relative increase was 25.76%.

The number of working personnel in 2008 decreased by 9 people, relatively by 13.43%. In 2009, the figure does not change. Regarding the administrative and managerial staff, we can say that their number has remained unchanged for three years. The reasons for this stability are: the seasonal nature of work does not affect the AUP; established friendly team; These personnel are always needed, regardless of the amount of work. Reasons for reducing the number of workers:

the equipment of the enterprise has been improved, as a result of which fewer workers are required;

not high wages;

low hourly tariff rate, etc.

The output per worker in 2007 increased by 24.32 thousand rubles, an increase of 18.97%. In 2008, this figure increased by 39.29 thousand rubles, i.e. it increased by 25.76%. Output per AUP employee in 2007 increased slightly by 19.76 thousand rubles. Consequently, the figure increased by 3%. In 2008, it increased by 175.32 thousand rubles, correspondingly by 25.77%. The reason for this sharp increase was the increase in the volume of sales of services. The output indicator depends directly on the volume of sales and inversely on the average number of personnel.

The table shows that the annual wage fund grows proportionally with the increase in the volume of sales of services. In 2007, the annual wage fund increased by 40 thousand rubles, in relative figures - by 1.08%. By 654 thousand rubles. this figure increased in 2008, i.e. by 17.5%. For AUP employees, the annual wage fund increased in 2007 by 80 thousand rubles, relatively - 10.39%. In 2008, the figure increased by 16.12%, which amounted to 137 thousand rubles.

Average annual wages also increased accordingly. In total, this figure increased in 2007 by 9.25 thousand rubles, an increase of 16.77%. In 2008, the average annual wage of workers increased by 75.69 thousand rubles, relatively it increased by 17.51%. The average salary for AUP employees in 2007 increased by 6.15 thousand rubles. Consequently, the figure increased by 10.38%. In 2008 it increased by 10.54 thousand rubles, i.e. by 16.12%. The average annual salary depends on the annual wage fund.

The amount of equipment at the enterprise in 2006 and 2007 remains unchanged - 47 units. And in 2008 it increases by 4 units and amounts to 51 units of equipment. The relative figure increased by 8.51%. The reason for the purchase of new additional equipment was the need to improve the speed and quality of work performed by the company.

Sales revenue in 2007 increased slightly by 214 thousand rubles, increasing by only 3%. In 2008, this figure increased by 2,210 thousand rubles, relatively it increased by 28.84%. The reason for the sharp increase in sales revenue was the increase in the volume of sales of services, because the first indicator depends on the latter in direct proportion.

The cost of services in 2007 increased by 4%, which amounted to 276 thousand rubles. In 2008, it increased by 1,693 thousand rubles, i.e. by 22.6%. The increase in the cost of services is due to the fact that prices for the necessary materials and raw materials that are used in the process of performing work by the enterprise are rising. In 2008, the cost variance is greater than in 2007, because new equipment was purchased.

Costs per ruble of sold services increased in 2007 by not 0.01 ruble, i.e. by one kopeck, relatively - by 1.23%. This means that in 2007, compared to 2008, the company spent more money per ruble to sell services. In 2008, this figure decreased by 2.44%, which amounted to 2 kopecks. This result suggests that in 2008 the enterprise spent less money per ruble to produce services. This indicator depends directly on the volume of sales and inversely on the cost of services.

Profit from sales in 2007 decreased by 34.07%, which amounted to 62 thousand rubles. The change in the indicator was affected by the increase in the cost of services and a slight increase in revenue from the sale of these services; also this year, costs per 1 ruble of services sold increased. In 2008, profit from sales increased by 47.5%, which amounted to 417 thousand rubles. The significant increase in this indicator can be explained by the fact that the deviation of cost from 2007 (22.6%) turned out to be less than that of sales revenue (28.84%). It is also caused by a decrease in costs per 1 ruble of services sold.

CONTENT
INTRODUCTION………………………………………………………………………………..3
1 THEORETICAL AND METHODOLOGICAL BASIS OF THE PERSONNEL PLANNING SYSTEM
1.1 Personnel policy of the enterprise……………………………………………..5
1.2 Subject of the personnel planning process………………………………….12
1.3 Factors determining personnel planning…………..19
1.4 Organization of personnel selection……………………………………………………………22

2.1 Characteristics of the analyzed enterprise……………………………27
2.2 Personnel planning for DM Compass LLC……………….31
2.3 Personnel structure planning………………………………………….36
2.4 Analysis of personnel management activities……………………………...41
3 IMPROVING THE PERSONNEL PLANNING SYSTEM
ON THE EXAMPLE OF DM COMPASS LLC
3.1 Improving recruitment methods. Economic efficiency………………………………………………………………..51
3.2 Improving the motivation system……………………………………..66
3.3 Organization of recruitment and selection of enterprise personnel…………………….69
CONCLUSIONS………………………………………………………………………………………...74
REFERENCES……………………………………………………….76
APPLICATIONS……………………………………………………………………………….78

2 ANALYSIS OF PERSONNEL PLANNING AT THE ENTERPRISE

2.1 Characteristics of the analyzed enterprise

Limited Liability Company "DM Compass" was registered as a legal entity on 12/02/2006, re-registration date 03/03/07, certificate No. 13836-1917-LLC.

And production activities are carried out on the basis of complete economic independence. The subject of the partnership's activities is:

Production of blinds, design and installation;

Trade, purchasing and intermediary activities, wholesale and retail trade;

Other types of activities not prohibited by the legislation of the Russian Federation.

LLC is a small business entity that operates using a special tax regime based on a simplified declaration.

The functions of managing the activities of the enterprise DM Compass LLC are implemented by divisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. The organizational relations that develop between departments and employees of the enterprise's management apparatus determine its organizational structure.

The organizational structure of enterprise management is understood as the composition of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and to the supreme management body of the company, as well as a set of coordination and information links, the procedure for distributing management functions across various levels and divisions of management hierarchy.

DM Compass uses a linear management structure. Its essence lies in the fact that control influences on an object can be transferred only by one dominant person - the manager, who receives official information only from his directly subordinate persons, makes decisions on all issues related to the part of the object he manages, and is responsible for his work before his superior.

The General Director manages the activities of the enterprise. He independently resolves all issues related to the activities of the enterprise, the disposal of the property of the enterprise, and through him the hiring and dismissal of employees is carried out. The General Director bears financial and administrative responsibility.

The following are directly subordinate to the General Director: Executive Director, Deputy Director for Technical Issues, Chief Engineer, Chief Design Technologist, Chief Accountant.

The executive director ensures the smooth operation of the enterprise. Coordinates the activities of subordinate units. Takes measures to provide the organization with the necessary equipment and materials.

The Deputy Director for Technical Issues manages the work of the divisions for the production and sale of blinds.

The chief engineer coordinates the work of all departments of the enterprise and resolves all issues related to production.

The chief design technologist coordinates the work of craftsmen in the assembly and installation of structures.

The chief accountant carries out, based on the Regulations on chief accountants, the organization of accounting of the economic and financial activities of the enterprise and control over the economical use of material, labor and financial resources. Provides organization of accounting and reporting at the enterprise. Monitors compliance with the preparation of primary and accounting documents. Participates in conducting an economic analysis of the economic and financial activities of the enterprise.

The organizational structure of the enterprise is shown in Fig. 2.1

Figure 2.1 – Organizational structure of enterprise management

At DM Compass LLC, the functions of selection, hiring of personnel, management of the structure and number of personnel are performed by the HR department. The department deals with a wide range of issues and plays a key role in organizational development.

The HR department is headed by the head of the department, but at the same time he remains directly subordinate to the head of the organization. As the functional manager, the HR Manager ensures that the personnel management systems for selection, evaluation, compensation and communication are functioning satisfactorily from an organizational point of view. He takes part in discussions of development issues that are most important for the organization and determining strategy. Of course, when discussing issues of managing the entire organization and developing a business strategy, the head of the department acts, first of all, as a specialist in the field of management and selection of people, as a kind of internal consultant on this issue for other managers. However, in addition to competence in his professional field, he must understand the general laws of development of the organization, know the competitive market, the products the company produces and the services it provides. Otherwise, his advice even in the field of human resource management will not be professional enough. Conversely, it is much easier for a HR manager who is competent from the point of view of company management to implement his purely “functional projects” due to his weight in the organization. The latter is true for all employees of the department, who often complain about insufficient attention to them and unwillingness to cooperate with other managers. The root cause of such “underestimation” is often their own incompetence in key issues of the organization’s activities, which makes them “inferior” in the eyes of their colleagues. The HR department deals with issues of hiring management, personnel accounting, professional training and development.

Like other services, the HR department has its own hierarchy of positions, which is an integral part of the overall organizational structure. The main task of the department is to organize the work of the personnel management system entrusted to them, as well as to provide expert advice to its manager. HR department employees carry out work on compensation, personnel accounting and selection. Personnel department employees resort to the help of secretaries, technicians and other technical personnel, whose competence directly affects the performance of other employees. The number of employees in the HR department depends on many factors - the size of the organization, the type of its activities, the specifics of the tasks it faces, traditions, financial condition, stage of development.

Thus, the HR department deals with a wide range of issues and plays a key role in organizational development. Therefore, the activities of this department are very important for the effective functioning of the organization.

2.2 Personnel planning for DM Compass LLC

Planning the need for workers is based on data on available jobs, as well as on their number and structure in the future period, taking into account the development of production and the implementation of a plan of organizational and technical measures, and the number of employees, specialists and managers is based on the current management structure and work on its improvement, staffing, plan for replacing vacant positions.

There are two stages in determining the additional personnel needs of an enterprise:

Stage 1: forecasting the total need for personnel in the planning period, as well as the available supply of personnel, is carried out in two main areas:

Personnel planning;

Planning the professional composition of employees.

Stage 2: calculation of planned additional personnel requirements.

In table 2.1 presents the means used to match labor requirements with the actual number of personnel.

Table 2.1 - Means used to match labor requirements with actual staffing levels

The situation on the intra-company labor market	Possible reaction of the enterprise
1 The need for workers in some areas of production is decreasing, while in others it remains the same	1 Dismissal of employees 2 Transfer to part-time work schedules
2 The need for workers in some areas is decreasing, while in others it is increasing	1 Release from some areas and recruitment of new workers from outside 2 Retraining and redistribution of laid-off workers, and if this is not enough, then recruitment from outside. If there are excessive numbers - dismissal 3 Regulation by employment or working hours
3 Demand is increasing in some areas, but not changing in others	1 Recruitment from outside to the area where the need increases 2 A combination of movement from other areas (in order to implement a personnel promotion program, competition between enterprise employees for the right to work in new places) with the recruitment of new workers both to vacant places due to the movement of labor, and to areas with an increased need for labor , not satisfied from internal sources 3 Application of overtime work
4 Labor demand is increasing in all areas	As in the previous case, but with a significant increase in demand, recruitment from outside becomes the main thing

At the present stage of management development, when planning the number and structure of personnel, the main attention has been paid to analyzing the potential of employees and planning measures to improve the efficiency of its use, rather than changing the number.

According to production data, the projected increase in production volume as a result of the implementation of promotional activities is:

During the “high” season (January, March-April, June-August) - by 20% of the level of production volume of the periods in the reporting year;
- during the off-season - by 5% of the level of production volume of the corresponding periods in the reporting year. Provided that the working time fund (working time fund) and the length of the working day do not change, as a result of measures to reduce the average time spent on servicing one consumer (selling one blinds), it is planned to reduce this indicator to 40 minutes.

The initial data for calculating the planned number of personnel are presented in tables 2.2 and 2.3.

Table 2.2 – Initial data for calculating the planned number of personnel

Index	The value of the indicator
Index	2006	2014	plan. 2015
1 Volume of production of services, pcs.	37856	39780	46583
- including the 1st department	6553	9377
- 2nd department	31303	30403
2 Average number of personnel, people.	61	63
- including key production personnel 1	35	37
- including the 1st department	9	9
- 2nd department	26	28
3 Average annual output per employee, pcs.	621	631
- including key production personnel	1082	1075
- of which 1st department	728	1042
- 2nd department	1204	1086
4 Average time spent on producing 1 service, min.		45	40
5 FW, days		240	240
6 Length of working day, hours.		8	8
7 Number of retired personnel, people.		11
- including key production personnel (as well as due to intra-company personnel movement)		7 (2)

1 The main production personnel in the company are sales managers.

Table 2.3 – Volume of production of services

Calculation of the planned number of key production personnel based on determining the labor intensity of services.

1) Calculation of the coefficient of fulfillment of the production norm for the reporting period (2014) (Kn report) is carried out using the following formula (2.1):

Kn report. = , (2.1)

where T e – labor intensity of products, standard hours;

SSN – average number of personnel (groups of personnel), people;

FW – average annual working time per employee, hours.

Kn report. = 0.42 = K n pl’

2) Calculation of the planned number (PN pl) of the main production personnel is carried out according to formula (2.2):

PP pl = , (2.2)

Thus, PE pl = 38.7 (or 39 people)

3) Drawing up a planned balance of key personnel (service sales managers) (Table 2.4).

4) Constructing a graph of quarterly fluctuations in the need for core production personnel in the planned year 2015 (Table 2.5, Fig. 2.2).

PE pl 1kv = = = 42 people

PE square 2 = = 44 people

PE pl 3kv = = 56 people

Table 2.4 – Planned balance of sales managers

Professions (professional groups)	Number		Additional demand for changes in production volume and productivity level	Additional need to replace retired employees		Total additional need for workers	Sources of satisfying the need for workers
Professions (professional groups)	Let's start with the plan. period	Finally the plan. period		Due to external movement of personnel	Due to internal movement of personnel	Total additional need for workers	internal sources	Recruitment from the side
Sales managers	37	39	2	7	2	11	2	9

Table 2.5 – Initial data for plotting

PE pl 4kv = = 14 people

2015

Rice. 2.2. The analyzed enterprise's need for workers in the planned year 2015 by quarter

Thus, there is an obvious surplus of sales managers in the 4th quarter. and understaffing in the period from Q1. 3 sq. (Fig. 2.2). Such fluctuations in personnel requirements are associated with the seasonality of demand for the services offered by the company.

2.3 Personnel structure planning

Planning the structure of the main production personnel based on analysis of changes in productivity.

PE pl = 39 people. (calculation made in paragraph 2.2).

1) Calculation of the relative savings in the number of employees (E h ot) as a result of using reserves for increasing labor productivity in the course of improving its organization is carried out according to formula 2.3:

E h ot = , (2.3)

where PE b, PE report - number of personnel, respectively, in the base and reporting

periods;

I w - index of changes in labor productivity.

E h 1 department = -3 (persons)

E h 2 department = 1 (persons)

Thus, for the previous level of production of services (2006), the enterprise needed the following number of employees in the reporting period:

PE 1div = 9 - 3 = 6 (persons);

PE 2div = 28 + 1 = 29 (persons),

which means that the structure required to carry out the same amount of work will change.

2) Determining the share of sales managers of each department in the total number of this professional group (Fig. 2.3).

Rice. 2.3. Distribution of the number of key production personnel by department in 2014 and the planned number in 2015.

Taking into account changes in labor productivity, the planned number of sales managers will be:

PE pl 1dep = (persons)

PE pl 2d = 32 (persons)

3) Calculation of the planned number of personnel using the balance method and structure (construction of a matrix of interprofessional transitions).

Determination of the total planned number (balance method).

PP pl = , (2.4)

PE pl = (or 65 people)

Identification of the dynamics of interprofessional transitions in the reporting period (Table 2.6, Art. 5, 6).

where d p is the share of i-category workers in the total number of personnel, %;

Ch r - number of i-category workers, people.

d A 1div = (%);

d A 2div = 0,

where d A 1department, d A 2department - the share of administrative workers who arrived (+) at

rank of intra-company personnel movement in the total number of personnel

enterprises of the 1st and 2nd departments, respectively.

Determination of the planned share (d r.pl) of professional groups of employees of each department in the total number of personnel, taking into account current trends (Table 1.12, Art. 7. = = Art. 3 + Art. 6)

4) Calculation of the planned number of each professional group of workers based on the calculated total planned number of personnel (Table 2.6, Article 8).

Ch r pl = , (2.6)

Ch A 1dep. = (persons)

Ch A 2div. = = 5 (persons)

Table 2.6 – Matrix of interprofessional transitions

Professional groups	Average annual headcount in 2014		Number of employees who left in 2014	Number of employees who left/arrived due to internal frame movements		Planned number of personnel in 2015
Professional groups	people	%	Number of employees who left in 2014	people(+/-)	%(+/-)	%	people
	17	26,98	3	0	0	26,98	17
	2	3,16	1	+1	+1,58	4,74	3
- sales managers	9	14,29	1	-1	-1,58	12,71	9
- couriers	4	6,35	1	0		6,35	4
- marketing specialists	2	3,17	-	0		3,17	1
	46	73,02	8	0	0	73,02	48
- including administrative staff	5	7,94	-	0		7,94	5
- sales managers	28	44,4	6	+1	+1,58	46,02	30
- couriers	9	14,29	2	-2	-3,16	11,13	8
- marketing specialists	4	6,35	-	+1	+1,58	7,93	5
Average annual number of personnel of the enterprise	63	100	11	-	-	100	65

5) Balance sheet calculation of meeting the enterprise’s labor force needs from internal and external sources (Table 2.7).

Table 2.7 – Planned balance of enterprise employees

Professional groups	Number employees, people		Additional need	Add. the need to replace those who left due to external reasons. turnover	Total consumption	Surplus numbers	Sources of satisfaction needs for workers
Professional groups	2014	2015	Additional need		Total consumption	Surplus numbers	retraining own employees	set from the side
Number of employees of the 1st department, total	17	17
- including administrative staff	2	3	1	1	2			2
- sales managers	9	9	0	1	1			1
- couriers	4	4	0	1	1			1
- marketing specialists	2	1	-1	0		1
Number of employees of the 2nd department, total	46	48
- including administrative staff	5	5	0	0	0			0
- sales managers	28	30	2	6	8			8
- couriers	9	8	-1	2	1			1
- marketing specialists	4	5	1	0	1		1	0

Thus, in 2014, according to tables 2.6 and 2.7, there is a surplus of one marketing specialist in the 1st department and an additional need for one employee in the 1st department and two employees in the 2nd department.

Therefore, based on the calculations made, it can be seen that the planned number of employees in the 2nd department in 2015 is 48 people instead of 46 people in 2014, and in the 1st department the number of employees remains at the same level. At the same time, the number of retired employees in the 1st department was 3 people and 1 person hired, and in the 2nd department - 8 people and 2 people hired. The average annual headcount in the planned period increases by 2 people across the enterprise. Let's graphically depict the changes in Fig. 2.4.

Rice. 2.4. Dynamics of the enterprise personnel structure in the base and planning periods

2.4 Analysis of HR activities

Let us give a description of the composition and structure according to the indicators given in table. 2.8. Primary information for analysis was collected by maintaining enterprise statistics and from the personal files of employees.

Table 2.8 – Indicators characterizing the personnel structure of the enterprise

From the table 2.8 shows that the share of employees with higher education in DM Compass LLC increased during the reporting period by 2.19%, those who received incomplete higher education decreased by 8.86%, specialized education increased by 10.18%, and with general secondary education - decreased by 3.51%. This indicates an increase in the general educational level of the enterprise’s employees (Fig. 2.5).

Rice. 2.5. Diagrams of the structure of enterprise employees

From Fig. Table 2.5 shows that the largest share in the personnel structure in 2014 – 38.09% – is occupied by workers with incomplete higher education. The next category of personnel is 28.58% - employees who have received higher education. The smallest share in the structure is occupied by workers with special and general secondary education, they amount to 19.05% and 14.28%, respectively.

To analyze the use of the enterprise's personnel potential, we will use the indicators of a comprehensive assessment of employees obtained as a result of certification (Table 2.9). The purpose of the analysis is to identify the correspondence/non-compliance of the actual level of labor potential with the required level and the degree of use of labor potential.

Table 2.9 - Indicators of comprehensive assessment of enterprise employees

An estimated indicator characterizing the labor potential of employees	Number of employees, people
	Does not meet the requirements for the position	Meets the requirements for the position	Exceeds job requirements	Significantly exceeds the requirements for the position
Skill level	1	58	4	-
The level of education	3	45	15	-
Professional training	5	56	2	1
Average	3	53	7	1

Let's construct diagrams for each indicator characterizing the labor potential of workers (Fig. 2.6), as well as a diagram characterizing the use of labor potential of workers for all indicators (Fig. 2.7).

Rice. 2.6. Structure of enterprise employees according to qualification level assessment

From Fig. 2.6 shows that the largest share - 79% of the personnel - are employees whose skill level meets the requirements of the position they occupy. The next category - 11% - consists of workers with a skill level slightly exceeding job requirements. There are employees whose level of qualifications greatly exceeds the requirements of the position - 5% of the staff, and also whose level of qualifications is insufficient to perform job duties - 5% of the employees.

Rice. 2.7. Structure of enterprise employees according to professional characteristics assessment

From Fig. Table 2.7 shows that the level of labor potential of the largest part of the enterprise’s employees - 60% of employees - corresponds to what is required to perform job functions. However, a significant proportion - 17% - of the personnel are employees whose professional qualities do not meet the requirements of the position. There are also employees whose labor potential is not used in the process of work, significantly exceeding the level required to perform job duties (6% of employees).

The essence of personnel movement analysis is to characterize the variability of the quantitative and qualitative properties of the workforce. In this case, the following indicators are calculated:

Disposal turnover ratio (K disposable) according to formula (2.6):

where H is the number of people laid off in the analyzed period;

SCH is the average number of personnel in the analyzed period.

Turnover coefficient for personnel reception (K reception) according to (2.7):

where Hprin is the number of newly hired people in the analyzed period.

A high level of turnover ratios for recruitment and departure of personnel may indicate high costs for recruitment and selection of personnel, which were made irrationally.

Staff turnover rate (K current) according to (2.8):

where H szh is the number of workers who quit in the analyzed period according to

at will, person;

Ch ntd - the number of workers dismissed in the analyzed period for

violation of labor discipline, persons

Personnel turnover expresses the movement of personnel due to dissatisfaction with working conditions, wages, and motivation.

Coefficient of staffing constancy (K pcs) according to (2.9):

where N pr is the number of employees on staff during the entire analysis

period under consideration, people

The coefficient of composition constancy shows the level of change in the composition of the enterprise’s employees during the analyzed period.

Calculation of the economic consequences of staff turnover for the enterprise.

Quantitative assessment of the impact of staff turnover on the amount of lost working time in the analyzed period (man-days) (T rtek) is determined by formula (2.10):

where FRV current is the loss of working time per dismissal, i.e. time, during

whose workplace remains unoccupied, days;

0.5 - coefficient showing the uniformity of implementation of the measure

acceptances throughout the year.

The decrease in the volume of production due to staff turnover (V current) is determined by formula (2.11):

where Ptb is the average daily output of one employee in the base period, tg.

Economic damage due to staff turnover (E tech) is estimated using formula (2.12):

where d control is the share of semi-fixed costs in the cost of production, %;

Z - costs per tenge of products, tenge.

Table 2.10 - Initial data for analyzing the movement of workers

Index	The value of the indicator
Index	2014	2015
1 Average number of personnel, people.	63	65
2 Number of employees on staff during the entire analyzed period, people.	50	44
3 Number of hired employees, people.	12	15
4 Number of dismissed employees, people.	12	11
Including at your own request for violation of labor discipline
5 Volume of sales of services, thousand rubles.	11600	15200
6 Cost of services, thousand rubles.	10440	13832
Including semi-fixed costs	2525,6	2900,4
7 FW current, days	4	3,5
8 FW, days.	214	220

Let us calculate the economic consequences of staff turnover for the analyzed enterprise.

The amount of lost working time due to turnover in 2014 is:

T rtek =12*4*0.5 =24 (person-days).

The size of the decrease in the volume of production due to staff turnover is:

V current =24*3.6=75.6 (thousand rubles).

(thousand roubles.).

The amount of lost working time due to turnover in 2015 will be:

T rtek =11*3.5*0.5 =19 (person-days).

The size of the decrease in the volume of production due to staff turnover will be:

V current =19*3.6=68.4 (thousand rubles).

Economic damage due to staff turnover:

(thousand roubles.).

Thus, due to staff turnover, there was a decrease in economic damage in 2015 by 1.5 thousand rubles, which positively characterizes the ongoing personnel policy at the analyzed enterprise.

A comparative analysis of the educational level of workers and managers (specialists) showed that the personnel policy of the enterprise is justified: a person with education occupies a higher level of the job hierarchy. Blue-collar jobs are low-skilled and do not require a high educational level. At the same time, this shows the presence of an internal reserve of specialists at the enterprise - those people who work in jobs and do not have prospects for career growth. Consideration of the personnel and social program of DM Compass LLC and its analysis allows us to identify priority areas of the enterprise’s personnel policy, including maintaining the health of employees, increasing their professional level and rejuvenating human resources.

In order to increase production efficiency in the structural divisions of DM Compass LLC, prevent negative consequences, aging labor resources, and attract young specialists and qualified workers, it is necessary to implement the following areas:

Systems of training, retraining, advanced training, development of new modern conditions for employment;

Formation of an effective personnel reserve and personnel development;

Ensuring age and professional personnel balance;

Conducting annual, more in-depth preventive medical examinations in order to timely identify the initial signs of occupational diseases in workers;

Vacancies created in connection with the dismissal of workers due to retirement or other reasons provided for by the Legislation of the Republic of Kazakhstan should be filled with socially vulnerable young personnel on a territorial basis.

The main direction of personnel policy is staff development. In DM Compass LLC he is given a leading position, because The efficiency of production and the development of the enterprise as a whole depend on the level of education of workers. The main goal of organizing training and advancement of personnel is to provide production with the necessary number of professionally trained personnel. For this purpose, vocational training of workers and employees is organized and carried out in production, as well as advanced training for workers holding positions of managers and specialists.

Part of the work “Analysis of personnel planning in an enterprise” is published here for your information. This work was found in open Internet sources. This means that if you try to defend it, it will 100% fail the check of Russian universities for plagiarism and your teacher will not accept it!

Introduction

Today, an increasing number of companies identify personnel planning or human resource planning as an independent type of activity of personnel services.

To achieve this goal, the following tasks were set:

1) determination of the essence and content of personnel planning, namely:

The concept of the role of personnel planning in the management system of an organization,

Identification of goals and objectives of personnel planning,

Consideration of the factors determining the need for personnel,

Studying methods for forecasting human resource needs,

Determination of personnel planning methods;

2) analyze the features of personnel planning using the example of the company JSC Techno;

2. FEATURES OF PERSONNEL PLANNING AT THE ENTERPRISE CJSC "TECHNO"

2.1.Analysis of the effectiveness of the activities of JSC "Techno"

Table 1.

“Dynamics of technical and economic indicators of JSC Techno for the period from 2006 to 2008.”

No.	Index	Unit change	Values		Deviation		Values	Deviation
2006	2007	absolute	relative, %	2008	absolute	relative, %
1	Sales volume in value terms	thousand roubles.	8588	8845	+257	+3	11124	+2279	+25,76
2	Number of workers AUP workers	people
3	Output per worker per one AUP employee
4	Total annual payroll incl. AUP workers	thousand roubles.
5	Average annual wages of workers AUP workers
6	Quantity of equipment	units	47	47	-	-	1	+4	+8,51
7	Revenues from sales		7157	7371	+214	+3	9427	+2210	+28,84
8	Cost		6975	7251	+276	+4	8890	+1693	+22,6
9	Costs per 1 ruble of services sold	rub.	0,81	0,82	+0,01	+1,23	0,80	-0,02	-2,44
10	Profit from sales	thousand roubles.	182	120	-62	-34,07	537	+417	+347,5
11	Profitability	%	2,6	1,7	-0,9	-34,62	4,5	+2,8	+164,07
12	Index of labor productivity growth exceeding wage growth rates	0,97	1,02	+0,05	+5,15	1,07	+0,05	+4,9

Based on Table 1, we will analyze the effectiveness of the activities of JSC Techno

the equipment of the enterprise has been improved, as a result of which fewer workers are required;

not high wages;

low hourly tariff rate, etc.

Profitability varies in direct proportion to the profit from the sale of services and inversely proportional to the cost. In 2007, profitability decreased absolutely by 0.9%, and relatively by 34.62%. In 2008, the figure increased by 2.8%, relatively - by 164.07%. Profitability reflects the profitability of the enterprise, i.e. the yield in 2006 was 2.6%, in 2007 - 1.7%, in 2008 - 4.5%.

In order to find the index of excess of the growth rate of labor productivity over the growth rate of wages, it is necessary to find the growth rate of output per worker (2006 - 103.54%; 2007 - 118.97%; 2008 - 125.76%) and the growth rate average annual salary (2006 - 107.21%; 2007 - 116.77%; 2008 - 117.51%). Next, we find the ratio of the growth rate of output to the average annual wage, respectively, for each year. In 2006, this index was 0.97, i.e. wages have a low stimulating function. In 2006, this figure increased to 1.02, i.e. by 0.05, relatively - by 5.15%. In 2008, the index increased by 0.05 (4.9%), i.e. up to 1.07. And in 2007 - 2008, wages ultimately have a high stimulating function.

2.2. Analysis of the effectiveness of personnel demand planning at Tekhno JSC

To analyze the effectiveness of personnel demand planning at Techno CJSC, we will calculate the indicators necessary for this.

table 2

"Changing the structure of labor resources"

No.	Indicators	2006		2007		2008
Human	specific gravity, %	Human	specific gravity, %	Human	specific gravity, %
1	Average headcount total	80	100	71	100	71	100
Employees:
2	Managers	5	6,25	5	7,05	2	7,05
3	Specialists	4	5	4	5,63	3	5,63
4	Owners	4	5	4	5,63	8	5,63
Total:	13	16,25	13	18,31	13	18,31
Workers:
5	Basic	61	76,25	53	74,65	55	77,46
6	Auxiliary	6	7,5	5	7,04	3	4,23
Total:	67	83,75	58	81,69	58	81,69
7	Headcount at the beginning of the year	62	56	55
8	Was taken	23	33	37
9	Dropped out	29	34	38
10	Headcount at the end of the year	56	55	54

Average headcount index:

Total for the enterprise: I HR 2007 = 71: 80 = 0.89; I heart rate 2008 = 71: 71 = 1

Workforce: I HR 2007 = 58: 67 = 0.87; I heart rate 2008 = 58: 58 = 1

Percentage index of personnel in this category:

Employees: 2007 2008

I uv (managers) = 7.05: 6.25 = 1.13 I uv (managers) = 7.05: 7.05 = 1

I uv (specialists) = 5.63: 5 = 1.13 I uv (specialists) = 5.63: 5.63 = 1

I uv (own employees) = 5.63: 5 = 1.13 I uv (own employees) = 5.63: 5.63 = 1

Workers:

I uv (main) = 74.65: 76.25 = 0.98 I uv (main) = 77.46: 74.65 = 1.04

I uv (auxiliary) = 7.04: 7.5 = 0.94 I uv (auxiliary) = 4.23: 7.04 = 0.60

Labor force index:

Table 3

“Analysis of the number and proportion of employees and workers of JSC Techno”

No.	Indicators	2006	2007	Deviation		2008	Deviation
absolute	relative, %	absolute	relative, %
1	Average number index total	-	0,89	-	-	1	+0,11	+12,36
Workforce	-	0,87	-	-	1	+0,13	+14,94
2	Employee share index:
- managers	-	1,13	-	-	1	-0,13	-11,5
- specialists	-	1,13	-	-	1	-0,13	-11,5
-owners	-	1,13	-	-	1	-0,13	-11,5
3	Worker share index:
- basic	-	0,98	-	-	1,04	+0,06	+6,12
- auxiliary	-	0,94	-	-	0,60	-0,34	-36,17
4	Labor force index	0,90	0,98	+0,08	+8,89	0,98	-	-

The enterprise's average headcount index in 2007 was 0.89. This suggests that the number of personnel of the enterprise decreased by 11%, because the services performed by the organization were less labor-intensive this year than in 2006. The index of workers does not differ much from the index for the entire enterprise; here the number of workers decreased by 13%. This is explained by the fact that the number of AUP employees remains the same for three years. In 2008, there are no changes in the number of both the entire enterprise and workers, because the average number of workers in 2007 turned out to be sufficient to perform services.

The index of the share of employees for each category in 2008 was the same 1.13, because the number for each category did not change, but the overall share of workers changed due to a change in the number of workers (16.25% > 18.31%). In 2008, the index of the share of employees for all categories is the same and equals 1.13. The staff ratio percentage remained at the 2007 level: 18.31%/87.69% respectively.

The index of the share of main workers in 2007 was 0.98, for auxiliary workers - 0.94. In 2008, the number of main workers increased, the relative index of the specific weight of this category increased by 0.06 and amounted to 1.04. And the index of the share of auxiliary workers decreased to 0.60 (by 0.34) as a result of a decrease in the number of workers in this category.

The labor force index shows that:

in 2006, the payroll number of workers at the beginning of the year was 62 people, and as a result of hiring and dismissal, it was reduced to 56 people at the end of the year, this decrease was 10%, i.e. 6 people;

in 2007, at the beginning of the year, the payroll number was 56 people; after the hiring and departure of personnel, at the end of the year it was 55 people, i.e. the number decreased by 2%, i.e. 1 person;

In 2008, the downward trend in headcount remains unchanged. At the beginning of the year it amounted to 55 people, as a result of the recruitment and departure of personnel at the end of the year it amounted to 54 people, i.e. the number decreased by 1 person, i.e. on 2 %.

When planning releases and additional personnel requirements, use the following calculation and its initial data:

Table 4

“Movement of the number of employees per Deviation for 2006-2008.”

Attrition rate:

K VK 2006 = (29: 61) * 100 = 47.54%

K VK 2007 = (34: 53) * 100 = 64.15%

K VK 2008 = (38: 55) * 100 = 69.09%

Reception rate:

K pc 2006 = (23: 61) * 100 = 37.70%

K PC 2007 = (33: 53) * 100 = 62.26%

K pc 2008 = (37: 55) * 100 = 67.27%

Staff turnover rate:

K tk = K vk

Relative surplus (shortage) of labor:

∆Ch = (Ch f - Ch p) * I ch

I ch = O r fact: O r plan

I VP 2006 = 8588: 8319 ≈ 1.03;

I VP 2007 = 8845: 8647 ≈ 1.02;

I ch 2008 = 11124: 11128 ≈ 1

∆H 2006 = (67 - 73) * 1.03 = - 6 people

∆H 2007 = (58 - 70) * 1.02 = - 12 people

∆H 2008 = (58 - 65) * 1 = - 7 people

Table 5

“Indicators of personnel movement of JSC Techno for 2006-2008.”

No.	Indicators	2005	2006	Deviation		2007	Deviation
absolute	relative, %	absolute	relative, %
1	Attrition rate, %	47,54	64,15	+16,61	+34,94	69,09	+4,94	+7,7
2	Recruitment rate, %	37,70	62,26	+24,56	+65,15	67,27	+5,01	+8,05
3	Staff turnover rate, %	47,54	64,15	+16,61	+34,94	69,09	+4,94	+7,7
4	Relative labor shortage, people.	6	12	+6	+100	7	-5	-41,67

The staff attrition rate at this enterprise is a large percentage, this is due to staff turnover, mainly due to low wages. In 2006 and 2007, the retirement rate increases first by 35.49%, then by another 11.73%, because and recruitment is also increasing.

The recruitment rate has been increasing over the course of three years, because The task was set to implement the largest number of services, which the company succeeded in. As a result, the recruitment rate was 56.90% in 2007, and 63.79% in 2008.

The staff turnover rate is equal to the staff attrition rate. Due to staff turnover, the company is constantly recruiting additional labor resources.

From the calculations it is clear that there is a shortage of labor, but purely theoretically. But in practice there is no labor shortage. Labor productivity does not fall due to a decrease in the number of workers, but rather increases due to a decrease in labor intensity. Labor intensity, in turn, decreases as a result of improved technical equipment.

An analysis of the main results of the economic activities of JSC Techno showed that the enterprise operates stably. The development of the organization is at a normal level of existence: wages are paid on time, there is a certain profit and demand for the services of this organization. The disadvantage of this enterprise is the lack of any planning in the field of personnel policy. If you do not take any action to improve, and do not stop the turnover of personnel associated with low wages, then even with the emerging trend of increasing production, JSC Techno may turn out to be an uncompetitive enterprise.

3. CONCLUSIONS AND SUGGESTIONS

Based on the analysis of the planning system currently existing at the enterprise, the following conclusions can be drawn:

1. Despite the fact that during the period of time under analysis there is a tendency to stabilize the production of the enterprise, there is no personnel planning at the enterprise as such. The growth in production occurs mainly due to the emerging demand for manufactured products, but not due to the skillful selection of personnel.

2. There is a high staff turnover at the enterprise. The management team of the enterprise is guided by the fact that there is a lot of free labor on the labor market. Therefore, staff turnover is compensated by hiring new workers. Although it is known that newly hired workers need to be further trained, given time to adapt to the specific working conditions at a given enterprise, and in connection with the dismissal of workers, the enterprise incurs losses associated with previously incurred costs for training and meeting some of the social needs of resigning workers.

3. Due attention is not paid to increasing the qualification level of workers.

4. There is no motivational level of workers: wages are low.

Based on the above, we can conclude that this enterprise does not plan personnel requirements as such.

The first activity will be to plan the personnel requirements to fulfill the sales volume received in 2008.

To do this, firstly, we find out the number of orders that the company carried out over the three analyzed years.

Secondly, let’s find the average number of orders that can be offered next year (planned):

Col. Great Dane = = 76 orders

Let's calculate the average cost of one order in 2006:

S. zak. = 11124 tr. : 70 contracts = 158.9 tr.

Now you can find out what sales volume will be approximately next year: Or = 76 orders * 158.9 tr. = 12076.4 tr.

Based on the data obtained, we can find the need for personnel (A) for the next year, provided that output per worker and labor intensity do not change:

A = 12076.4 tr. : 191.79 tr. = 63 people.

It is 63 workers that the enterprise will need to fulfill the planned volume of services (12076.4 tr) with an output of 191.79 tr per worker.

Labor intensity has a significant impact on planning personnel requirements. If you reduce this figure, you will need fewer workers.

Tr 2006 = 1: 191.79 = 0.0052 h./t.r. ;

Let's reduce the labor intensity to 0.005.

You can find a new output per worker:

B 1 = 1: That 2006

B 1 = 1: 0.005 = 200 tr.

Having received an output of 200 thousand rubles, we calculate the required number of workers to sell services in the amount of 12076.4 thousand rubles:

A 1 = Or: B 1 = 12076.4 tr. : 200 tr. = 60 people.

Let's build the final table:

Table 6

“The influence of labor intensity on the required number of personnel for 2008”

From Table 6 we see that it was worth reducing labor intensity by 0.0002 hours/t.r. , i.e. by 3.85%, then output per worker increases by 8.21 tr., i.e. by 4.28%. As a result, the need for personnel decreases by 3 people, i.e. by 4.76%. It turns out that to implement the planned volume of work with the least labor intensity (0.005 hours/t.r.), we will need 60 people.

You can reduce labor intensity:

Improving the technical condition of old equipment;

Purchasing new equipment;

Motivational interest.

Let's calculate the headcount savings obtained by reducing labor intensity:

, Where

Tr 1, Tr 2 – labor intensity of manufacturing products and services before and after the introduction of OTM;

О pl – volume of sales of services in the planning period;

F 1 – effective working time fund after the introduction of OTM;

K vn – coefficient of fulfillment of production standards;

Кр – coefficient of validity of the event.

K in = T norm: T neg, where

T norms – the sum of standard hours for performing work;

T neg – the sum of hours actually worked.

K vn = 2004: 1891.62 = 1.1

Let's calculate the headcount savings obtained by increasing the volume of sales of services (for non-core workers):

Let us find the increase in labor productivity as a result of saving in numbers:

(3.7.)

Ech total = 1.38 + 0.001 = 1.381 people.

The headcount savings will amount to 1,381 people; the planned increase in production volume and reduction in labor intensity can be achieved with the existing human resources of the enterprise, but by improving technology, because The implemented event gives an increase in labor productivity by 2.36%.

From the above calculations it is clear that the reduction in labor intensity is directly proportional to the increase in labor productivity.

Savings in numbers with an increase in production volume is achieved by increasing labor productivity, which in turn is possible:

When introducing new technologies into production;

When updating production equipment;

With an increase in the material interest of workers;

When increasing the qualification level of workers.

Conclusion

The purpose of writing this course project was to study the theoretical aspects of planning the personnel requirements of an enterprise and their practical application using the example of a specific organization.

The object of the study was the company Tekhno JSC.

The first chapter of the course work outlined the essence and content of personnel planning at the present stage.

Personnel planning is the setting of goals in the field of personnel management, as well as the identification of accompanying goals, strategies and activities aimed at timely meeting the organization's needs for personnel of the appropriate quantitative and qualitative composition.

Personnel planning in an organization pursues the following goals: to obtain and retain people of the required quality and in the required quantity; make the best use of the potential of your staff; be able to anticipate problems arising from possible overstaffing or understaffing.

In order to determine the organization's personnel needs, it is necessary to understand under the influence of what factors they are formed. Since organizations are open social systems, their labor needs arise under the influence of both internal (intra-organizational) and external factors.

Extrapolation - the simplest and most frequently used method - consists of transferring today's situation (proportions) to the future.

Expert assessments are a method based on the use of expert opinions to determine human resource needs.

To standardize the work, it is necessary to analyze it. There are two main methods of job analysis:

· observation method;

· interview method.

In the second chapter, an analysis of the technical and economic indicators of JSC Techno is carried out. An analysis of the effectiveness of personnel demand planning at Tekhno JSC was carried out.

In the third chapter, “Conclusions and Suggestions,” based on the analysis, it was concluded that the enterprise does not have a personnel planning system.

A specific example shows the progress of planning the personnel required to complete a given production volume. Ways to increase the productivity of workers are outlined; labor motivation is given special importance in this matter.

If in the near future the enterprise does not take any action to improve personnel planning and does not stop the turnover of personnel associated with low wages, then even with the emerging trend of increasing production, Techno CJSC may turn out to be an uncompetitive enterprise.

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In forecasting theory, various methods have been developed that can also be applied to forecasting personnel requirements. Methods for forecasting personnel requirements can be based either on judgment (managerial estimates and the Delphi technique) or on the use of economic and mathematical methods.

In personnel planning, quantitative and qualitative indicators are distinguished.

Qualitative need, i.e. The need for categories, professions, specialties, and the level of qualification requirements for personnel is calculated based on the general organizational structure, as well as the organizational structures of departments.

For quality planning, the following methods are distinguished:

1) Expert assessment method. To do this, an expert is involved who analyzes planning problems and combines the existing planning variables and the values that influence these variables. Based on the expert’s recommendations, planning goals are formed; the experts can be either specialists in the field of personnel planning or managers.
2) Group assessment method. In this case, groups are formed that jointly develop action plans aimed at solving the assigned tasks. Such methods include, for example, “brainstorming”.
3) The Delphi method includes expert and group methods. First, many independent experts are surveyed, and then the survey results are analyzed in group discussions and appropriate decisions are made.
4) Modeling techniques typically provide a simplified view of an organization's staffing needs. As input data changes, staffing ramifications can be tested for different staffing demand scenarios.

The quantitative need for personnel is planned by determining its estimated number and comparing it with the actual supply for a certain planning period. There are:

- total demand - the entire number of personnel that is needed (gross personnel requirement);
- additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise (net personnel requirement).

The following methods are used in quantitative planning:

1. The balance sheet method is based on the mutual correlation of the resources that the organization has and the needs for them within the planning period. Such a plan is a two-sided budget table, in one part of which the sources of resources are reflected, and in the other - their distribution.
2. Normative method. Its essence is that the basis of plan targets for a certain period includes the cost rates of various resources per unit of production.
3. Statistically, the method establishes the dependence of the indicator under consideration on other variables (extrapolation is the simplest and most frequently used method, which consists of transferring the current situation (proportions) to the future).

Methods for determining the required number of personnel of an enterprise are identified.

There are several main methods for calculating quantitative personnel requirements.

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

Calculation method based on service standards. In foreign literature, the “unit-method” shows the dependence of the calculated number on the number of machines, units and other objects being serviced.

Calculation method based on jobs and headcount standards. As a variation of the service standards method, since both the required number of workers according to the number of jobs and the number standards are established based on service standards.

To calculate the number of personnel, some statistical methods are used: stochastic methods; methods of expert assessments.

Stochastic calculation methods are based on the analysis of the relationship between personnel requirements and other variables (for example, production volume). Data for the previous period are taken into account and it is assumed that the need in the future will develop according to a similar dependence.

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

The calculation of numerical characteristics is used, as a rule, in the case when the need for personnel is largely related to some factor and this relationship is quite stable: production volumes; labor intensity of repairs, etc.

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

Correlation analysis establishes the close relationship between several parameters. This may be a dependence that determines the degree of influence of any parameter (for example, production volume or services) directly on the number of personnel.

The application of expert assessment methods is carried out using the experience of specialists and managers. These methods are divided into simple and extended assessment, including both single and multiple expert assessments.

In a simple assessment, the need for personnel is assessed by the head of the relevant service. The method does not require any significant costs; its disadvantage is subjectivity.

Extended expert assessment is carried out by a group of competent workers (experts).

The above methods allow us to determine the total personnel requirement. A more important value for personnel planning is the actual need for personnel, the calculation of which takes into account the need to cover planned or unplanned departures of personnel and planned intake. The return of employees after training, military service, long leave, etc. is considered as a planned intake.

Planned retirement - it is possible to predict with a certain accuracy and take measures in advance to hire or reshuffle workers; reduction in number due to the reorganization of production or services, reorganization of the organizational structure; sending employees for training, internship, etc.; conscription into the army; retirement.

Unscheduled retirement is difficult to plan: dismissal at one’s own request or on the initiative of the administration; long-term illness; additional holidays; unplanned retirement, etc.

Stages of personnel planning.

The workforce planning process consists of four main stages:

Stage 1. Personnel planning is based on the strategic plans of the organization. Based on the strategic plans of the organization, the human resource plan is reviewed.
Stage 2. Statement of the personnel problem: the required quantity of labor (by position and specialty) and its quality (level of knowledge, experience, skills) for a given production program and organizational structure of the company.

For this purpose, various methods are used, including “photography” of the workplace, questionnaires and interviews with employees.

Stage 3. Assessment of the company's human resources in three directions:
- - assessment of the state of available resources (quantity, quality, labor productivity, turnover, merit, competence, workload, etc.);
- - assessment of external sources (employees of other enterprises, graduates of educational institutions, students;
- - assessment of the potential of these sources (quality reserves for resource development).
- - assessment of the compliance of requirements and resources (currently and in the future), which adjusts the quantitative and qualitative need for personnel.
Stage 4. Developing action plans to achieve desired results so that necessary adjustments can be made.

There are four ways to reduce the total number of employees:

- production reduction;
- expiration of the work period;
- encouragement to retire early;
- encouragement to voluntarily leave a position.

Types of personnel planning.

Depending on the purpose, duration, functions of personnel management subsystems, several types of personnel planning can be distinguished:

- strategic - long-term (forecast from 3 to 10 years)
- tactical - medium-term (from 1 year to 3 years)
- operational - short-term (no more than 1 year)

With strategic personnel planning, we are talking about problem-oriented, long-term planning (from 3 to 10 years).

Depends on external factors (economic, social, technological development, etc.).

It is an integral part of the organization's strategic planning, more detailed and the basis of tactical planning.

Tactical planning is a medium-oriented transfer of personnel strategies to specific personnel management problems (from 1 to 3 years). Strictly focuses on the goals stated in strategic personnel planning.

The details of personnel activities are recorded in more detail.

It is a kind of bridge between the strategic and operational plan.

Operational personnel planning is short-term (up to 1 year), focused on achieving individual operational goals.

It consists of precisely defined goals and specific activities necessary to achieve them, and allocated material resources indicating their type, quantity and time.

The operational plan for working with personnel is detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training, retraining and advanced training, business career, personnel costs, redundancy) features a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

Personnel controlling and personnel planning.

Control as a function of management is always aimed at specific tasks and is an integral part of the purposeful process of making personnel decisions. Control may concern personnel processes and their results.

The function of controlling is to coordinate goal setting, planning, control and information.

The goals of personnel controlling include: support for personnel planning; ensuring reliability and improving the quality of personnel information; ensuring coordination within the functional subsystems of the personnel management system, as well as in relation to other functional subsystems of the organization (for example, production management, etc.); increasing flexibility in personnel management through timely identification of shortcomings and risks for personnel work, etc.

The tasks of personnel controlling include the creation of a personnel information system, as well as the analysis of available information from the point of view of its significance for the personnel service. Tasks may consist, for example, of checking the effectiveness of individual personnel subsystems (functions), especially in the control and analysis of personnel costs.

Introduction

Chapter 1. Theoretical foundations of personnel planning

1 Personnel planning: essence, goals and objectives

2 Main types of personnel planning and their content

3 Main stages of personnel planning

Chapter 2. Personnel planning at the Mechta LLC enterprise

1 Brief description of the organization

2.2 Basic methods and stages of personnel planning at an enterprise

3 Assessment of the personnel policy of the enterprise LLC "Dream" for personnel management

Conclusion

List of sources

Introduction

planning personnel personnel management

During the period of economic stabilization, leading domestic enterprises began to master modern methods of personnel planning and expand its scope. However, the economic crisis that began in 2008 slowed down this process; many enterprises abandoned strategic personnel planning and began to limit themselves to a reactive, situational personnel plan.

Meanwhile, research results clearly indicate that developed, scientifically based personnel planning helps enterprises not only survive, but also take a leading position in their industry. Various personnel plans serve this purpose.

The personnel management strategy must be embodied in specific forms (personnel programs, procedures, etc.). This is facilitated by the personnel planning mechanism.

Today, almost all countries are abandoning the principle of “pumping labor”, based on attracting the necessary labor and displacing redundant or no longer needed workers at the moment, due to growing demands on the quality of workers and their willingness to take responsibility.

If previously it was believed that personnel planning was necessary only in case of labor shortage, today a different opinion prevails: planning is also necessary in times of unemployment, since qualified workers are still not easy to find; in addition, social difficulties that often arise during layoffs should be avoided.

In the 70-80s. XX century In management practice, a systematic analysis of the future needs of organizations in certain categories of personnel began to be used. Currently, an increasing number of companies and firms are identifying personnel planning as an independent activity of personnel services. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management problems, as well as reduce social tension in relation to workers whose jobs are changed or eliminated. These problems cannot be solved in a short time. Thus, personnel planning is a sign of the responsibility of the organization’s management in relation to personnel.

In Russian organizations, personnel planning, unlike planning of production, sales, and capital investments, has not yet been fully recognized.

In accordance with this, the purpose of the course work is to analyze personnel planning using the example of a specific organization.

In connection with this goal, it is necessary to solve the following tasks:

study the essence, goals and objectives of personnel planning;

consider the main types of personnel planning and their content;

determine the main stages of personnel planning;

study a brief description of the company in question, LLC "Dream";

analyze the personnel planning process at the enterprise.

The object of research in the course work is the company "Dream" LLC.

The course work consists of an introduction, two chapters of main content, developing an understanding of the logic, theoretical justification and implementation of approaches and procedures for working with personnel, a conclusion and a list of references.

Chapter 1. Theoretical foundations of personnel planning

1 Personnel planning: essence, goals and objectives

Personnel planning is a purposeful, scientifically based activity of an organization aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements.

The purpose of personnel planning is to provide for future changes in the organization, its personnel and external environment, to determine in advance the optimal composition of personnel, ways, methods and forms of providing the organization with employees and their effective use, to outline measures that will facilitate the adaptation of human resources to changes in the situation.

Workforce planning ensures that the workforce aligns with the strategic and tactical goals of the organization. In modern conditions, personnel planning is considered an integral part of planning in an organization and dynamic development is defined as the activity of training personnel, ensuring proportional and dynamic development of personnel, calculating its number and professional qualification structure, determining the general and additional needs for personnel, and monitoring its use.

In the works of M. Armstrong, human resource planning determines what human resources an organization needs to achieve strategic goals. Human resource planning is based on the belief that people are the most important strategic resource. The purpose of personnel planning is to provide the company with the required number of employees with given competencies by a certain date.

Rice. 1. Organizational personnel planning

Personnel planning is designed to solve the following tasks:

provide the organization with the personnel necessary to achieve organizational goals;

regulate the mutual suitability of the tasks of the people performing them;

guarantee a certain level of qualifications of these people, corresponding both to their personal capabilities and wishes, and to production needs;

ensure the active, motivated participation of these people in the complex activities of the enterprise.

The solution to these problems is carried out through careful personnel planning, which involves determining the stages of this process, identifying areas of application of predominantly quantitative and predominantly qualitative methods of personnel planning, determining the connection and integration of operational, tactical and strategic personnel planning, etc.

1.2 Main types of personnel planning and their content

Personnel needs are usually determined by characteristics:

qualitative need is the need for the number of personnel by categories, professions, specialties and levels of qualification requirements.

It is determined based on the system of enterprise goals; organizational structure; professional and qualification division of work recorded in production and technical documentation into the work process; requirements for positions specified in job descriptions; staffing table, which records the composition of positions; Various organizational and managerial processes are regulated, highlighting the requirements for the professional and qualification composition of performers.

calculation of quality needs by profession, specialty, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality need.

The total need for personnel is found by summing up the quantitative needs according to individual qualitative criteria.

From a production and economic point of view, personnel planning is a correspondence between an employee and his workplace in a certain area of work, assessed using purely economic and organizational criteria.

The variety of personnel planning tasks is determined by the fact that all personnel planning can be divided into the following types:

personnel needs planning;

attraction (recruitment) of personnel;

staff utilization and reductions;

staff training;

maintaining personnel;

personnel costs;

productivity.

Of course, all types of personnel planning are closely related to each other, mutually complement and adjust the activities provided for in a particular plan.

Planning for personnel requirements.

Includes: assessment of the available potential of labor resources; assessment of future needs; development of personnel development programs.

The calculation is made on the basis of a comparison of the estimated labor demand and the actual state of supply on a certain date and represents the information basis for making management decisions in the field of attracting personnel, their training and retraining.

Since this type of planning has been discussed in some detail above, I will not dwell on it.

Table 1

Current relationships in planning personnel requirements

	Their influence	Determination methods
1. Factors existing outside the enterprise.			Sales capabilities of the enterprise Cost price	Trend analysis, assessment
1.2.Changes in market structure		Market analysis
1.3.Competitive relations		Analysis of the market situation
1.4. Data determined by economic policy		Analysis of economic data and processes
1.5. Tariff agreement		Forecast of consequences, analysis of accepted agreements
2. Factors existing in the enterprise (internal)
2.1.Planned sales volume	Quantitative and qualitative staffing needs (new demand or reduced demand)	Making business decisions in accordance with the assessment of factors.
2.2.Technique, technology, organization of production and labor	Number of required personnel Volume and quality of finished products	Indicators based on empirical data from organizational and labor sciences
2.3.Staff turnover	Additional need for workers to replace those who leave	Accounting for losses
2.4.Downtimes	Irrational use of personnel Reduction in production volume	Determining the share of staff turnover and downtime
2.5. Trade union strategy	Personnel policy	Negotiation

HR Planning

This is carried out through the development of a plan for replacing regular positions.

The goal is the most expedient, that is, economical and fair to people distribution of labor force potential between vacant jobs. The implementation of workforce planning should ensure that recipients are optimally satisfied with their jobs if their abilities, skills, requirements and motivation have been taken into account.

When determining the place of work in the process of planning the use of personnel, along with taking into account qualification characteristics, one should also take into account the mental and physical stress on a person in a particular workplace, their compliance with the capabilities of the person being hired. Through such specification of planning for the use of labor, it will be possible to avoid overestimation and underestimation of requirements, occupational diseases, etc.

Particular problems in planning the use of personnel arise when ensuring the employment of such groups of workers as youth, older workers and people with disabilities. It is especially important to employ these categories of workers in accordance with their qualifications and capabilities.

Personnel training planning.

It is designed to use the workers’ own production resources without searching for new highly qualified personnel on the external labor market. In addition, such planning creates conditions for the employee’s mobility and self-regulation and accelerates the process of adaptation to changing production conditions.

Training planning should take into account:

required number of students;

the number of existing employees in need of training or retraining;

new courses or costs for existing ones.

This is a quality component of personnel planning. It includes all efforts of enterprises to maintain the appropriate level of knowledge among the workforce or to increase the qualification level through additional training.

Planning for the growth of personnel qualifications is of great importance in the process of implementing production activities that concern personnel. On the one hand, it allows you to use your own labor reserves with at the same time a higher degree of success than the search for new personnel could provide; on the other hand, it gives the individual employee an optimal chance for self-realization.

Planning staff reductions or layoffs.

It is intended to show:

who should be laid off, where and when;

steps to take to help laid-off workers find new jobs;

policy for announcing layoffs and paying severance pay;

consultation program with trade unions or employee associations.

The reasons for the release of personnel may be organizational, economic or technological phenomena. Staff may be downsized if there are more workers than necessary for the new market situation. The reason for staff reductions may also be the mismatch of workers for their positions, or technological progress that reduces labor costs.

Planning the release of personnel allows you to avoid the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of personnel management activity has received virtually no development in domestic organizations.

Planning work with resigning employees is based on the classification of types of dismissals. The classification criterion is the degree of voluntariness of the employee’s departure from the organization:

at the initiative of the employee, that is, at his own request;

at the initiative of the employer or administration;

in connection with retirement.

The results of the study show that the release of workers only allows solving emerging problems and giving the expected effect if the enterprises planned in advance to carry out this work and minimize the possible negative consequences associated with the release of personnel.

Timely transfers, retraining, termination of employment in the context of people retiring, and so on are means of implementing policies in the intra-company labor market as part of personnel reduction planning. The degree of social tension when it is necessary to reduce personnel can be significantly reduced through the use of a variety of alternative solutions. As an alternative to downsizing, it is customary to consider reducing working hours (part-time, etc.), transferring to another job, and encouraging voluntary resignation.

Strategic staff planning helps mitigate the problem of staff reductions, that is, implementing an appropriate policy for attracting training and rotation of qualified personnel. Strategic planning in this case provides for the implementation of compensation measures in accordance with the time reserve, which avoids more stringent measures to reduce staff.

Dismissal from an organization due to retirement is characterized by a number of differences. It can be predicted in advance with sufficient accuracy in time. This event is associated with significant changes in personal life. An organization's attitude towards older employees is a measure of the level of management culture and civility of the economic system.

3 Main stages of personnel planning

The workforce planning process consists of four basic steps:

Determining the impact of organizational goals on organizational units;

Determination of future needs (necessary qualifications of future personnel and the total number of employees required for this organization to achieve its goals);

Determining additional personnel needs while taking into account the organization’s existing personnel;

Development of a specific action plan to eliminate staffing needs.

Determining the influence of the organization's strategic goals on its individual divisions.

As emphasized earlier, workforce planning should be based on the organization's strategic plans. In effect, this means that the goals of workforce planning should be derived from the goals of the organization. In other words, specific initial requirements in the form of a set of characteristics that employees must possess must be determined based on the goals of the organization as a whole.

A goal is a specific motive that is reflected in certain desired characteristics.

Rice. 2. Stages of personnel planning at the enterprise

The goal setting process begins with the adoption of a global strategic objective, or mission, that defines the future of the organization. All other goals are formulated on its basis. It is used to set short-term (current) goals. Short-term goals generally have a timeline and can be expressed in quantitative terms. Divisional and departmental goals are derived from the short-term goals of the organization. This method is called the waterfall approach to goal setting.

The waterfall approach is not a form of "top-down" planning, where goals are transferred "down" to lower levels of the organization. The idea is that all levels of management should be included in the planning process. This approach leads to upward and downward flows of information throughout the planning process. It also ensures that goals are communicated and coordinated across all levels of the organization.

The waterfall approach, when used correctly, includes both middle managers and HR in the overall planning process.

In the early stages, the HR department can influence goal setting in terms of providing information regarding available human resources. Below are some suggestions for integrating HR plans into an organization's strategic plans.

Some of Robbins&Mayer's "lessons" in workforce planning include:

Knowledge of business strategy. The top level of workforce planning must be intimately familiar with the company's strategic plan and must ensure that any assumptions made in developing workforce plans are consistent with the business strategy.

The business plan cycle and workforce planning must be integrated. Robbins & Mayer finds that this integration encourages incumbent administrators to think about personnel when they often only care about the business plan.

Workforce planning should be a common goal. At Robbins & Mayer, the workforce planning system allowed top management to recognize that the company's continued growth was being driven by human resource deficiencies and that attention was needed at the top levels of the organization.

Determining future needs.

After organizational, divisional and departmental goals have been established, it is necessary to pose the actual personnel problem. Here, as it were, lies the question: what does production need from the point of view of its staffing? The parameters of a given production program and the organizational structure of the company determine the required amount of labor. And its quality (level of knowledge, experience, skills).

Both the general need for labor and the needs for individual positions and specialties are being developed. In order not to determine the need specifically for each narrow specialization, grouping according to various parameters is actively used.

The main thing here is not to consider the qualifications and abilities of the employees represented, but to determine the qualifications and abilities that are required to achieve the goal. Suppose that the goal of an industrial department is to increase the output of a particular product by 10 percent. Once this goal is established, the department manager must determine how this translates into staffing needs. A good place to start here is to review the current job description. If this has been done, managers are in a better position to determine the qualifications and skills of the employee(s) needed to achieve the goal.

And here a number of techniques for analyzing the content of work come to the aid of managers. This is a photograph of the workplace and an interview with those workers who are currently performing this (or similar) work. Let's look at these methods in a little more detail.

Using the first of the above methods (work time photographs), the tasks and actions performed by the worker are identified and recorded over time. Based on the results of such a study, the degree of feasibility and rank of significance of individual labor actions can be determined quite accurately.

Another method involves collecting the necessary information through interviews with employees or their immediate supervisors. It is also possible to use a questionnaire, when they fill out a standard questionnaire or give a free-form written description of the content of the work they perform.

These methods provide a real opportunity to take into account the opinion of the direct performer of the work, but on the other hand, the assessment of the content of the work can be influenced by the subjective perception of the recipient, the stereotyping of his ideas about the labor process.

The last step in this phase is to translate qualifications and abilities into types and numbers of employees.

Consideration of available personnel when determining the number of labor required.

Here the answer must be given to the question: what is there and what is the discrepancy with what is necessary? That is, the company’s human resources are assessed. The essence of planning is that assessment takes the form of continuous monitoring, rather than periodic activities (the answer to the question “What is?” is always ready).

At this stage, work should be carried out in three directions:

assessment, analysis of the state of available resources (their quantity, fluidity, quality, labor productivity, merit, competence, optimality of their loading, and so on);

assessment of external sources. These include employees of other enterprises, graduates of educational institutions, students;

assessment of the potential of these sources (quality reserves for resource development).

In accordance with the evolution of personnel policy (from the function of supplying ready labor to the function of comprehensive development and maximum use of already employed workers), there is a transition from the assessment of external sources to a more thorough analysis of the state and potential of internal resources. At the same time, the assessment itself is increasingly active: from taking into account quantitative and qualitative parameters to exploring potential.

The resource block acquires particular importance in the conditions of the innovation process, since personnel constitute the most important element of the scientific and technical potential of the company, and work in the active feedback mode (generation of innovations). In this block, those who are able to develop in uncertain conditions (innovators) are identified, and their suitability for creative work is assessed. The unit of assessment often changes; it becomes a group of employees.

The next step is to assess the suitability of requirements and resources (currently and in the future). Identification of the gap finally corrects the quantitative and qualitative need for personnel. It is very important to establish the nature of the discrepancy between the required and the existing, since this determines the range of measures to eliminate it.

Methods for forecasting personnel needs.

Forecasting an organization's personnel needs can be done using a number of methods (individually and in combination). It is clear that, regardless of the method used, forecasts represent certain approximations and should not be considered as an absolutely correct result, a kind of “ultimate truth”.

Methods for forecasting staffing needs can be based on either, well, judgment or the use of mathematics. Judgments include managers' assessments and the Delphi technique.

When using the managerial estimation method, managers provide estimates of future staffing needs. These assessments can be made either by upper management and passed down, or by lower level managers and passed up for further change. Although the greatest success is possible with a combination of these two options.

With the Delphi technique, each expert makes an independent assessment of what the next request will be, guided by all the basic assumptions. Intermediaries present each expert's forecast and assumptions to the others, and allow the experts to revise their positions if necessary. This process continues until agreement is reached.

Mathematics-based methods include various statistical and modeling techniques. Statistical methods use historical data to project future states. One of them can be considered extrapolation - the simplest and most frequently used method, which consists of transferring today's situation (proportions) to the future. The attractiveness of this method lies in its accessibility. The limitation lies in the inability to take into account changes in the development of the organization and the external environment. Therefore, this method is suitable for short-term planning and for organizations with a stable structure operating in relatively stable external conditions.

Modeling techniques typically provide a simplified view of the staffing needs of an organization. As input data changes, staffing ramifications can be tested for different staffing demand scenarios.

Historically, predictions based on judgment have been used more often than those based on mathematics. Expert assessment methods are simpler and usually do not require complex research. However, now, given the rapid increase in the number of PCs, it can be assumed that methods based on mathematics will be used more often.

Separately, there are methods for determining the required number of personnel of an enterprise. It is necessary to distinguish between:

total personnel requirement, which represents the entire number of personnel that the enterprise needs to complete the planned amount of work (gross personnel requirement),

additional need, the number of workers that is needed in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise (net personnel requirement).

Development of specific plans.

Once personnel requirements have been determined, action plans must be developed to achieve the desired results. If network requirements indicate a need for additions, plans must be made to recruit, select, target, and prepare the specific numbers and types of personnel needed. If a reduction in workforce is necessary, plans must be made to accommodate the necessary adjustments. If time is not an issue, natural wear and tear can be used to reduce labor costs. However, if the organization cannot afford the luxury of normal wear and tear, then the number may be reduced either by reducing the total number of employees or by making other adjustments that do not result in the resignation of employees.

There are four basic ways to reduce the total number of employees:

production cuts;

expiration, completion;

incentives for early retirement;

incentives to voluntarily leave office.

Reduction in production, as opposed to expiration, assumes that it is likely that employees will be recruited again in some numbers, but after a certain date. Most early retirement and separation plans provide some financial incentive for these resignations.

Approaches that do not lead to employee resignation include:

reclassification;

forwarding;

distribution of work.

Reclassification includes either demotion of an employee, reduction of job opportunities, or a combination of the two. Typically, reclassification is accompanied by a reduction in payment. Reassignment involves moving an employee to another part of the organization.

Work distribution is an arrangement to limit the reduction in production and completion through a proportional reduction of hours among employees.

Action plans should be planned gradually with personnel planning carried out.

Organizational goals are influenced by a large number of historical and environmental factors. Environmental factors will include variables such as the economy, competition and technology. Once organizational goals have been established, they are translated into divisional departmental goals.

Individual managers determine the human resources needed to achieve goals. The human resource planning department connects and determines the overall personnel demand for a given organization.

Similarly, the network of personnel requirements is based on information submitted for consideration by various departments of the organization in the light of available personnel and expected changes. If network demands are positive, the organizational tools are recruitment, selection, training, and development. If the demand is negative, appropriate adjustments must be made through production cuts, expiration, early retirement or voluntary resignation.

Chapter 2. Personnel planning at the Mechta LLC enterprise

1 Brief description of the organization

LLC "Dream" traces its history back to November 2013. It was then that in Tyumen they began to implement the plan to open the third "Daughters-Sons" store. Let's consider the organizational structure of the organization.

The general manager of the store is the general manager. He organized a chain of children's goods stores. All line and functional managers are subordinate to him. Let's take a closer look at the Mechta LLC store.

The manager is subordinate to the director. He determines the prospects for the development of the store, looks for new suppliers, ensures high quality products and improves their assortment.

Also subordinate to the store director is a HR specialist. He is engaged in providing the store with personnel of workers and employees of the required professions and specialties. Provides reception, accommodation and placement of young specialists and workers, accepts workers on issues of hiring, dismissal and transfer. Participates in organizing advanced training of specialists and preparing them for work in leadership positions, sending them to trainings. Studies and summarizes the results of work with personnel, analyzes the causes of turnover, absenteeism and other violations of labor discipline, etc.

As in any other enterprise, the chief accountant is responsible for recording the receipt of funds, paying bills, calculating wages and submitting reports. A specialist accountant is under his supervision.

Subordinate to the manager are four managers who are specialists in their department. They place an order for the product, accept it for warranty repairs, and also monitor the work of sales consultants. Which, in turn, work with customers, communicate with them, help them decide on the choice of children's products, talk about their properties and purpose, draw up documents for sales in cash, and escort customers to the checkout. The cashiers then punch the receipt for payment for the goods.

Rice. 3. Organizational structure of LLC "Dream"

This organizational structure can be classified as a linear-functional management structure. The advantage of this form of management is the high-quality division of labor in management, in which line managers retained the right to give orders and make decisions with the participation and assistance of functional employees. The disadvantage of such an organizational management structure is the constant need to coordinate decisions made, which is caused by solving production problems determined by new operating goals and requiring certain knowledge. This leads to a slowdown in the timing of product sales, which leads to an increase in management costs. Another disadvantage in this area of work is the length of the working day, which is 11 and sometimes 12 hours. In this case, a week turns out to be four working days and three days off.

2.2 Basic methods and stages of personnel planning at an enterprise

The topic of the company's need for personnel has been and remains relevant, especially for enterprises that are just starting their activities or have decided to carry out a large-scale reorganization.

The greatest difficulties in determining their personnel needs are experienced by companies that are faced with the task of recruiting a sufficiently large number of employees in a limited time who will have to deal with a completely new business for this company.

We must not forget about the financial component of this process: an excessive number of employees increases costs, a lack of personnel will lead to the need for an urgent search for additional personnel, which can cost significantly more than the previous “wholesale” selection.

A technique applicable to companies in various fields of activity. This approach allows you to determine the qualitative and quantitative needs of an enterprise for personnel, especially in cases where a large number of employees are to be recruited.

We will describe the method using an example.

Formulation of the problem.

The owner of the Daughters-Sonochki chain planned to open a multi-brand children's goods store on the site of the third Daughters-Sonochki store opened at that time in Tyumen. Due to a change in the range of goods from a budget range (assortment for a wide range of buyers) to collectible clothing intended for people with average incomes and above, it became necessary to partially replace the existing team with personnel with experience and knowledge of sales techniques. The director of Mechta LLC was tasked with submitting a new staffing table for approval.

The solution to this problem will be carried out in several stages.

Stage 2. Determination of qualitative personnel needs:

a) drawing up a function distribution matrix;

b) formulation of requirements for personnel.

Stage 3. Determination of quantitative personnel requirements:

a) drawing up schemes for the implementation of business processes;

b) development of work standards;

c) calculation of the number of employees.

Stage 1. Formulation of activity goals.

After the basic parameters of the new business have been determined, the manager needs to formulate clear, measurable and achievable goals that must be achieved as a result of the implementation of this project. The task of the HR manager at this stage is to explain to the manager the importance of setting business goals, to ensure that this work is completed and to analyze (preferably in collaboration with a marketer) the data obtained. The analysis will help to foresee all the intricacies of the future business and will allow, by the time work begins, to create an optimal model of the enterprise, including in the field of quantitative and qualitative characteristics of personnel.

In this organization, the store owner set the following goals for managers:

in the first year of operation, the store must receive at least $1 million in total revenue;

the store must attract the attention of buyers with average and above average income;

by the end of the year, the number of regular customers of the store should be kept at the level of 40% of the total number of customers.

A number of questions arise that can be answered by analyzing goals, translating them into specific, ready-to-implement tasks:

· what should a store be like so that the results of its activities meet its goals?

· what contribution can the HR manager make to the realization of these goals?

Carrying out such an analysis is most often entrusted to a marketer. It is believed that marketing should answer questions about what products are of interest to potential buyers, what the store should be like, how service should be provided, etc. This approach is only partly correct. The decisions prepared by the marketer and approved by the owner will be carried out by the company's employees. Their uncoordinated, erroneous or ill-considered actions can cause no less harm to a business than an incorrectly calculated number of potential customers for a future enterprise.

The active role of the HR manager in the process of analyzing goals is due, first of all, to the fact that it is he who will select people for work who must implement the set goals. In addition, at the moment the enterprise starts operating, when the staff has not yet been formed, only the HR manager has knowledge related to human resources (cost, restrictions, availability, optimal selection options, etc.). The joint work of the marketer and the HR manager should lead to the fact that the list of actions to achieve goals will be complete, specific and feasible.

In the case of an already operating enterprise that is developing an existing one or starting a new business, it seems most optimal to form a team of specialists to conduct an analysis of goals. In addition to the marketing specialist and HR manager, it may include representatives of financial, production (trading), sales, purchasing and other departments, accounting, etc. The coordinated work of such a team will help to maximally specify the goals of the future business.

Regardless of the composition of the team involved in translating goals into tasks, its head and ideological inspirer should be the owner of the business or a person authorized by him to make decisions. This is necessary in order to minimize the number of approvals, to be able to adjust goals and objectives during the analysis process, and to carry out the analysis in a short time.

If the business owner cannot entrust this stage of work to his employees (the corresponding positions are vacant or the professional level of the employees is not high enough), he can turn to professional consultants.

As a rule, when expanding an existing business or opening a new one, firms conduct market research to obtain information about what areas of activity should be developed to achieve high profits or solve other problems facing the manager.

In our case, marketing research was also conducted to answer the following questions:

what is the demographic situation in the city chosen to open the store (document analysis);

what is the presence of competitors in the territory ("reconnaissance" and surveillance);

What retail outlets are in short supply in the area?

purchasing which goods gives them the greatest difficulty;

what is the average purchasing power of city residents;

what is the level of interest in opening a children's goods store, what products should be presented in it, how often do residents plan to visit such a store, etc.

Below are the conclusions drawn from the analysis of the goals in our example.

Range.

Conducted marketing research showed that city residents belonging to the income group of consumers we are interested in are interested in a store that would present high-quality (branded) imported and domestic clothing and shoes for children 1-14 years old, toys and school writing supplies (SHPP), products for feeding and caring for children, cribs, strollers, etc.

Trade turnover, store organization, location.

Taking into account the prices of goods that will be presented in the store, we can make a forecast of the average amount of one purchase - 40-50 US dollars. In order to reach the planned annual revenue amount, the store needs to sell $2,800 worth of goods per day (50-60 purchases). For every person who makes a purchase, 3-4 customers leave empty-handed. Consequently, the average flow of customers can be estimated at 90-200 people (average 150).

The reality of this figure is confirmed by the results of the conducted marketing research.

One of the ways to attract so many customers is through convenient store opening hours. First of all, they should suit working parents and adult family members, as well as middle-aged and older schoolchildren who are able to make purchases on their own.

Due to the fact that the store is located in a shopping center (hereinafter referred to as the shopping center), the store’s opening hours are subject to the shopping center’s work schedule, the store begins work at 10.00 The store will close at 22.00 (working family members spend an average of 1 hour traveling to their work, therefore, they get home at 19.00-20.00).

Attracting and retaining clients.

Buyers with average and above-average income expect that the store will provide good shopping conditions.

First of all, this concerns the organization of the product selection process.

Store managers need to decide the issue of the location of goods on the sales floor. This can be done using two main options: a system of departments (with a cash register or with a checkout of goods in each department) and a system of a single trading floor (with a cash register at the exit). Obviously, our preferred group of consumers gravitates towards the second option, since it is significantly more convenient. We should also not forget that when organizing a sales floor according to a system of departments, the number of related purchases is significantly reduced.

In our situation, it is possible to create only one department in the system of a single sales floor - the department of school and writing supplies. The remaining products should be divided on the sales floor into the following sections:

· children's clothing;

· children's footwear;

· toys;

· products for feeding and caring for children;

· large goods.

Consequently, the sales floor staff will consist of sales consultants, cashiers and a floor manager (for general management of the floor, monitoring the sellers).

The main problem for parents who come to the store with children is that the child gets tired quickly. A good solution would be to create a play corner for children. The HR manager must decide whether this corner will be supervised by salespeople, or whether a “tutor” must be involved.

Children and parents should also be able to relax and have a snack without leaving the store. This problem can be solved by creating a small children's bar or cafeteria. A new vacancy appears - a cafeteria salesperson. In our case, this is not necessary, because On the territory of the shopping center in close proximity to the store there is a “Food Court” where parents and children can have a snack.

Business development through work with personnel.

The implementation of goal No. 3 (increasing the number of regular customers to 40% of the total number of customers) largely depends on the store’s salespeople. For the first time, a buyer can be attracted to the store with the help of advertising, beautifully designed windows, and offering discounts. If the buyer likes the range and prices, he will come again. However, true commitment occurs when a customer enters a store even when he has no need to make a purchase - just to see “what's new” and exchange a few words with the salesperson. This special atmosphere can be created only with the help of the “human factor”, which is the direct responsibility of the HR manager.

During the conversation with the head of the company, another significant circumstance became clear: if the first premium store lives up to the expectations placed on it, then in a year the management will consider the issue of opening new stores in the Russian Federation and creating a branded chain of Riccio stores.

Stage 2. Determination of qualitative personnel needs.

Drawing up a function distribution matrix.

The next step of our work is to construct a function distribution matrix (DFM). Such a matrix clearly shows which officials are involved in certain activities that make up the business process.

The MRF is a table reflecting the business processes of an enterprise with their detailed detail. The performers of the work and the functions that each performer implements in relation to this work are listed.

Let's consider the rules for drawing up the MRF using the example of two business processes of our store - “Receipt of goods on the sales floor” and “Sale of goods”.

The function designation system used is:

P - preparation of a solution;

P - decision making;

And - execution;

K - control over the execution of the decision;

A - analysis of the execution of the decision.

In addition to these main functions, auxiliary functions can also be used:

C - approval of the decision;

U - participation in the implementation of relevant functions.

The functional responsibilities of decision making (P) and execution (I) should not be repeated in the function line to eliminate the situation of “several bosses” or “several performers”.

table 2

Function distribution matrix

	Buisness process	Performers
		Storekeeper	Salesman	Trade manager hall	Marketer	Transport comp.	Accountant	Director
Receipt of goods on the sales floor (TZ)
	Receiving an order
	Party formation
	Paperwork
	Delivery to TZ
	Selecting a product location
	Setting the price
	Product layout
	Registration of price tags
Sale of goods
	Buyer meeting
	Identifying needs
	Product offer
	Answers on questions

	Delivery from the warehouse of the goods needed by the buyer (if not in the technical specifications)
	Offer to place an order for an out-of-stock item
	Placing an order
	Invitation call (upon receipt of order
	Transferring the order to the cashier
	Making a purchase
	Issuance of discount cards, gifts, souvenirs Packaging of purchases
	Packaging of purchase
	Delivery offer
	Delivery arrangements
	Delivery of purchase

The matrix filled out in this way gives an idea of the scope of responsibilities of each employee, the complexity of the work he performs, and clearly demonstrates the level of employment of the employee. Based on these parameters, as well as the analysis of goals described above, you can begin to determine quality parameters for each position.

Formulation of requirements for personnel.

Let us give examples of formulating requirements for personnel based on MRF data. In addition to the requirements, we can also formulate some ways of developing and training employees in individual positions.

Since the sale of children's products is associated with the presence of women, the ideal candidate for a sales position would be a girl 20-28 years old (age restrictions are arbitrary and subject to change). Trade education and work experience are not a requirement. The table shows that the main function of the seller in our case is advising the buyer, therefore, after completing the recruitment, it is advisable to train sellers in the basics of trading and presentation, sales techniques, conflict resolution skills, and familiarize them with the assortment. Sellers should have specialization in their sections, but at the same time they should be interchangeable (in the future, sellers should periodically study the entire assortment of the store).

All of the above requirements apply to the cashier-seller, but he must also have the appropriate education (trade college, courses) and experience in such work.

The hall manager, having the same personal characteristics as the seller, must have work experience, trade education and, preferably, management experience.

The objective requirements for the sales floor staff obtained in this way should be adjusted taking into account the wishes of the store manager and managers. An interview with these specialists will help to supplement the requirements or, if the recommendations made can be taken into account in the work of future employees, to formulate a staff training plan.

We should not forget that significant deviations from the optimal set of requirements for future employees can lead either to a significant loss in the quality of personnel (if the “bar” is lowered) or to an increase in the cost of human resources (if the requirements are inflated, for example, “all salespeople are only with higher education").

Stage 3. Determination of quantitative personnel requirements

Drawing up schemes for implementing business processes.

After completing the second stage of work, we have an almost complete picture of how our store should function. In other words, we have described in general terms the business process of the store.

There are several approaches to constructing such chains. In this example, we use the method of constructing a business process chain based on a previously filled out function distribution matrix.

Rice. 4. Scheme of the business process "Receipt of goods on the sales floor"

Rice. 5. Scheme of the business process "Sale of goods"

To designate elements of business processes, their serial numbers in the MRF are used. Symbols used:

input - output of a business process (outside the diagram it has its continuation, connections with other processes);

progression from one element of a business process to another, return.

If there are two numbers in one cell, this means that actions are performed simultaneously. If more than one arrow comes out of one cell, then several options for the development of events are possible.

Development of work standards.

Before moving on to calculating the quantitative need for sales floor employees, it is necessary to create duty schedules for salespeople. The working day of sellers, cashiers and the floor manager of our store lasts 11 hours (the store is open without lunch, so the lunch break for sellers will be based on a staggered schedule). Therefore, the work schedule should have the following form: from “1 in 1” to “3 in 3” (the seller cannot work more than four days a week - otherwise the requirement for a 40-hour work week will be violated). A specific option can be chosen based on the convenience of other store services, as well as taking into account the wishes of employees.

Calculation of the number of employees.

What useful information for calculating quantitative personnel requirements can be extracted from all the data provided?

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