Planning for the needs of the organization in workers. Determine the organization's staffing needs. Computer model for determining the need for personnel

Personnel planning is the initial stage of the personnel planning process and is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, staffing and a replacement plan vacancies. The results of planning the need for personnel are reflected in a set of specific measures to maintain the balance of the workforce, while releasing employees and ensuring hiring. necessary specialists.

Personnel planning is part of the overall planning process in an organization. The personnel of the enterprise and its changes have certain quantitative, qualitative and structural characteristics that can be measured and reflected by the following absolute and relative indicators:

payroll and attendance number of employees of the enterprise and its internal divisions, certain categories and groups for a certain date;

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

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

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

average category of workers of the enterprise;

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

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

staff turnover;

capital-labor ratio of workers at the enterprise, etc.

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

Assessment of the organization's need for personnel can be quantitative and qualitative.

Quantification is based on an analysis of the estimated organizational structure, production technology requirements, marketing plan, as well as the forecast of changes in the quantitative characteristics of personnel. The quantitative characteristic of labor resources is primarily measured by such indicators as the payroll attendance and the average payroll number of employees.

The list number of employees of the enterprise is the number of employees on the payroll for a certain date or date, taking into account the employees accepted and retired on that day.

The turnout number is the number of employees on the payroll who came to work.

To determine the number of employees for a certain period, the average headcount indicator is used. It is used to calculate labor productivity, average wages, turnover ratios, staff turnover and a number of other indicators. Average headcount employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number calendar days month. For correct definition the average number of employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination of the employment contract.

Qualitative assessment is more complex view forecast, since following the analysis. Similarly, for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel.

The calculation of the need for the number of personnel of the company is carried out in two important areas:

1) determination of the general need;

2) determination of additional need for personnel.

When determining the total (full) need for personnel, three mutually complementary methods are used:

1) the staff-nomenclature method, the essence of which is to compare the staffing of the company's employees with the staffing of another company that produces the same amount of work in the same field of activity, but with a smaller number of staff;

2) a settlement and balance method based on the implementation of the principles of equality between the resource and distribution parts of labor balances;

3) analytical research method, which consists in the study and analysis of the work performed, either when conducting observations or accurately measuring the amount of information.

The following three factors influence the additional need for specialists:

a) the development of the company;

b) the need to replace practitioners;

c) the possible departure of employees who held the positions of specialists and managers.

Based on these data, a staffing. It contains the number of positions by departments and groups of specialties, determined by the standards of service, time, labor intensity, etc. .

When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended.

The staffing planning scheme is given in Appendix B.

The specific definition of the need for personnel is the calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is made on the basis of a comparison of the estimated need for labor and the actual state of security on a certain date and represents an information basis for making management decisions in the field of personnel recruitment, training and retraining.

A set of measures related to the training of young workers and advanced training of full-time employees is subject to separate development. The initial data for determining the required number, their professional and qualification composition are: the production program, production standards, the planned increase in labor productivity, the structure of work. All of the above information is collected as a result of personnel records.

Personnel accounting is a system of methods for observing quantitative measurements and recording the status and use of all categories of employees in an organization.

Usually the need for personnel is determined at the stage of preparation and development of a business plan. At the preparatory stage, the prospects for the organizational, economic and production development of the company are coordinated; collection of applications from managers for the formation of their divisions. At the stage of developing a business plan, its sections are linked to each other and balancing in terms of deadlines, performers, resources and sources of their receipt. Based on the assessment of the state of factors affecting the company's need for personnel, the company's personnel policy for the planned period is being developed: upcoming reductions, recruitment, including key specialists; relocation, advanced training, changes in the system of motivation and evaluation of results, increasing the level of labor safety, etc. To determine the required number of managers, there are averaged norms of manageability.

When developing a business plan Special attention should be given to key specialists and the level of their professional preparedness. At the same time, a list of areas and areas of activity of the enterprise is first compiled and the names of specialists providing activities in these areas are indicated. For specialists in open, vacant areas, a list of areas of knowledge that the applicant must master is compiled, and then the optimal applicant is determined from the available ones.

The main purpose of planning the need for personnel is to determine the number and quality of personnel to ensure the fulfillment of the tasks of the enterprise.

A shortage of personnel jeopardizes the fulfillment of tasks, and an overabundance of it causes unnecessary costs and thus endangers the existence of the enterprise itself.

There are two main areas of planning the need for personnel:

quantitative;

Quality.

In turn, employees are grouped by type of activity in accordance with the functions of enterprise management. The need for workers is planned separately for the main and auxiliary production by profession, and then, based on the complexity of the work - by qualification.

When comparing the need for staff and the actual availability of staff, three options are possible:

1. The planned need for personnel and the availability of personnel are equal to each other. This means that during the period under review total strength personnel required to fulfill the goals of the enterprise, fully corresponds to the projected number of personnel.

2. The need for staff is greater than the actual availability of staff. This means that the required number of staff is greater than the number expected for the future. In this case, the need for staff will be a positive value, which indicates a shortage of staff. So, the company needs to take measures to attract staff.

3. The need for staff is less than the availability of staff. This means that there are more staff available than is required to meet production targets. This situation is called overstaffing. The need for staff is in this case a negative value. To change this situation, it is necessary to take measures to reduce staff.

Determination of the qualitative need for personnel in relation to each workplace includes:

Analysis of requirements, identification and differentiation of those knowledge, abilities and behaviors of employees that are necessary for the implementation of the enterprise's program for the production and sale of goods and services;

Analysis of abilities, determination (based on the requirements determined by the content of the tasks assigned to the employee) of those abilities that employees must have in order to successful implementation these tasks.

Methods for calculating the number of personnel There are three main approaches to determining the number of personnel:

1) marginalist;

2) expert-statistical;

3) analytical and normative.

Marginalist approach is based on the analysis of the marginal productivity of production factors, i.e. a certain number of employees, which provides him with a maximum net income.

Expert-statistical approach is based on the establishment of statistical dependencies between the number of personnel and the factors influencing it. Reporting information by types of activity, industries, enterprises and their divisions is used as initial information.

Statistical dependencies are usually established by regression analysis methods. The obtained dependence is sometimes corrected on the basis of expert assessments of specialists.

Analytical-normative approach to determine the number of personnel involves the analysis of a specific labor process, design rational organization labor, the rationing of the labor intensity of work for each group of personnel and, on this basis, the establishment of norms for the number. Such an approach is possible both in the conditions of an operating enterprise and in the design of enterprises and their divisions. The calculation of the norms of the number can be carried out with a given variant of the division of labor and in the process of solving common task optimization of interaction and number of employees.

Labor rationing allows you to determine the time spent on performing specific work in the organization and calculate the number of performers and the volume of tasks they perform.

In relation to employees, rationing consists in establishing a measure of labor costs to perform a given amount of work for a certain period. At the same time, the measure of labor costs can be expressed either directly in the time spent by an employee of the required qualification to perform a unit of a particular job assigned to him, or indirectly - through the number of employees that is necessary to perform a certain function.

Labor standards (rates of production, time, service, number) are established for employees in accordance with the achieved level of technology, technology, labor organization on the basis of normative materials on labor rationing.

Norm of time- this is the value of the cost of working time, established for the performance of a unit of work by an employee or a group of employees.

Production rate- this is the set amount of work that an employee or group of employees is required to perform in a unit of time.

Service rate- this is the number of objects (pieces of equipment, jobs, etc.) that an employee or a group of employees are required to service during a unit of working time.

A variation of the service norm is the manageability norm, which determines the number of employees who must be managed by one manager.

Norm (norm) of number- this is the established number of employees of a certain professional and qualification composition, necessary to perform specific functions or scope of work.

For time-paid workers, normalized tasks are established on the basis of the above types of labor standards.

Normalized task- this is the established amount of work that an employee or a group of employees must perform for a work shift, a working month (respectively, a shift or monthly task) or another unit of working time.

Uniform labor standards are developed for work performed using the same technology in similar conditions in one or a number of sectors of the national economy, and are mandatory for use in all organizations when rationing the work of workers in the relevant types of work.

Standard labor standards are developed for work performed according to standard technology, taking into account rational organizational and technical conditions that already exist in most or part of organizations where such types of work exist, for example, intersectoral standard time standards for work on after-sales service personal electronic computers and organizational equipment and support software tools(approved by the Ministry of Labor of Russia dated July 23, 1998 No. 28). Model norms, in contrast to uniform norms, are advisory in nature. Model norms and standards can be included in the list of normative materials that are mandatory for use in the organization, then they become mandatory.

According to the scope of application, the rules are divided into intersectoral, sectoral (departmental) and local. Local regulatory materials are developed on certain types works in cases where there are no relevant intersectoral or sectoral (departmental) regulatory materials, as well as when creating more progressive organizational and technical conditions in the organization compared to those taken into account when developing existing intersectoral and sectoral (departmental) regulatory materials for labor rationing. Labor standards are established for a separate operation (operational norm) and an interconnected group of operations, a complete set of works (enlarged, complex norm).

Along with the standards established for work that is stable in terms of organizational and technical conditions, apply temporary and one-time norms. Temporary norms are established for the period of development of certain works in the absence of approved normative materials for labor rationing. The period of validity of temporary norms should not exceed three months. One-time norms are established for individual works that are of a single nature (unscheduled, emergency).

Normative materials on labor contain norms for various kinds works that take into account the features of the technology used (traditional or automated), quantitative and qualitative characteristics of the work and its results.

Time standards for individual work performed by employees can be established according to time standards, or experimentally and statistically. Accordingly, two methods of normalization are distinguished: calculation and research.

Time spent in full technological cycle defined using standard norms time, as well as by directly studying the time costs using the following methods:

Timing measurements;

Photos and self-photos of the working day;

Instant observations;

Expert assessments.

The norm of time for the performance of a unit of normalized work is calculated according to

standard operating time and is determined by the formula:

Hvr \u003d N * K,

where Hvr - the time spent on the performance of a specific standardized type of work, h;

H - the standard of operational time for the performance of this work, established by

collection of norms, h;

K - coefficient taking into account the time spent on organizational and technical

maintenance of the workplace, rest and personal needs (assumed to be 1.1).

On the basis of normative materials on labor rationing, the calculation of the turnout

the number of employees. Basis for calculation attendance workers are

information obtained during the survey of the technology of work, the quantitative content of these works in terms of the complexity of their implementation, in terms of volume, and other qualitative parameters.

When calculating the turnout number, the annual labor intensity of normalized work (Tn) is determined in hours, taking into account the volume of each type of work performed according to the formula:

where Hvr - the time spent on the performance of the normalized type of work, h;

Vi- the volume of a specific type of work performed per year.

The annual labor intensity of non-standardized work (Tn) in hours is determined by the method

expert assessments, taking into account the amount of work performed according to the formula:

Tnn = Tj*Vj,

where Tj is the annual labor intensity of non-standardized work of a particular type;

vj- annual volume of non-standard types of work.

The total annual labor intensity (To) of work is calculated by the formula:

That \u003d Tn + Tn.

The number of employees (H) is calculated by the formula:

H \u003d (Tn + Tn) / Fp= To/Fp,

where fp - useful fund of working time per employee per year, h.

When calculating the number of employees involved in office work, the time required to perform unusual types of work or operations (execution of management tasks, replacement of employees, courier work, etc.) is added to the total annual labor intensity, which is taken at a rate of 5-10 percent of the total annual labor intensity.

In real conditions, when calculating the number of personnel by departments and services of the organization, it is necessary to take into account differences in the number of attendance, payroll and average payroll employees.

turnout line-up personnel are all employees who come to work.

The list of personnel includes both employees who came to work, and employees who are on vacation, on a business trip, who did not appear due to illness, who are engaged in the performance of public duties, etc.

The payroll of the personnel exceeds the attendance by about 5 - 10 %.

The average number of employees for the year is the number that is calculated as the sum of the average monthly number for this period, divided by the corresponding number of months.

AT payroll of the organization's personnel includes all those hired, related to both the main and non-main activities.

Personnel planning is part of the overall planning process in an organization, the task of which is to compile a list of necessary specialists that the company may need in the near future for strategic development and implementation of the plans.
HR planning is needed for:
- providing the enterprise with the necessary personnel with minimization of costs.
- the ability to provide the enterprise with the required number of employees of the required qualifications in the shortest possible time;
- to reduce or optimize the use of redundant personnel;
- use of personnel depending on their abilities, skills and knowledge;

For competent planning of human resources, it is desirable to consider the following factors:
- What is the state of the economy and financial condition of the company in the current period?
- Personnel movement of personnel (plans for layoffs, maternity leave, retirements, layoffs, etc.).
- State policy (legislation, tax regime, social insurance, etc.);
- The situation on the market, in particular among competitors.
- The level of wages in the company.
- Strategic objectives and business plans of the company;

Staffing needs assessment

Assessment of the need for personnel can be quantitative and qualitative.
Quantification determines the need for personnel exclusively in numerical terms, without taking into account the qualification requirements and characteristics of the organization. In order to understand exactly how much vacancies will need to close soon
- analyze the current organizational structure of the company (number of departments),
- inquire about marketing plans,
Qualitative assessment staffing needs - answers the question “whom to hire?”. This is a more complex forecasting, since in order to assess the need, it is necessary to take into account the category, profession, specialty and level of qualification requirements for candidates, the value orientations of the future employee, his level of education, additional skills and abilities.

Types of personnel requirements planning

There are two types of planning:
1) Strategic (long-term) planning. Long-term plans are those that are drawn up for the next 5 years or more. In this case, a program is drawn up for the selection of specialists who will be needed by the organization in the future.
2) Tactical (situational) planning. It is necessary to analyze the need for personnel for the next specific period. Situational planning depends on the indicators of personnel movement in given time.

How to plan the need for staff?

In order to get a picture of the need for personnel, it is necessary to study:
1) Short-term and long-term plans of the company. The information may even be unofficial, as long as these plans are received from the top officials of the company. In particular, it is worth clarifying:
- Does the management plan to open new branches of the company or expand existing divisions?
- Is the management satisfied with the qualifications of the working staff?
- Are there plans to develop new products?

2) The personnel situation, which can be obtained from the accounting department, from the heads of departments. This is local level data, but it is often more specific than information from the head of the enterprise.
3) Documentation, which records data on changes in sales volumes compared to the previous period;
4) The current staffing table, as well as the situation with staff turnover in all departments separately.

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Introduction

Conclusion

Introduction

An integral part of the entire management and production policy of the enterprise, aimed at achieving the goals and objectives, is the personnel policy. It is within the framework personnel policy the basic principles, methods, means and forms of influencing the interests, behavior and activities of employees are formed in order to maximize the use of their intellectual, physical and creative potential in their performance labor functions at each particular enterprise.

At the same time, the third most important place after the organization's development strategy (1) and the formation of the organization's personnel policy (2) in the personnel management system is occupied by personnel planning. The initial step in the workforce planning process is staffing requirements planning. Personnel planning is whole system activities that are carried out with a specific goal: to have in the right place and in right time specialists with the necessary qualifications to perform a specific job. The main tasks of such planning can be called:

Company security by human resourses on time (preferably minimizing all costs);

Organization of effective work on recruitment and training of personnel.

The theoretical foundations that have developed in the conceptual approaches to personnel management, including personnel planning, are considered in the works of T.Yu. Bazarova, B.L. M.I. Bukhalkov, Eremina, A.Ya. Kibanova, E.B. Morgunova, V.I. Starodubova and others.

The purpose of this work: to study the features of planning the need for personnel in the organization.

In this case, it is necessary to solve the following tasks:

To study the features of planning the need for personnel;

Explore staffing planning methods.

The work consists of an introduction, two chapters of the main part, a conclusion and a list of references.

1. Features of planning the need for personnel

1.1 The concept and essence of personnel requirements planning

Personnel planning is one of the most important areas of personnel planning and is defined as the process of providing an enterprise with the necessary number of qualified personnel for a certain period. Organization personnel management. Textbook / Ed. AND I. Kibanova. - M.: Infra-M, 2012. - S. 261. As can be seen from the definition, there are qualitative and quantitative needs for personnel. These types of needs in the practice of headcount planning are calculated in unity and interconnection.

The main task of personnel planning is to provide the organization with the required level of personnel at the right time in the right quantity.

The objectives of planning for the organization's personnel requirements are:

Attract employees to the company the right quality and in the right amount;

Effectively use the staff of the organization's employees;

Prevention or minimization of the consequences of problems caused by an excess or shortage of the required personnel.

Personnel needs planning should be carried out at all stages of intra-company planning, since, firstly, the need for personnel directly depends on the strategic plans of the enterprise, and, secondly, the personnel situation affects the formation of enterprise plans.

The main tasks of personnel planning include: Antropov V.A. Planning the need for personnel in the enterprise. Teaching aid / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Yekaterinburg: UNUPS, 2010. - S. 15.

1) creating a healthy and workable labor collective able to fulfill the intended strategic plan goal development;

2) formation of the optimal gender, age and qualification structure of the labor collective;

3) maintaining the level of personnel qualification at the appropriate strategic goals;

4) increase in productivity and quality of labor;

5) optimization of funds for the maintenance of personnel, etc.

Figure 1 clearly shows the role and place of the personnel planning system in the internal planning system. Ilyin A.I. Planning at the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010. - S. 38.

Figure 1 - The role of staffing requirements planning in the system

internal planning

Requirements for personnel planning - the number and quality of personnel must be calculated in such a way as to ensure the long-term fulfillment of the tasks of the enterprise.

1.2 Types and factors of personnel planning

There are the following types of planning (Figure 1).

Table 1 - Types of staffing requirements planning

strategic	Planning for a period of 3-10 years. It is based on the long-term strategy of the enterprise and is an element of the organization's personnel management strategy. Focuses on taking into account the influence of various factors (external and internal)
tactical	Planning for a period of 1 to 3 years. It involves the identification of problems that impede the implementation of the strategy for personnel management and the organization of various actions to solve these problems. Focuses on setting specific goals and planning specific activities aimed at achieving goals
Operational	Planning for up to 1 year (month, quarter). Focused on achieving individual operational goals (selection, training, adaptation, certification, etc.). It involves a detailed action plan for HRMS employees (weekly, daily), coordination of the amount of required resources, etc.

Factors to be taken into account when planning personnel: Miroshnichenko A.N. Human resource management of an organization: Personnel needs planning / A.N. Miroshnichenko. - M.: MIEP, 2012. - S. 39.

1) Staffing:

The number of staff units;

Vacancies by divisions;

Employee data: additional skills, career plans, etc.

2) Personnel policy in relation to personnel:

Orientation to attract specialists or to train their own;

Orientation towards retaining or attracting personnel, etc.

3) HR strategy:

Staffing needs in departments;

Sources of meeting the needs for personnel;

Ways to meet staffing needs, etc.

4) The percentage of staff turnover in all departments (average for each department). Causes of turnover: factors of personnel demotivation; behavior of leaders; compliance with the position (level of competence);

5) The amount of remuneration of personnel and other material components:

Competitiveness of the compensation package in the labor market;

motivating factors.

1.3 Types of staffing needs

The need for personnel is usually determined by the characteristics: Antropov V.A. Planning the need for personnel in the enterprise. Teaching aid / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Yekaterinburg: UNUPS, 2010. - S. 25.

Qualitative need is the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. It is determined on the basis of the system of goals of the enterprise; organizational structure; professional and qualification division of works recorded in the production and technical documentation for the workflow; requirements for positions enshrined in job descriptions; staffing list, where the composition of posts is fixed; various organizational and managerial processes are regulated with the allocation of requirements for the professional and qualification composition of performers. The calculation of the qualitative need for professions, specialties, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of the qualitative need. The total need for personnel is found by summing up the quantitative need for individual qualitative criteria.

For example, in order to sell more units of a product, it is not always necessary to increase the number of sellers. In addition, we must remember that with the expansion of sales, the load increases not only on the commercial division;

Quantitative need is the need for personnel without taking into account the qualification requirements and characteristics of the organization. The quantitative need for personnel is planned by determining its estimated number and comparing it with the actual availability for a certain planning period. Quantitative need for personnel - a forecast of the number of personnel required to implement the short-term and long-term goals of the organization. 13. p. 260 It can be illustrated by the following example: with a 20% increase in sales and maintaining the existing profitability, the company is expected to expand the staff by 15-30% (depending on the type of organization).

At the same time, the general and additional need for personnel is determined:

General requirement - the entire number of personnel that the enterprise needs to perform the planned scope of work;

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.

1.4 Stages of staffing requirements planning

The personnel planning process is subordinated to the task of implementation by the enterprise overall strategy. Conventionally, the following main stages of planning can be distinguished (Table 2).

Table 2 - Stages of staffing requirements planning

Definition of strategic goals	Based on the strategic plans of the organization, specific quantitative goals of the enterprise as a whole and all departments in particular are determined.
Statement of the personnel problem	Various parameters of requirements for the personnel structure of enterprises are determined, taking into account their planned reorganization and optimization. The composition of the personnel of enterprises involves quantitative and qualitative parameterization of the composition of departments
Grade human resources organizations	There is an assessment of human resources: Assessment of the state of available resources (quantity, quality, labor productivity, turnover, merit, competence, workload and); Evaluation of external sources (employees of other enterprises, graduates of educational institutions, students); Assessment of compliance with requirements and resources (currently and in the future); Estimation of resources required for various options for solving personnel problems
Develop action plans to achieve desired results	Determination of various options for solving personnel problems, taking into account available resources (training, selection, use of external or internal sources of personnel, etc.); Estimation of complexity and resource intensity of each option; Choosing the best option for solving the personnel problem; Development of an action plan to solve the personnel problem

Each of them requires information that the personnel manager receives from the heads of departments that need new employees. By combining all the data and understanding the overall picture of the need for staff, the manager can go directly to planning.

So, the first stage of personnel planning involves the implementation strategic planning activities of the entire enterprise. In the process strategic management Much attention should be paid to the problems of analysis of external and internal environment at the enterprise.

Table 3 shows the main factors influencing the need for personnel in an organization. Shkatulla V.I. Desk book HR manager / V.I. Shkatulla. - M.: NORMA, 2001 - 560 p. Well-organized statistics are important here:

The structure and dynamics of the workforce of the organization by categories of employees (production, non-production, administrative personnel);

Age and educational structure of personnel;

Staff turnover;

labor costs;

Qualification of personnel and statistics of vocational training.

Table 3 - The main factors affecting the need for staff

Intraorganizational factors	External factors
1. Goals (strategic objectives, business plans): Release of new products; Development of new markets; Liquidation of certain market segments.	1. The state of the economy as a whole: pace economic growth; inflation rate; Unemployment rate; The situation in the labor market.
2. Personnel movement: layoffs for own will; retirements; maternity leave; Temporary disability;	2. Political changes: Changes in the Labor Code; tax regime; System social insurance.
3. Financial condition, traditions.	1. Development of engineering and technology.
	4. Competition and market dynamics

At this stage, it is imperative to constantly compare external and internal factors and understand that what is a strength today may become a weakness of an enterprise tomorrow and vice versa. In addition, any organization that wants to succeed in its activities must constantly "keep abreast" of everything new and promising, i.e. it is necessary to constantly monitor the technical, social and economic components of scientific and technological progress and identify those factors that can in the future positive influence on the life of the organization.

Looking into the future, the enterprise will be able to create a system today that will allow it to work most efficiently now to achieve long-term goals. Ilyin A.I. Planning at the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010. - 635 p.

The second stage is related to the definition of the internal labor potential companies. An analysis of the specific needs of the organization is carried out (when, how much, what qualifications of employees will be required for the planned period). The basis is a detailed long-term plan for the development of the organization. It is at this stage that the qualitative and quantitative composition of personnel is predicted for a certain perspective.

At the third stage, the company determines the need for additional staff, the required skill level, as well as the need to develop its human resources through training and professional development. An analysis is made of the possibilities of meeting the specific needs of the organization at the expense of existing staff. Knowing its trends and development prospects and, in connection with this, an additional need for personnel, the enterprise proceeds to an important stage: planning measures to meet the need for personnel.

At the fourth stage, a decision is made on the need to attract additional resources, meet the future needs of the organization at the expense of existing staff, or on a partial reduction in staff.

The personnel planning process can be represented as the following diagram (Figure 2).

Figure 2 - Stages of planning the need for personnel

However, not all enterprises implement this planning mechanism. Quite often, enterprises have a situation where some of the stages are skipped, or their role in the planning process is formal. This leads to the fact that the results of planning cannot guarantee the satisfaction of the real need for personnel, and hence the success of the enterprise in the long term.

Thus, personnel planning in an enterprise is the alignment of the need for personnel and its availability (quantitative and qualitative) through hiring, training or dismissal.

2. Methods of planning the need for personnel

Methods for calculating the need for personnel - methods for determining the planned number of personnel of an organization or its unit. When determining the overall need for personnel modern organizations use various methods, - from very simple to extremely complex, the choice of which depends on the availability of the necessary resources at the enterprise (financial, time, information), the specifics of the company's activities, as well as the skill level of the planning specialist.

Consider the methods used to calculate the need for personnel. Ivankina L.I. Personnel Management: tutorial/ L.I. Ivankin. - Tomsk: TPU, 2012. - 190 p.

Labor intensity method (photo of the workplace). The HR manager makes a task list of the employee's actions, and then records the time for their completion. A labor rationing specialist records the time for solving production problems (or ongoing actions, procedures, operations, etc.). A list of tasks and operations should be developed in advance. The result is the average time to complete any work. It is assumed that as a result of such an analysis, labor costs for solving production problems will be obtained, operations performed will be optimized, and it will be calculated how many employees and what qualifications are required to perform certain tasks. The result of such a study is the determination of the feasibility of certain operations, as well as their significance. You may have to abandon some of them in favor of more important ones, or even go down the path of staff reduction, combining the duties of several employees and shifting them to one staff unit.

Service rate calculation method. This method partly similar to the labor input method. Service standards are fixed in various GOSTs, SNiPs and SanPiNs (relevant for each industry). This method allows the HR manager, knowing the production standards and planned production volumes, to easily calculate the number of required personnel. For example, on clothing industry, where jackets are made, the seamstresses of three qualification categories. You need to take photos of the working day of the seamstresses of each qualification and derive the average value of the required number of employees. Taking into account data on the volume of output (600 jackets per month; tailoring time for one product is 20 hours) and an 8-hour working day with a five-day working week the personnel manager can calculate the number of seamstresses required in production:

(20 hours x 600 jackets): (8 hours x 22 working days) = 68 seamstresses.

Both of the methods described above are effective in calculating the need for production and maintenance personnel.

Method of expert assessments. The source of data on labor costs for the performance of certain professional tasks is the opinion of experts, usually managers. The method is based on the intuition of these people and their professional experience. This method is subject to subjective factors.

Quite popular among professional workers personnel services and departments the Delphi method, which consists in a written exchange of opinions between them and experts based on a specially designed questionnaire. Includes expert and group methods. First, a set of experts who are independent of each other are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

extrapolation method. When using this method, the current situation in the company is transferred to the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for short term and stable companies. For example, a wholesaler food products, had 5 commercial agents with a sales volume of 5,000 thousand dollars. Next year, the company intends to reach a sales volume of 7,000 thousand dollars. Therefore, she will need 7 commercial agents (sales volume per 1 agent is 100 thousand dollars). planning need staff

Adjusted extrapolation. The method is used when all external factors that determine the need for personnel are taken into account, such as price increases, the popularity of the industry, government policy, a possible change in the financial situation, labor productivity, changes in the local labor market, etc.

Method of group assessments. In this case, groups are formed that jointly determine the problems or tasks to be solved, and jointly propose solutions. When determining the planned headcount, this method is a good opportunity to take into account many factors that affect the solution of personnel tasks, and to involve line managers in personnel management processes.

Computer model of personnel planning. Creation mathematical model the movement of personnel in the organization and taking into account key factors (variables). The model allows you to understand how to act in various situations, and to predict these situations. The use of computer models allows the simultaneous use of various forecasting methods, which significantly increases the accuracy of forecasts.

When planning the need for personnel, it is necessary to take into account staff turnover. In order to more accurately determine its norms, one must keep in mind all the features of the business, as well as the number of people who may not pass certification, the natural departure of employees from the company (for example, to retire or on maternity leave), seasonality (the number of layoffs may depend on the time of year) . Different departments of the same enterprise may have their own turnover rate. For example, for a sales representative, the average term of work in the organization is 1.5-2 years. For production workers and managers, the period of effectiveness can last for years, so their turnover rate is less than 5-10%. According to some sources, turnover in the manufacturing sector is on average 10%. If the company is actively developing and there is a mass hiring of personnel, then this figure increases to 20%. In retail and insurers, a staff turnover rate of 30% is considered natural. And in the hotel and restaurant business, even 80% is the norm.

If the company's management expresses dissatisfaction with the qualifications of subordinates, then, most likely, in the coming year, employees will have such a procedure as assessment or certification. Accordingly, when planning the need for personnel, it is necessary to take into account not only the level of turnover (based on the data of the past year), but also the likelihood of leaving a certain number of employees. For example, the number of employees of the company according to the staffing table is 100 people. As of December 1, there were 90 employees, 10 vacancies, staff turnover - 20%, i.e. 20 people. Suppose that another 10% - 10 employees "disappear"*. It turns out that even to maintain the existing number, you need to recruit 40 people (10 + 20 + 10). If a 20% increase in sales is expected (and an increase in the number of employees by 10-30%), then at least 10 more people are needed. Consequently, in the planned year it is necessary to hire 50 employees, which is 50% of their current number in accordance with the staffing table.

Based on the planned need for personnel, the ways and sources of its coverage are selected. Most often, companies take an active approach, ie. methods of hiring employees in which the organization:

Recruits employees directly in educational institutions;

Submits applications for vacancies to local and interregional employment centers (labor exchanges);

Uses the services of personnel consultants and specialized intermediary recruitment firms;

Recruits newcomers through its employees.

Sources of covering the need for personnel can be:

External - educational institutions, commercial training centers, intermediary firms recruiters, employment centers, professional associations and associations, free market labor;

Internal - own sources.

Conclusion

Personnel planning, as one of the most important functions of personnel management, consists in the quantitative, qualitative, temporal and spatial determination of the need for personnel, which is necessary to achieve the goals of the organization. The purpose of determining the need for personnel is to determine the number of personnel necessary for the reliable performance of official and professional duties by employees.

Personnel planning can be current and prospective. In both cases, the plan for the need for personnel is formed in three main directions: the need for the planned volume of production or services (under the conditions of a given or changing technology), taking into account the existing number of employees; coverage of the expected (planned) departure of personnel; coverage of unscheduled staff departures.

In strategic (long-term) planning, a program is drawn up to identify the potential of specialists needed by the enterprise in the future. A strategy for the development of human resources is being developed and the need for them in the future is determined. In tactical (situational) planning, the company's need for personnel for a specific period (month, quarter) is analyzed. It depends on current employee turnover rates, the number of retirements, maternity leave, layoffs, etc. At the same time, among other things, it is necessary to take into account the dynamics of the market and competition in the industry, the level of remuneration, the internal culture of the organization, the stage of development of the company, etc.

The dynamics of the need for personnel is influenced by many factors, some of them can be easily planned, while some of the factors can be predicted with a greater or lesser degree of probability.

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

List of sources used

Antropov V.A. Planning the need for personnel in the enterprise. Teaching aid / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Ekaterinburg: UNUPS, 2010. - 84 p.

Vesnin V.R. Management / V.R. Vesnin. - M.: Finance and statistics, 2010. - 504 p.

Durakova I.B. Personnel Management. Textbook / I.B. Durakova. - M.: Infra-M, 2009. - 569 p.

Ivankina L.I. Personnel management: textbook / L.I. Ivankin. - Tomsk: TPU, 2012. - 190 p.

Ilyin A.I. Planning at the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010. - 700 p.

Miroshnichenko A.N. Human resource management of an organization: Personnel needs planning / A.N. Miroshnichenko. - M.: MIEP, 2012. - 129 p.

Organization personnel management. Textbook / Ed. AND I. Kibanova. - M.: Infra-M, 2012. - 638 p.

Shkatulla V.I. Handbook of the personnel manager / V.I. Shkatulla. - M.: NORMA, 2001 - 560 p.

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Personnel planning is part of the overall planning process in an organization, the task of which is to compile a list of the necessary specialists that the company may need in the near future for strategic development and implementation of the plans.

Workforce planning is necessary to achieve the following goals:

Providing the enterprise with the necessary personnel while minimizing costs;

Opportunities to provide the enterprise with the necessary number of employees of the required qualifications in the shortest possible time;

To reduce or optimize the use of redundant personnel;

The use of personnel depending on their abilities, skills and knowledge.

Requirements planning is carried out by categories of personnel: managers, specialists and workers.

In turn, managers and specialists are grouped by type of activity in accordance with the functions of managing the organization. The need for workers is planned separately for the main and auxiliary production by profession, and then, based on the complexity of the work - by qualification.

Planning takes into account the following changes.

1. The need for replacement of personnel in connection with retirement, dismissal, disability due to the assignment of a group, etc.;

2. The need to reduce the number of personnel due to rationalization or reduction in production volumes, downtime, non-payments, etc..

3. The need to expand the number of personnel in connection with the expansion of production, with the development entrepreneurial activity etc.

Comparison of the planned needs and the actual number of employees allows you to determine the change in the number of professions and job groups(Fig. 2).

Figure 2. Comparison of the planned need and the actual number of employees.

When comparing the need for staff and the actual availability of staff, the following options are possible:

1. The planned need for personnel and the availability of personnel are equal to each other. This means that in the period under review, the total number of personnel required to fulfill the goals of the enterprise fully corresponds to the projected number of personnel.

2. The need for staff is greater than the actual availability of staff. This means that the required number of staff is greater than the number expected for the future. In this case, the need for staff will be a positive value, which indicates a shortage of staff. So, the company needs to take measures to attract staff.

3. The need for staff is less than the availability of staff. This means that there are more staff available than is required to meet production targets. This situation is called overstaffing. The need for staff is in this case a negative value. To change this situation, it is necessary to take measures to reduce staff.

Ultimately, successful workforce planning is based on knowing the answers to the following questions:

? how many workers, what skills, when and where needed;

? how to attract the required number of employees and reduce or optimize the use of redundant staff;

? how best to use staff in accordance with their abilities, skills and intrinsic motivation;

? how to provide conditions for staff development;

? what costs will be required by the planned activities.

To answer these questions, it is necessary to take into account the factors influencing the need for labor. Conventionally, internal and external factors that affect the organization's need for labor force are distinguished.

Internal factors. These are, first of all, the goals of the organization, for the implementation of which human resources are needed. The goals of the organization can be presented both in the form of a long-term strategic goal and in the form of a business plan. The more specific the organizational goal, the easier it is to determine the workforce needed to achieve it.

Another source of changes in the needs of the organization in the labor force is the intra-organizational dynamics of the labor force (voluntary layoffs, retirements, disability certificates for pregnancy and childbirth, parental leave).

External factors. Among the many external factors There are several most important ones that have a direct impact on the state of the labor market.

Macroeconomic parameters - economic growth rates, inflation and unemployment rates, structural changes (development of one sector of the national economy by reducing the other) - have a strong impact on both the company's strategy (needs for human resources) and the situation on the labor market (human resources supply) . At the same time, there is an increase in the demand for labor and, accordingly, wages.

Development of engineering and technology can dramatically change an organization's workforce needs. It suffices to recall an example personal computers that have replaced millions of accountants around the world. Human resource specialists should work closely with the company's technical experts to assess the impact of a possible implementation early on. new technology or technology to the organization's staffing needs.

Political changes can influence the needs for human resources and the situation in the labor market through changes in legislation (tax regime, social insurance system, labor legislation), regulation of macroeconomic parameters, creation of a certain political climate in the country. Lowering mandatory social security payments automatically reduces labor costs and can make it profitable for a company to hire additional workers who previously could not be hired because of high costs. In relation to this factor, the difficulty for human resource specialists is not so much in predicting the impact of certain political changes on labor needs, but in predicting the changes themselves.

Competition and market conditions , which change under the influence of many factors, have the most direct impact on the company's needs for human resources. Increasing competition in a stable or shrinking market usually means that a company needs to consider downsizing its workforce. Conversely, a rapidly growing demand for an organization's products is an indicator of the need to recruit additional workforce. Successfully solve this task is possible due to the close interaction of human resources and marketing specialists involved in market dynamics research.

Assessment of the organization's need for personnel can be quantitative and qualitative.

quantitative need in personnel - this is the need for a certain number of workers of different specialties. The following approaches can be used to determine the quantitative need for personnel:

a method based on taking into account the time required to complete the work (the number of employees is determined from the product of the coefficient for converting the attendance number into the payroll number by a fraction, in the numerator of which is the time required to complete production program, and the denominator is the useful time fund of one employee);

calculation of the number of personnel based on data on the labor intensity of the work process;

method of calculation according to service standards;

calculation method for jobs and headcount standards (the headcount standard is determined from a fraction, in the numerator of which is the amount of work, and in the denominator - the service rate);

statistical methods that allow linking the need for personnel with production volumes, labor intensity of work, etc. Analysis of the trend of the coefficient change: this approach is based on studying past relationships between, for example, the number of direct (production) and indirect (non-production) workers and predicting this correspondence for the future ;

methods of expert assessments: simple expert assessment (the need for personnel is assessed by the head of the relevant service) and extended expert assessment (the need for personnel is assessed by a group of experts). Such an estimate can be very rough if there is no reliable data on projected increases in performance levels or new skill needs.

quality need in personnel - this is the need for workers of certain specialties, a certain level of qualification. Various approaches can also be used to determine the qualitative need for personnel. Among them, the main ones are the following:

professional and qualification division of work on the basis of production and technological documentation;

analysis of regulations on departments, job descriptions and job description;

staffing;

analysis of documentation that determines the professional and qualification composition of performers for the performance of specific types of work.

When determining staffing needs, often crucial It is given to the opinions of experts, allowing a better understanding of what qualitative changes in the personnel composition the organization needs to make in order to successfully achieve its goals. Both employees of the organization with the necessary experience, knowledge and training, as well as external experts can act as experts.

The need and readiness of the enterprise to introduce systematic workforce planning increases as the size of the organization, the scale and complexity of the company's activities increase. There are changes in the content of labor, technologies and the tools themselves. These changes bring to the fore all the new requirements for employees, which must be taken into account when selecting personnel. Human resources planning should ideally provide answers to all questions related to providing the company with the necessary labor force and determining the associated costs. At the same time, errors in personnel planning often lead to significant losses for the organization.

The workforce planning process can be divided into four stages.

First stage , from which the workforce planning process begins and is based, is analysis of the organization's strategic plan . What are the goals of the organization in the future? What performance, quality, customer service goals does the organization plan to achieve in the next six months, a year, two years, five years? A clear definition of strategic goals is the benchmark against which all important human resource decisions will be judged.

Second phase - this is forecasting the organization's need for personnel . What subdivisions (departments, departments, etc.) will arise as a result of the implementation of the strategy? What specialties are required? How many people? What job positions will no longer be needed? How will the process of improving technologies affect the qualitative and quantitative need for personnel?

At this stage, it is necessary to compare the needs of the organization and the available human resources. Is there a gap between what we need and what we currently have? What job positions are key to achieving the set strategic goals? Who is currently ready to take these key positions? Is the organization ready for the necessary personnel changes? Personnel planning, solving the problem of filling the qualitative or quantitative shortage of personnel, allows you to outline specific areas of personnel work.

One of the approaches to assessing the needs of an organization in personnel is the forecast of vacancies for various positions. In this case, statistical data on the movement of personnel belonging to the main professional groups can be used to identify the key factors causing this movement.

Third stage . The most important area of work in the framework of personnel planning is associated with assessing the state of the organization's internal labor resources. What are the capabilities of the staff in relation to the goals set by the strategic plan? Does the staff have sufficient knowledge, skills and experience to implement the developed strategy? When answering these questions, it is necessary to analyze a significant amount of personnel information: demographic data and educational level, the results of surveys and tests, the results of periodic assessment of personnel performance (attestations), job requirements, actual performance levels and more.

Since the organization's own ability to meet the growing quantitative and qualitative need for personnel is often insufficient, personnel planning almost always requires the study and evaluation of external sources of labor. Workers with what knowledge, skills and experience are easy to find in the external labor market? What characteristics are hard to find? With which institutions educational institutions, associations, agencies) should contacts be established to facilitate the search for a workforce?

Fourth stage. Preparation of plans, determination of the time frame for solving the entire range of tasks to provide the company with the necessary personnel. The meaning of personnel planning is to timely determine measures to meet the organization's need for additional labor, taking into account the time schedule for the development of the company, its divisions or individual areas of its activity. Prepared plans should answer the question of how the need to select the necessary number of workers to support the planned commissioning of new production facilities or output will be met. new nomenclature products. The planned activities are intended to indicate what should be done to fill the existing or perceived shortage of a workforce with the required level of knowledge, skills and experience.

Development comprehensive plans activities in personnel planning aims to reduce the gap between today's human resources and the future needs of the organization.

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