Regulations on a division of an organization example. Regulations as an organizational and legal document. VI. Interaction of the department with other structural divisions

• to understand who is doing what in the workplace (analysis);
• to explain to employees what they should do and where the limits of their competencies, rights and responsibilities are (management);
• to control the current activities of the organization (control);
• for assessing (and self-assessment) the activities of employees and subsequent decision-making on training, transfers, incentives and penalties (stimulation and career management of employees);
• for selecting candidates (attracting employees);
• to protect workers, the employer and the organization as a whole (safety);
• to maintain a positive corporate culture.

As we can see, all stages of the classical management cycle, to one degree or another, require the information contained in the PP and DI. This means that if an organization is to be manageable, then these fundamental documents must be in order.

It also follows that the organization’s PP and DI must form an internally consistent system, whereas the totality of employment contracts does not imply such consistency.

PP and DI are the law not only for the employee, but also for the employer, and therefore must comply with the requirements of current Russian legislation and protect the legitimate interests of both parties. In this regard, being carried away by the “managerial” aspect of these documents to the detriment of the legal one can lead to negative consequences. What, from the point of view of theories of general management or personnel management, should be reflected in the characteristics of jobs or departments, will not always be appropriate in PP or DI from the point of view of legal requirements. Therefore, the structure, form, content and individual wording in the PP and DI must be verified from the point of view of the law, and possible legal conflicts associated with the interpretation of the provisions of these documents must be assessed in advance.

What can you rely on when developing regulations on departments and job descriptions?

The legislation of the Russian Federation (including labor legislation) does not directly define comprehensive requirements for the content of these documents. In Art. 5 of the Labor Code of the Russian Federation it is noted that labor relations and other relations directly related to them, in addition to regulatory legal acts, are also regulated by collective agreements, agreements and local regulations containing labor law norms. At the same time, nowhere in the code is even an approximate list of such local regulations disclosed. But due to the tradition that developed back in Soviet times, they are understood, among other things, as DI and PP, as evidenced by the letters below from federal departments regulating labor relations.

In the letter of the Federal Service for Labor and Employment dated October 31, 2007 No. 4412-6 “On the procedure for making changes to job descriptions of employees” we read:

“Despite the fact that the Labor Code does not contain any mention of a job description, it is an important document, the content of which is not only the employee’s job function, range of job responsibilities, limits of responsibility, but also the qualification requirements for the position held.
Since the procedure for drawing up instructions is not regulated by regulatory legal acts, the employer independently decides how to draw it up and make changes to it.”

Rostrud, however, warns (Letter of the Federal Service for Labor and Employment dated 08/09/2007 No. 3042-6-0 “On job descriptions of employees”):

“A job description is necessary both for the benefit of the employer and the employee. Thus, the absence of a job description in some cases prevents the employer from carrying out a justified refusal to hire (since it may contain additional requirements related to the employee’s business qualities), objectively assessing the employee’s activities during the probationary period, distributing labor functions between employees, temporarily transfer the employee to another job, assess the conscientiousness and completeness of the employee’s performance of his job function.
The absence of a job description in itself should not be regarded as a violation of labor legislation and entail liability, but it may have negative consequences in the form of the employer making illegal decisions due to its absence.”

However, in judicial practice, references to PP and DI when assessing the actions of the employer and employee are widely used. Thus, in accordance with paragraph 35 of the Resolution of the Plenum of the Supreme Court of the Russian Federation dated March 17, 2004 No. 2 (as amended on September 28, 2010) “On the application by the courts of the Russian Federation of the Labor Code of the Russian Federation”,

“...failure by an employee to perform without good reason is failure to fulfill job duties or improper performance through the fault of the employee of the job duties assigned to him (violation of legal requirements, obligations under an employment contract, internal labor regulations, job descriptions, regulations, orders of the employer, technical rules, etc.) P.)."

Some requirements for the content of the DI are established by clause 4 of section “General Provisions” of the Qualification Directory of Positions of Managers, Specialists and Other Employees (approved by Resolution of the Ministry of Labor of the Russian Federation of August 21, 1998 No. 37 with subsequent amendments):

“Qualification characteristics (given in the specified reference book - author) at enterprises, institutions and organizations can be used as normative documents of direct action or serve as the basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job responsibilities of employees, taking into account the characteristics of organization of production, labor and management, as well as their rights and responsibilities.”

The same reference book contains recommended lists of job responsibilities, knowledge requirements and qualifications of employees for certain positions. The scope of rights and responsibilities, as well as a number of other important characteristics of a specific position in a non-governmental organization, are not established by law, even at the level of recommendations. This is understandable: “the peculiarities of the organization of production, labor and management have an impact.” In addition, the organization has the right to create positions based on its own business logic. Therefore, in some cases, the relevant documents must be developed independently or some samples must be used.

The Internet is replete with samples of PP and DI, a significant part of which is written on the basis of the Qualification Handbook, while a smaller part is free creativity. Upon closer examination, it turns out that for some positions there are no samples at all, for others the samples are not talking about anything at all, and for still others the samples contain funny or dangerous errors. For example:

Director (general director, manager) of the enterprise
Organizes the work and effective interaction of all structural divisions, workshops and production units, directs their activities towards the development and improvement of production, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing production volumes and increasing profits, the quality and competitiveness of manufactured products, their compliance with global standards standards in order to conquer the domestic and foreign markets and meet the needs of the population for the relevant types of domestic products.
Organizes production and economic activities based on the widespread use of the latest equipment and technology, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to comprehensively improve the technical level and quality of products (services), economic efficiency of their production, rational use of production reserves and economical use of all types of resources.

This is, so to speak, late Soviet baroque, remade in accordance with rather primitive ideas about a market economy. By the way, this is an exact reproduction of the corresponding section from .

Director of Development
Develops methods for promptly responding to crisis and non-standard situations that can lead to disruption of the enterprise development plan or other unfavorable consequences for the enterprise.

This is just an annoying ambiguity of reading. But the following should be considered a more serious mistake:

Director of Development
Appoints employees responsible for the implementation of projects, gives general instructions, directly supervises them and coordinates their activities.

“Appointed” by order, orders are issued by the general director - this is indicated in the organization’s Charter. So this wording, which means an actual abuse of power, is a direct violation of the Charter. However, the author of the job description does not stop there, boldly assigning the duties of the development director to the functions of the founders (cf. Article 33 of the Federal Law “On Limited Liability Companies”):

Defines the general concept of the enterprise development policy.

The “general concept of policy” sounds like a lot on its own. However, the authors of job descriptions love the words “general”, “implement”, etc.:

“The general management of contractual work and general control over its implementation is carried out by the Managing Director of the Company or another authorized person.”

And here is just a nesting doll riddle (again from): guess what the head of the economic planning department is working for:

Manage the work on economic planning at the enterprise, aimed at organizing rational economic activities in accordance with market needs and the ability to obtain the necessary resources, identifying and using production reserves in order to achieve the greatest efficiency of the enterprise.

Samples of the mentioned “free creativity” posted on various Internet sites also cause smiles, embarrassment, bewilderment and fears:

Store administrator:
The store administrator bears collective financial responsibility for the safety of goods in the store.

Beauty salon administrator:
Takes measures to prevent and eliminate conflict situations.

Head hunter:
[Has the right] to demand from the customer the provision of organizational and technical conditions and execution of the established documents necessary to fulfill the terms of the contract for the search and attraction of highly professional specialists.

So, available samples should be used with great care. What if they read and comprehend what is written? This means that the developer of PP and DI authorized by the employer must be well aware of the purpose of all the “cogs” and other parts from which these documents are assembled. Such knowledge will be even more important when developing documents for non-standard departments or positions.

A number of articles are devoted to the theory and practice of writing PP and DI (, , , , , , , , , , , ). Unfortunately, some of them contain obviously incorrect statements (see below). The most complete and verified source on this issue is the series of books by L.V. Trukhanovich and D.L. Shchur “Personnel of the Enterprise”, “Personnel of the Organization”, among which we note, as well as the book.

Due to the seriousness of the subject, we begin with a small digression, which the impatient reader may skip.

Around the unit regulations and job descriptions

A little philosophy: PP and DI as alpha and omega...

Alpha - because a candidate employee of an organization will better determine his place in it if he first familiarizes himself with the scope of his responsibilities or if he offers the employer his vision of this place. One way or another, the subject of discussion at the interview will be the composition of the employee’s functions and the balance of rights and responsibilities that ensures their implementation.

Omega - because PP and DI are the crown of a serious process called “organizational design”: first, management objects are determined, then methods and functions, then processes, then the necessary roles of process participants, and only finally positions are formed from the roles, and from positions - divisions. Thus, the totality of tasks and functions of departments, duties, rights and responsibilities of positions is formed only when the activities of the organization are presented in sufficient detail (cf.,).

We emphasize that DI should be distinguished from work (operational) instructions, which describe the sequence of actions at a given workplace when performing a particular function, as well as from methodological instructions, which describe working methods regardless of the position of the performer.

Strictly speaking, PP and DI will be incorrect until the entire described logical chain has been worked out. However, by luck (or as a result of evolutionary selection), fairly stable ideas have emerged about the sets of functions that are traditionally assigned to a department or employee of a certain profile. Everyone understands perfectly well what an accountant, lawyer, chief mechanic, production and technical or design and technology departments do. Industry specifics begin to seriously affect when it comes to the functional load of workers or employees and lower-level specialists. But the functions of employees of logistics departments depend to a lesser extent on the industry affiliation of the enterprise, and the functions of financial, economic, legal, and personnel services practically do not depend on it.

This circumstance allows us to talk about “samples” for PP and DI of senior management employees or employees of auxiliary and support units.

A little history

The Institute of PP and DI originates from the idea of ​​division of labor. Since, in addition to management, PP and DI perform a legal function, their development is determined by the development of the struggle of workers (and the response of employers) for their rights.

In the 1960–1980s in the USSR, PP and DI were one of the mandatory documents in the labor administration system. This extensive system was based on a clear definition of the range of functional responsibilities for various professions and positions, the list of which was unified throughout the country, labor standardization and the determination of tariff rates and official salaries (as well as various adjustment factors). Therefore, any change in the nomenclature of professions and positions, in their functional responsibilities, led to a change in a significant array of regulatory data across the country.

In the early 1990s, PP and DI remained mandatory only in the system of government bodies and organizations. Managers of private companies considered the development of PP and DI to be an impractical exercise, since business conditions changed (and continue to change to this day) at a much greater speed than is required for the “gestation,” development and implementation of meaningful and truly working documents.

In the 2000s, with the consolidation of private business, the growing participation of the state in regulating labor relations, and the development of judicial practice in the field of labor disputes, the need for PP and DI began to increase. However, due to changes in organizational and technical working conditions, the emergence of completely new professions and positions, a direct transfer of functions, norms, and pay levels from the Soviet past turned out to be impossible. Repeating the feat of the Soviet Trudoviks is currently neither possible nor advisable, since private business must determine for itself the most effective “rules of the game,” including the optimal “layout” of positions. Therefore, recently the national rules for the development of PP and DI have been updated and re-approved for a rather limited range of civil servant positions. The already mentioned Qualification Handbook, updated quite regularly (the latest edition at the time of writing is dated March 14, 2011), should be considered largely a legacy of the Soviet era.

An attempt to transfer foreign practice of developing PP and DI to domestic soil encounters differences in the legal consequences of certain formulations.

Currently, more or less established ideas have emerged about the form and content of PP and DI, which, using the terminology of the Civil Code of the Russian Federation, can be classified as “business customs.” It is most likely not worth expecting the requirements for PP and DI to be determined at the level of federal legislation in the near future.

A little geography

The foreign analogue of our DI - job description (hereinafter - JD) - is a less formalized, but more capacious document (,).

The JD format corresponds to the DI format:

• Job Title – job title;
• Job Location – the location of the position in the organizational and territorial structure of the organization;
• Reporting To – submission, accountability;
• Job Summary – main tasks of the position (no more than two sentences);
• Job Duties and Responsibilities - duties and areas of responsibility of the position (from 8 to 16);
• Education and qualification – requirements for the level of knowledge and availability of relevant documents;
• Skills and specifications – requirements for skills.

Firstly, JD writers are recommended to indicate no more than 8 (for low-level employees) – 16 (for senior-level employees) job responsibilities. If the JD contains 25 or more functions, then such a document is “requalified” as a work instruction. Domestic samples can contain 30 or 40 functions - and this is for senior employees! Upon closer examination, it turns out that most of these functions are control functions. This means that functions (along with rights and responsibilities) are not actually delegated to subordinates. Either it indicates that the author of the DI was unable to separate the main functions from the secondary ones or is inclined to prefer the process to the result (this is how the idea of ​​process management can be distorted!).

Secondly, when describing functions, JD pays more attention to the results (or, more precisely, the requirements for results) of the employee’s activities than to the ways in which these results are achieved. Let us note that this is another manifestation of true delegation: the subordinate is free to choose means, but is obliged to provide the result required by the manager. It is interesting to note that compilers are not recommended to formulate the goals of the employee’s activities in the JD (neither in quantitative nor even in qualitative terms), since it is believed that if the employee performs his duties as standard, then the organization’s goals are achieved automatically.

Thirdly, JD pays more attention to the requirements for the level of knowledge and skills of the employee than to the description of his activities. Which is not surprising, since the employee is paid for results and abilities, and not for his activities as such.

Fourthly, JDs turn out to be “easier” than domestic DIs, since they widely use references to other local regulations of the organization (methodologies, regulations, work instructions, etc.). The use of such normative hypertexts is facilitated by the fact that they are presented in electronic form, and by following the link you can always find the desired position of a particular document. In most cases, the matter is complicated by the fact that there are simply no local regulations at various levels in the organization or it is technically impossible to provide computer access to their array taking into account mutual references.

All this together once again shows how carefully foreign managers monitor the balance between the complexity (and, therefore, cost) of the work and the qualifications (knowledge and skills) of the employee performing it.

It is necessary to adopt the following from foreign practice:

• real, not imaginary delegation of functions;
• increased attention to the knowledge and skills of the employee holding this position;
• specificity and brevity of the wording of both the requirements for performance results and the employee’s areas of responsibility.

A little jurisprudence

Despite the everyday simplicity of the concepts of “function”, “duty”, “right”, “authority”, “responsibility”, the legal community is still discussing the subtleties of their content.

For example, some make a distinction between rights and powers, believing that rights are granted to an employee to access company resources (something, someone), and powers are a special type of rights associated with administrative functions and decision making.

Some propose to include in the concept of “responsibility” not the mandatory application of certain sanctions to the guilty violator of established norms (which is usually reflected in formulations like: “bears responsibility for failure to comply with the instructions of the immediate supervisor”), but “this aspect of social connections and relationships of people that characterize the process of exercising granted rights, fulfilling assigned duties, based on the choice of behavior and its assessment taking into account the interests of society” (which can be expressed in the words: “bears responsibility for the complete and timely implementation of the instructions of the direct manager”). As we see, different points of view lead to different verbal descriptions of essentially one phenomenon. Others oppose the identification of legal responsibility with moral or legal duty.

The life of a developer of PP and DI is also complicated by the lack of clarity at the legislative level of a number of widely used terms. These, for example, include the terms “instruction” and “instruction” - even in relation to the President of the Russian Federation.

Therefore, in practice there is often confusion, expressed in the fact that responsibilities are written into rights; among the functions one can find the wording “responsible for …”, etc. Understanding that all this is the essence of the manifestation of ambiguity in the interpretation of basic concepts, for practical work on PP and DI one should choose (and, preferably, set out in the appropriate document) one option.

A little taxation

DI may be the basis for reducing the organization’s income by the amount of certain expenses incurred by the organization in connection with supporting the activities of the employee while performing the labor functions specified in his DI. Such expenses may include, for example, employee transportation costs, cellular communication services, and tuition fees.

The DI developer must take into account tax aspects when preparing the document and coordinate them with the accountant.

A bit of quality management

PP and DI are important elements of a set of documents describing a quality management system in the ISO 9000 style. Although, as always, the standard does not determine the need, form and content of such documents.

If the documentation of the quality management system provides for PP and DI, then they will be subject to the rules for document management (in terms of form, content, as well as the procedure for development, implementation, amendments and additions, cancellation) adopted in the organization for management system documents quality.

For whom are PP and DI being developed?

The current legislation of the Russian Federation provides for the mandatory preparation of PP and DI only for employees of a certain profile (municipal employees, certain categories of civil servants, customs officials, certain categories of personnel of educational institutions, private security guards). For other categories of employees, a detailed description of their labor function, rights and responsibilities within the framework of the employment relationship can be included directly in the employment contract. In this case, drawing up a job description is not required. So, the organization itself determines the feasibility of developing PP and DI.

An organization may decide to use PP and DI for all or part of its positions. In the latter case, the employee’s job duties, rights and responsibilities must be determined by the employment contract. How wide should be the range of departments and positions whose activities are regulated by PP and DI, and how detailed these documents should be is the subject of a separate discussion. It must be borne in mind that both the absence and excessiveness of local regulations entail unnecessary costs for managing the organization.

DI are developed for employees belonging to the categories of managers, specialists and employees in accordance with the organizational structure and staffing schedule of the organization.

A similar document is being developed for workers, which, however, is not called a job description, but also does not have an established name. It is not advisable to use the names “work instructions”, “production instructions”, since they are already used for documents describing the procedure and/or specific methods of work at one or more workplaces, for example: “Work instructions for control and approval, organization of mailing, archiving, the procedure for making changes" or "Production instructions for the operation of grounding devices in electrical installations." The name “qualification characteristics” is even more inappropriate, since it is used and unambiguously interpreted in.

However, the Letter of the Federal Service for Labor and Employment dated November 24, 2008 No. 6234-T3 recommends:

“...to determine the content of the performed labor function of workers filling certain positions, job descriptions should be drawn up and approved, and to determine the content of the performed labor function of workers hired by blue-collar professions, production (by profession) instructions should be developed and approved. We believe that in reference and legal systems it is possible to use different names of instructions in relation to categories of workers.”

Article 57 of the Labor Code of the Russian Federation establishes:

“If, in accordance with federal laws, the performance of work in certain positions, professions, specialties is associated with the provision of compensation and benefits or the presence of restrictions, then the names of these positions, professions or specialties and the qualification requirements for them must correspond to the names and requirements specified in the qualification reference books, approved in the manner established by the Government of the Russian Federation."

According to Article 143 of the Labor Code of the Russian Federation,

“Tarification of work and assignment of tariff categories to employees are carried out taking into account the unified tariff and qualification directory of works and professions of workers, the unified qualification directory of positions of managers, specialists and employees.”

Thus, when establishing job titles and drawing up DIs that correspond to them, you should check with the legislation, including reference books and classifiers, , , as well as with the releases of the Unified Tariff and Qualification Directory of Work and Professions of Workers (UTKS) for various sectors of the economy. For example, the Decree of the State Committee for Labor of the USSR and the Presidium of the All-Union Central Council of Trade Unions dated October 25, 1974 No. 298/P-22 approved a list of industries, workshops, professions and positions with hazardous working conditions, work in which gives the right to additional leave and a shortened working day. Consequently, the employer is obliged to determine the names of professions and positions in the employment contracts of all employees (and, accordingly, in job descriptions) who perform the relevant labor functions in accordance with qualification reference books.

The question often arises about the need for DI for the general director, as well as members of the management bodies of a joint-stock company or limited liability company. Since the procedure for appointment, subordination, functions, rights and responsibilities of these persons is determined by the relevant federal laws, the Charter of the organization and employment contracts, there is no direct need to develop DI for these persons.

For executive/managing directors of organizations in which the powers of the sole executive body are transferred to the management company, as well as employees directly subordinate to the board of directors or general meeting of shareholders (participants), DI must be developed. These DIs must take into account the peculiarities of labor relations with the heads of organizations.

For all employees, the areas of labor relations regulated by the PP and DI and the employment contract should be delineated. So, for example, the provision on the obligation to dismiss for certain reasons (including at one’s own request) is not the subject of DI, since it does not relate to the employee’s labor function.

Structure of PP and DI

The current legislation of the Russian Federation does not define the requirements for the structure of PP and DI. Thus, the organization has the right to independently determine such requirements. Therefore, in practice, PP and DI are very diverse in their structure.

It is possible, however, to identify the minimum “core” of each document:

Regulations on the structural unit

1. General provisions
2. Main goals
3. Functions
4. Structure
5. Interaction

Job description

1. General provisions
2. Job responsibilities
3. Rights
4. Interaction
5. Responsibility

In some cases, the PP includes sections “Rights” and “Responsibility”, describing in them the rights and responsibilities of the head of the unit. Sometimes certain “general” rights and responsibilities of the unit are formulated.

In our opinion, the first is inappropriate, since the rights and responsibilities of the head of the department are appropriate to be stated in his DI. The second seems incorrect, since the implementation of the right is determined by the will of the subject and if we are talking about the unit as a whole, then the mechanism for the formation and expression of this collective will must be determined, and if we are talking about a set of individual employees of the unit, then, as a rule, not all of them in fact have the same rights; in addition, the employee, as a rule, bears personal responsibility, and therefore the composition of his job responsibilities and rights must also be determined personally.

Form PP and DI

It is recommended to develop PP and DI forms in accordance with GOST R 6.30-2003 “Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for the preparation of documents" (put into effect by Decree of the State Standard of Russia dated 03.03.2003 No. 65-st).

Mandatory details of the PP and DI are: name of the organization, name of the type of approval document, its date and number, place of preparation, approval stamp. They are placed at the beginning of the document text.

The signatures of persons approving draft PP and DI are placed either at the end of the document text or on a separate approval sheet, the details of which must clearly identify which document has been approved.

At the end of the text of the PP or DI or on a separate familiarization sheet, employees sign their signatures indicating that they have read the document and received a copy of it in their hands.

In this section we will look at the contents of the PP in detail. To be specific, we will assume that this document is being developed for a joint stock company or limited liability company (in the examples of wording, the organization will be referred to as the “Company”). An approximate form of the PP is given in Appendix 1 to the article.

Section 1. “General Provisions”

1.1. The full and abbreviated name of the structural unit (hereinafter referred to as the Division) is given.

1.2. It is indicated which employee of the Company the Division directly reports to.

This paragraph reveals the principle of unity of command in relation to the Division in question.

The division can:

• be an independent structural unit of the Company and report directly to the General Director of the Company (for example: security service, legal department, secretariat);
• report directly to any employee of the Company (for example: the production and technical department directly reports to the production director or the logistics department directly reports to the logistics director);
• be part of any structural unit and report directly to the head of this unit (for example: the personnel settlements department is part of the accounting department and reports directly to the chief accountant).

A unit performing internal audit functions or other similar control functions may be directly subordinate to the General Meeting of Shareholders (Participants) or the Board of Directors.

1.3. The procedure for creating and disbanding the Unit is described.

Here we can limit ourselves to the following wording: “The division is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation.”

For divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (Participants) (Board of Directors).”

1.4. The full title of the position of the head of the Division is indicated. The full names of the positions of the operational, methodological or other managers of the Division (if any) are indicated.

The Head of the Division is an employee of the Division who manages its current activities. The competence of the Head of the Unit is determined by his DI.

Methodical head of the Division - an employee of the Company or a third-party organization (for example, a management company), who is not the immediate or superior direct superior of a structural unit or employee of the Company, but in the manner established in the Company gives binding instructions, explanations, and other documents to the structural unit or employee of the Company. (including standard documents) relating to the methods and means of carrying out activities by a structural unit or employee.

The superior direct manager is not indicated as a methodological one, since his instructions, both on current activities and of a methodological nature, are transmitted to the employees of the Division along the “vertical of management” through the Head of the Division.

Methodological guidance is possible with a matrix organizational structure. It is possible (in rare cases) to have several methodological supervisors. Another common situation is methodological guidance from the corporate center (management company). For example, the chief accountant of an organization reports directly to the managing director, and the methodological management of his activities is carried out by the head of the accounting and tax accounting methodology department of the management company.

The operational manager of the Division is an employee of the Company who promptly coordinates the activities of the Division and certain other divisions and/or employees, giving the Division binding instructions regarding the operational activities of the Division. For example, under the operational leadership of the head of a remote site, there may be a transport support unit located on the territory of this site, subordinate directly to the director of logistics. The head of the section gives tasks to the unit, determines the arrangement of vehicles, etc., but does not have the right to give instructions regarding working methods, make proposals on the personnel composition of the unit without the consent of the logistics director, etc.

If there is a methodological or operational manual, a local regulatory act is required that would define the rules of conduct for an employee in the event that the instructions of the immediate supervisor contradict the instructions of the methodological or operational manager. If the employee’s immediate, methodological and operational managers have not agreed on their instructions, then the decision must be made by the employee, to whom all these managers are directly subordinate (usually the general director).

1.5. The procedure for filling the position of the head of the Division in the event of his absence is indicated.

Indicated:
a specific position of an employee replacing the head of the Division (for example: deputy, one of the heads of subordinate departments), or
appointment of an employee replacing the head of the Division by order (instruction) of the General Director of the Company.

1.6. The regulations that the employees of the Division follow in their activities are listed.

Typically instructions are given for:

• current legislation of the Russian Federation;
• industry regulatory and methodological documents on the activity profile of the Division (if possible, specific documents are indicated);
• Charter of the Company (for divisions that are obliged to follow the Charter (for example: legal department, internal audit service);
• Decisions of the General Meeting of Shareholders (Shareholders) (Board of Directors) (for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors);
• regulations on the Division;
• collective agreement;
• orders and instructions of the General Director of the Company;
• instructions from the immediate supervisor, operational and methodological managers (if any);
• internal labor regulations of the Company;
• other local regulations of the Company.

Depending on the nature of the Division’s activities, the following are indicated:
regulations on labor protection and industrial safety, rules and regulations of labor protection, industrial sanitation, fire protection, environmental safety.

The given list of normative acts can be expanded.

1.7. The operating mode of the Division is determined.

You can limit yourself to the wording: “The operating mode of the Division is determined in accordance with the Internal Labor Regulations established in the Company” if such rules exist.

1.8. The procedure for approving and putting into effect the software, amendments and additions to it is determined.

As a rule, “These Regulations, amendments and additions to it are approved and put into effect by order of the General Director of the Company,” but for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders ( participants) (Board of Directors)". It is advisable to describe the software life cycle in more detail (including from the initiation of changes to their implementation) in a separate local regulatory act.

Section 2. “Main tasks”

The section “Main Tasks” indicates the main tasks of the Division.

The formulation of the task should briefly describe the result towards which the activities of the Division are aimed and the requirements for which are determined either from outside the Company (by current legislation, control and supervision bodies, customers, etc.) or by other structural divisions of the Company.

For example:

• Providing well repair services in accordance with customer requirements.
• Ensuring the operability of the Company’s equipment.
• Planning and monitoring the economic efficiency of the Company's activities.
• Ensuring compliance with the legality of the Company’s activities, legal protection of its legitimate interests.
• Support for the Company's employees regarding the use of communications, hardware and software of the Company.
• Organization and maintenance of accounting and tax records, preparation of accounting and tax reporting in accordance with the requirements of the current legislation of the Russian Federation.
• Monitoring the Company’s compliance with the requirements of the current legislation of the Russian Federation, internal regulations and customer requirements in the field of labor protection, industrial safety, environmental protection, and road safety.
• Complete and timely satisfaction of the needs of the Company's structural divisions for inventory items.
• Optimization of the Company's costs for purchasing, maintaining inventories and other logistics processes of the Company.

The tasks of structural divisions must be coordinated with each other and collectively subordinate to the main goals of the Company, as they are defined in the Charter of the Company or other internal documents.

The tasks of the Division must be formulated so that the functions of the Division listed in the “Functions” section logically follow from the assigned tasks. To do this, it is recommended to use the same phrases.

The tasks and functions of the Division must comply with the current legislation of the Russian Federation. In particular, it is unacceptable to include in their composition tasks and functions, the implementation of which requires mandatory licensing, if the organization does not have the appropriate licenses.

Section 3. "Functions"

The “Functions” section lists the functions performed by the Division and aimed at solving the tasks assigned to it, listed in the “Main Tasks” section.

The description of the function should briefly outline the activities of the employee of the Division or the Division as a whole, leading to a certain result, the requirements for which are determined either externally by the Company (by current legislation, control and supervision bodies, customers, etc.) or by other structural divisions of the Company.

The description of the function of the Division begins with a verb: “develops ...”, “conducts ...”, “organizes ...”, “participates in ...”, “monitors ...”, “controls ...”, etc. Wherein:

• “Organizes...” means: attracts and coordinates the actions of structural divisions and/or employees of the Company to carry out any actions (work, events, projects, etc.).
• “Participates in...” means: performs a certain part of the actions (work, events, projects, etc.) on the instructions of the immediate manager or authorized organizer together with other structural divisions and/or employees of the Company.
• “Provides…” means: supplies (provides) certain resources to perform any actions (works, events, projects, etc.) or performs any actions to obtain any results.
• “Takes into account...” means: in the prescribed manner, collects and summarizes information about the results or progress of any actions (work, events, projects, etc.) carried out within the Company; checks its accuracy, consistency and relevance.
• “Monitors...” means: collects and processes information about the state or actions of objects or entities external to the Company.
• “Controls...” means: compares the actual (or intermediate) results of performing any actions (work, activities, projects, etc.) within the Company with those planned and/or defined by the relevant regulatory act, objectives, criteria, etc. (the wording indicates what specific ones) and performs (or initiates) actions aimed at minimizing the identified deviations.

For example:

• Monitors the transport services market in the regions of the Company's production activities.
• Develops strategic development plans for the Company in the field of providing transport services.
• Provides methodological assistance to the Company's employees in preparing production and investment plans.
• Organizes the approval of documents by the Company's employees in accordance with local regulations governing the Company's document flow, as well as in accordance with the instructions of the General Director.
• Participates in the development of draft local regulations of the Company on issues within the competence of the Division.
• Takes into account incoming cash, inventory and fixed assets.
• Monitors the execution of the production program in accordance with customer requirements.
• Analyzes the financial results of the Company's activities and participates in the development of measures to increase profitability, reduce costs, and increase the economic efficiency of the Company.

In the description of the function, it is not allowed to use vague qualitative adjectives, for example: “ensures correct operation”, “provides quality services”. In such cases, it is recommended to indicate the requirements (and/or the regulatory document - the source of the requirements) that the result of the function must meet, for example: “ensures operation in accordance with the manufacturer’s operating instructions”, “provides services in accordance with customer requirements”. In cases where the source of rules or requirements is clear from the context, it is allowed to use the following wording: “in accordance with the established procedure”, “of adequate quality”.

The description of functions in the PP and DI must be comprehensive, that is, all actions that may be required of the Unit or its employee must be described. Therefore, the described functions should be systematized in some way. For example, you could list the functions in the following order:

• functions in the field of development of regulatory documents for other structural divisions;
• functions in the field of methodological guidance;
• functions in the field of monitoring and forecasting;
• functions in the field of planning, development (sections) of the budget, investment projects;
• functions in the field of operational management;
• other functions performed by the Division independently;
• other functions performed by the Division together with other structural divisions of the Company;
• functions in the field of contract supervision (if they are not defined in other local regulations of the Company);
• functions in the field of accounting and reporting;
• functions in the field of control over the activities of other employees or structural divisions of the Company;
• functions in the field of analysis, development and implementation of measures for the development of the Company.

It is possible to list the functions in an order that reflects the logic and/or chronological sequence of the unit’s work, the life cycle of the main management objects of the Unit. One way or another, the method of listing functions should be convenient for both the compiler (for checking completeness) and the reader of the document.

The formulations given in . can be taken as a basis for the formulation of functions.

At the same time, the list of functions should not suffer from redundancy and excessive detail. The conditions and procedure for performing individual functions should be set out in other local regulations - regulations, methodological and work instructions, especially since in some cases the specific actions of the performer largely depend on the context.

Section 4. "Structure"

The “Structure” section indicates which structural units the Division consists of, and lists the Company’s employees who are directly subordinate to the head of the Division; or it is indicated that “The structure and staffing of the Division are determined by the current organizational structure and staffing of the Company.” The first is more convenient because from the PP you can understand what the resources of the Unit are. The second is more convenient in that it allows you not to re-approve the PP when changing the organizational structure and/or staffing.

Section 5. “Interaction”

The “Interaction” section describes the information exchange of the Division with other structural divisions of the Company or persons, bodies and organizations external to the Company.

If information exchange is not defined by other local regulations of the Company, then structural divisions and persons, bodies and organizations external to the Company are listed, indicating in which areas or within the framework of which activities the interaction occurs, what specific information is received or transmitted.

For example:

“The HR department interacts with:

• Supervisory organizations for activities related to the organization and labor protection;
• The Pension Fund of the Russian Federation and the statistical authorities of the Russian Federation for the preparation and provision of established reporting;
• trade unions to monitor compliance with labor legislation and other regulations containing labor law standards, organization, rationing and remuneration;
• contractors - performers of works and services related to staffing.”

It is possible to describe interactions in tabular form.

However, a detailed description of interactions makes the software heavier and deprives it of flexibility when changing the composition and/or even the headings of documents transmitted during the exchange of information.

If information exchange is determined by other local regulations of the Company (for example, document flow regulations), then a brief wording is used:

“The division interacts:

5.1. With employees of structural and separate divisions of the Company - in the manner established by local regulations of the Company.

5.2. With third parties - in the manner established by the current legislation of the Russian Federation.”

In the latter case, it is understood that the employee performs his representative functions on the basis of a power of attorney issued to him in the prescribed manner, or on other legal grounds.

In this section we will consider in detail the content of DI for managers, specialists and employees. To be clear, we continue to assume that this document is being developed for a joint stock company or limited liability company (in the examples of wording, the organization will be referred to as the “Company”). An approximate form of the CI is given in Appendix 2 to the article.

Section 1. “General Provisions”

1.1. The full and abbreviated name of the position of the Company employee (hereinafter referred to as the Employee) is given.

1.3. The full title of the position of the Employee's immediate supervisor is indicated. The full names of the positions of the Employee’s operational, methodological or other managers (if any) are indicated.

See commentary to clause 1.4 of the PP.

Sometimes this part of the DI lists employees and structural units that are directly subordinate, under the operational or methodological leadership of this employee. This information seems unnecessary, since it is contained in the organizational structure and staffing table of the organization that are subject to approval.

1.4. The procedure for hiring and dismissing an Employee is described.

As a rule, “An employee is hired and dismissed by the General Director of the Company in the manner established by the current labor legislation of the Russian Federation upon presentation ... (indicated if necessary) in agreement with ... (indicated if necessary).”

1.5. The procedure for replacing the Employee in the event of his absence is indicated:

See commentary to clause 1.5 of the PP.

1.6. Requirements for education, qualifications or special knowledge, permits, admissions, certificates, as well as the Employee’s work experience are specified.

The requirements given in . can be taken as a basis. Requirements must not be discriminatory (Article 3 of the Labor Code of the Russian Federation).

1.7. The regulations that guide the Employee in his activities are listed.

See commentary to clause 1.6 of the PP.

1.8. The knowledge that the Employee must have is listed.

Typically, indications of knowledge are given:

• the current legislation of the Russian Federation and industry regulations on the employee’s profile;
• local regulations of the Company on the employee’s profile of activity;
• the structure of the Company, the tasks and functions of its structural divisions;
• rules and regulations of labor protection.

Depending on the nature of the employee’s activity, the following knowledge is indicated:

• the Company's development strategy (for senior managers of the Company or for positions that have the right to access such information) - if the Company's strategy is documented and duly approved;
• the basics of operating computer equipment, communications and communications - if the work involves the use of such tools;
• and so on.

The given list of knowledge can be expanded. The employee knowledge requirements given in can be taken as a basis.

Please note that the knowledge indicated in this section of the DI must be documented and properly approved. When applying for a job, the candidate’s possession of the required knowledge is confirmed by the presentation of relevant attestations, certificates, certificates, etc. An employee’s knowledge can be tested both by authorized third-party organizations (for example, training centers) and through internal checks and tests (the procedure for conducting such checks must be established by the organization’s local regulations).

1.9. The Employee’s work schedule is determined. A reference may be made to the Internal Labor Regulations. Features of the work schedule, including the need for business travel, may be indicated in this paragraph.

1.10. The procedure for approving and putting into effect the DI, changes and additions to it is determined.

As a rule, “This Job Description, amendments and additions to it are approved and put into effect by order of the General Director of the Company,” but for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (participants) (Board of Directors).”

Section 2. “Official responsibilities”

It is advisable to distinguish two subsections in this section, the first of which includes the specific responsibilities (functions) performed by the employee holding this position, and the second - the responsibilities common to all (or certain groups) of employees.

For heads of structural divisions, the functions additionally include the following:

Manages the Company's employees and structural divisions of the Company that are directly subordinate to him.

“Manages...” means: determines tasks for participants to carry out any actions (works, events, projects, etc.); coordinates their activities; controls the achievement of the required and intermediate results; submits proposals (submissions) for appointment, relocation, dismissal, promotion, and imposition of disciplinary sanctions on subordinate employees for consideration by the General Director of the Company. Participates in the development of the organizational structure, staffing schedule, and forms of remuneration for the structural divisions of the Company that are directly subordinate to him.

For employees who provide methodological guidance to other employees, the DI should indicate what exactly the methodological guidance consists of. For example:

Organizes the development of a set of document formats for the purposes of planning and reporting on the current, financial and investment activities of the Company’s business units. Provides methodological assistance to heads of structural divisions of the Company, heads of working groups in performing calculations, expert analysis of calculations of the economic efficiency of the projects and solutions they propose.

Similarly, the content of operational management and other types of management should be detailed.

It is advisable to include in the employee’s functions his participation in certain commissions, committees, councils, expert and working groups, etc., especially if the Company does not provide separate remuneration for the employee for participation in the work of these bodies.

The functions given in the DI of a department employee must correspond to the functions of this department as set out in the PP. This means that the employee performs either the entire function specified in the PP, or part of it, or performs an internal function for the unit (it may not be specified in the PP) necessary to perform the functions of the unit.

For convenience, the developer can draw up a “responsibility matrix” of the department - a table that lists the functions of the department (by rows) and the positions of the department employees (by columns), and at the intersection of the row and column the role of this employee in the performance of this function is indicated: initiates, organizes, participates, provides, performs independently, controls, etc. (see commentary to section 3 of the PP). If necessary, the description of the function should indicate with what regularity this function is performed: at a given frequency, at the direction of the manager, or upon the occurrence of other specific events.

It is important to note that DI must “work” not only in a normal situation, but also in an emergency situation. It is recommended that in the DI the employee is given the right to make a decision on the situation himself or is given the obligation to immediately report to his immediate supervisor about an emergency situation. The number of functions given in the DI should not be too large. The optimal number varies from 10 for lower-level positions to 20 for upper-level positions. Otherwise, the document ceases to be perceived and, therefore, becomes inoperative. In order to implement this recommendation, the developer is recommended to:

• combine some functions (to a reasonable extent);
• indicate the requirements for the result, and not for the processes leading to it (formulated as: “to ensure such and such a state of the control object”);
• reconsider the “vertical” distribution of functions between the manager and subordinates, senior and junior, to a reasonable extent delegating certain functions (along with rights and responsibilities) “from top to bottom”;
• reconsider the “horizontal” distribution of functions between related workers within a single process (rational division of functions is characterized by the fact that the employee is responsible for performing a logically completed process, obtaining a product (or semi-finished product) with certain qualities that can be independently verified; in this case, the DI from the description of actions you can go to the description of the requirements for the results);
• provide detailed descriptions in other local regulations (regulations, methodological and work instructions).

It is important to keep in mind that the composition of the functions must correspond to the basic salary of the employee. The basic salary of workers with identical IDs should be the same (cf. Article 22 of the Labor Code of the Russian Federation).

Subsection 2.2

In the second part of the section, it is advisable to include responsibilities common to all (or certain groups) of employees. Some of these responsibilities are already formulated in Art. 21. Labor Code of the Russian Federation, and therefore there is no need to repeat it in the DI. It is advisable to indicate the following responsibilities:

2.2. The employee undertakes:

2.2.1. Follow the instructions of your immediate supervisor, operational manager, and methodological supervisors (if any).

If an employee, in the performance of his or her duties, must comply with the requirements established by regulations of third parties (for example, customers), then these requirements should be indicated in this subsection. For example:

2.2.5. Comply with the requirements of the corporate standards of the Company’s customers regarding health, safety, environmental protection and road safety when using vehicles to fulfill contracts concluded with customers.

It is worth recalling that in this case the employer must familiarize the employee with such regulations.

In some organizations, the DI format involves specifying the parameters by which the employee’s effectiveness in performing a particular function is measured, or establishing specific target values ​​for such parameters, or norms/standards for the performance of functions. For example, you can find the distribution of working time (in percentage) between the functions performed by the employee. In our opinion, such an indication is incorrect because:

• there may be functions that are performed irregularly, for which it would be difficult to estimate the norm, or functions that are performed in emergency situations - by assigning a non-zero percentage of time to them, we agree that emergency situations will occur;
• it is unclear how to take into account the actual distribution of time (and this will have to be done, since planned indicators are indicated);
• the legal consequences of deviations of actual indicators (random or systematic) from established indicators are unclear.

Does, for example, an employee have the right to demand any compensation if the time spent on performing a certain function is exceeded by 1%? After all, the employer, by approving the DI in this form, essentially undertakes to comply with the established standards. Or, on the contrary, should a penalty be applied to the employee because he exceeded the norm for performing one function to the detriment of another? A deviation of 1% per working day is excusable, but per week or per month?...

Specifying any fixed parameter values ​​also deprives DI of flexibility, since it forces them to be re-affirmed when established standards change.

Section 3. "Rights"

The “Rights” section lists the employee’s rights, that is, the employee’s legally established ability to act in a certain way or demand certain actions from other employees of the Company. The employee is given the rights to perform his job duties. The employer ensures that the employee exercises his rights (Article 22 of the Labor Code of the Russian Federation). ABOUT

The basic rights of the employee are formulated in Art. 21 of the Labor Code of the Russian Federation, so there is no need to repeat them in the DI. The specific rights of an employee must be determined by his job responsibilities. Each employee has rights to information interaction related to the performance of official duties:

In some versions of the DI samples (for example, in), the rights to information interaction include the following wording: “To get acquainted with the draft decisions of the Company’s management concerning its activities, the activities of the division headed (for division heads).” However, by accepting this formulation, we find ourselves in the same conflict as with “meetings.” A “draft decision” is a very vague object: it can exist orally, in the form of numerous options passing through different authorities. Not every such option is physically possible, and it is hardly advisable to introduce the employee to his request. Therefore, it is possible to use two mechanisms:

1. the employee familiarizes himself with the decision made without fail (Articles 22, 68 of the Labor Code of the Russian Federation), signing a sheet of familiarization with the order, directive or other administrative document, and in case of disagreement with it, he has the right to appeal it, using the right to protect his labor rights, freedoms and legitimate interests by all means not prohibited by law (Article 21 of the Labor Code of the Russian Federation);
2. taking into account the opinion of the elected body of the primary trade union organization when adopting local regulations (the procedure is established by Articles 372, 373 of the Labor Code of the Russian Federation; see also paragraphs 23, 24).

Depending on the functions performed, an employee may be vested with the following rights: To represent the Company in other organizations in accordance with the established procedure within the scope of his/her competence.

Typically, the scope of rights associated with such representation is determined by the power of attorney issued to the employee. Fundamental rights are associated with decision-making and disposal of production resources:

• Initiate any actions (work, events, projects, etc.).
• Approve and coordinate documents within your competence (specific types of documents must be indicated).
• Suspend the implementation of any actions (works, projects, events, etc.) in the event of deviations from the requirements established for their implementation identified during control (it is necessary to specify the controlled area of ​​activity, types of functions, projects, events, groups of employees, organizations, etc.). P.).
• Do not allow workers or equipment to work (it is necessary to specify which ones and under what circumstances).
• Manage the material and monetary resources entrusted to him (and/or other resources of the Company - it is necessary to specify) within his competence.

For employees of internal control departments - Conduct inspections of certain employees, departments and/or in certain areas of the Company’s activities (it is necessary to indicate specific types and grounds for inspections).

The right of “horizontal interaction” is important - to attract employees of the Company’s structural divisions to work together as part of the performance of their official duties in agreement with their immediate supervisors.

Heads of divisions are usually given the right to - Submit proposals (submissions) for the consideration of the General Director of the Company on the appointment, relocation, dismissal, promotion and imposition of disciplinary sanctions on employees of the department headed.

The following “right of appeal” must guarantee the employee compliance with his rights by the Company - Contact the immediate supervisor for assistance in exercising the rights provided for by the DI, in case of their restriction by other employees of the Company.

The list of employee rights can be expanded.

When giving workers rights, it is worth remembering that the employer must ensure their implementation. For example, by granting an employee the right to “undergo retraining (retraining) and advanced training,” the employer must provide this right with an appropriate budget or provide other mechanisms for the implementation of this right. By declaring the right to “promote in service (the right to career growth)”, it is also necessary to introduce the free desire of the employee into the legal mainstream, expressed in a formalized system of internal certifications, inspections, training, competitions, etc.

An employee may be granted some rights conditionally, namely: this or that action can be performed with the consent of another specific employee (usually the immediate, operational or methodological manager or the head of the department to which the employee applies), or upon the occurrence of other certain events, or within certain limits. In such cases, the wording of the law contains the words: “in agreement with ...”, “during such and such a period ...”, “in the case of ...”, “within the budget ...”, “within its competence ...”, etc. . The presence of consent (including compliance of the decision made with established conditions or limits) is confirmed by the approving visa of the relevant employee on a document reflecting the planned or completed action.

You can often find an unfortunate confusion between job responsibilities and employee rights. A simple rule for determining the differences between them is as follows: the obligation must be fulfilled regardless of the will of the employee, but the employee can exercise or not exercise the right at his own discretion.

There is a feature regarding the administrative rights of an employee in relation to other employees, specified in: if a discrepancy in product quality is established, shipment must be suspended; Is suspension of shipment a right or obligation of the head of the quality control department? If only the right, then the boss can either use it or not use it; if only an obligation, then the question arises on the basis of what right the boss suspends the shipment. In such cases, it is recommended to include administrative actions as part of the rights, but in the section “Responsibility” indicate that the employee is responsible for “non-use or incomplete use of his rights” or (broader wording) for “causing material damage to the Company by his actions or inaction” .

It may be worthwhile to distinguish here between rights and powers, believing that an employee can use or not use a right at his own discretion, and an authority is a type of obligation within the framework of which the employee has the right to act at his own discretion in one way or another, but which must be carried out regardless of the will of the employee. From this point of view, in the previous example, “to control quality with the ability to suspend shipments” can be considered as the authority of the head of the quality control department, without additionally including “the ability to suspend shipments” in the rights. In the same way, if an employee is authorized to enter into contracts for the supply of an organization with the ability to choose a counterparty, then as a result he is obliged to conclude the necessary contract, but the choice of a counterparty will be determined by him independently; again, the separate right of choice in the “Rights” section does not need to be repeated, and the already mentioned wording from the “Responsibility” section should protect against abuse.

Section 4. “Interaction”

The “Interaction” section describes the employee’s information exchange with other structural divisions and employees of the Company or persons, bodies and organizations external to the Company. The requirements for describing interaction are similar to the above requirements for describing the interaction of structural units.

Section 5. "Responsibility"

The “Responsibility” section describes the employee’s responsibility for failure to perform or improper performance of his job duties, or violation of general obligations. The employee's responsibility must balance his rights. In turn, the rights and responsibilities of an employee must be determined by his job responsibilities. An employee may be subject to disciplinary, material, civil, administrative or criminal liability. In the first two cases, the employer can do this; in the rest - bodies competent in accordance with the current legislation of the Russian Federation. The current legislation of the Russian Federation does not establish other types of responsibility, therefore it is completely incorrect to talk about “financial, functional, organizational and managerial” responsibility, as is done, for example, in.

As a rule, the employee's responsibility is personal. In some cases, according to Art. 245 of the Labor Code of the Russian Federation, collective (team) financial liability can be established.

The responsibility of an employee holding a certain position can be established not only by the DI, but also by other local regulations of the Company, for example, regulations, regulations, etc. Therefore, it is advisable to indicate only standard provisions on liability in the DI.

5.1.2. Failure to comply with labor regulations, orders and instructions for the Company, and other local regulations of the Company.

5.1.3. Failure to comply with the instructions of the immediate supervisor, operational and methodological managers (if any).

5.1.4. Offenses committed in the course of carrying out their activities.

5.1.5. Causing material damage to the Company by one's actions or inaction.

5.1.6. Failure to ensure the safety of documents and information entrusted to him.

5.1.7. Disclosure of information constituting a commercial secret of the Company.

5.1.8. Failure to comply with the rules of labor protection, safety regulations, industrial sanitation, fire safety, environmental protection, road safety (indicated depending on the nature of the Employee’s activity, cf. clause 1.7 DI).

For managers or other positions, it is advisable to indicate responsibility for participation in the business of other legal entities or enterprises, whose interests may conflict with the legitimate interests of the employer. This can be done, for example, in this way:

5.1.9. For lack of written information:

The “Responsibility” section ends with the following statement:

Responsibility arises as a consequence of violation of certain norms. Therefore, “the employee is responsible for failure to perform ..., non-compliance, ... non-compliance, etc.” It is impossible to write “responsible for the uninterrupted operation...”, “... for complete and timely execution...” or “... for quality and timeliness” (cf.).

It is important that the requirements, violations of which entail the liability of the employee, are formulated quite precisely in regulatory documents (external or internal). Otherwise, it will be difficult for the employer to prove a violation of these requirements. Therefore, when the DI speaks, for example, about liability for poor quality or untimely performance by an employee of certain duties, the requirements for quality and timeliness should be indicated directly in the DI or provide a link to another regulatory document (operating rules, state or industry standards, provisions of contracts and etc.).

About the language of documents

The reader has probably noticed, and a professional developer of local regulations knows, that the language used when writing PP and DI differs not only from colloquial, but also from literary Russian. The main difference is greater formality, which is akin to the formality of the languages ​​of logic, mathematics, programming or jurisprudence. This difference should not be interpreted as “clericalism,” since the goals of writing PP, DI and other local regulations are to clearly and clearly state the rules of the organization, as well as to ensure an unambiguous interpretation of these rules in the event of conflicts and disputes.

1. The wording must be concise, clear and not allow for different interpretations, and comply with the spelling norms of the Russian language.

In practice, when writing a document, to achieve brevity and clarity, you should set a “limit” on the number of sentences or lines to describe, say, functions. At the same time, descriptions for lower-level positions should be as short as possible (1 - 2 lines). Otherwise, the descriptions must either be broken up or combined with a more general but concise formulation.

It is necessary to avoid “suggestions” to the employee by repeating the same position multiple times in the PP or DI - the opposite effect can be achieved. Therefore, having formed a draft document, it is necessary to remove from it wording that is repetitive in meaning.

The clarity of the formulation is facilitated by its stylistic consistency. You should not use redundant phrases that do not differ in meaning from the corresponding verb. For example, instead of “keeps records”, “takes part”, “controls”, “carries out work”, you should simply write “takes into account”, “participates”, “controls”, “performs”.

So, instead of a verbose formulation: carries out control of equipment maintenance work. It's better to write: supervises equipment maintenance.

In formulations describing processes, qualitative characteristics of these processes are unlikely to be appropriate. So, in the formulation from the DI of the sales floor administrator - Monitors the uninterrupted operation of retail equipment. The word “uninterrupted” is clearly redundant: if the work is uninterrupted, then why control it? Non-compliance of the operation of controlled equipment with certain requirements is a reason for holding the employee accountable. Consequently, “uninterruption”, as well as other qualities of the result of a controlled process, belong to the provisions describing the responsibility of the employee. Thus, the correct brief formulation of the function description sounds like this: Monitors the operation of commercial equipment.

An expanded version of this formulation is as follows: monitors the operation of commercial equipment, carries out all preventive maintenance work on commercial equipment and, in the event of its failure, takes measures to immediately correct the equipment and preserve products.

2. The texts of documents must use (unified) terminology, either established by relevant regulations, or consistent with established practice in a particular subject area. The use of different terms to denote the same concept is not allowed.

For example, in the wording of the duties of the head of the logistics department, together with the director of supply of the Company, he plans the need for goods and materials in the context of business units of the enterprise; controls the execution of supply contracts for materials and equipment. The last rule has been violated twice: “Society” and “enterprise”, as well as “materials and equipment” (material and technical resources) and “materials and materials” (inventory value), in this context are obviously synonymous, so it is more correct to choose one option in each case - together with the Director of Supply of the Company, plans the need for inventory and materials in the context of the Company’s business units; controls the execution of contracts for the supply of goods and materials.

Another common mistake: an employee of an organization is called “employee”, “employee”, “official” in the same text. In PP, DI and other local regulations, in relation to a person who is in an employment relationship with an organization, the term “employee” should be used, as used in the Labor Code of the Russian Federation.

The formulation seems inconsistent with the current usage of words - it uses methods of material and moral stimulation. Since in personnel management practice the concept of “material and non-material incentives” is used. To avoid such mistakes in the development of documents, it is necessary to use various kinds of dictionaries of terms (for example, similar publications) or involve specialized specialists - at least at the stage of editing the draft document. It is highly desirable that the terminology in all local regulations of the organization be the same. To ensure this requirement, the organization must adopt (and maintain in the prescribed manner) an official dictionary of terms (glossary); at the very least, the development team should create such a dictionary for themselves.

3. The use of vague (with vague requirements, with an uncertain result, not limited in time, space, etc.) or declarative formulations is not allowed in the texts of documents.

Violations of this requirement (together with violations of spelling and punctuation rules) are the most numerous in practice. The cost of uncertainty can be very high.

It is in order to avoid uncertainty that documents use overloaded (from the point of view of a neutral or colloquial style) language. When formulating any provision of a document (a procedure, a requirement for the state of something, etc.), it is necessary to ensure that all the essential features of an object or process are described; whether it is indicated directly in the formulation, in its immediate “environment” or other context, by whom, how, at what time and in what place this action should be performed or this object should be presented.

For example, in the wording from the workshop dispatcher’s DI - to report an accident, incident, breakdown, or fire in the workshop to one of the Company’s managers. Not defined: the period of the message, the addressee of the message, the form and method of documenting the message. It should be stated in the following wording - immediately orally inform the head of the workshop or the Company employee, his replacement, as well as (within 24 hours) the head of the HSE service about an accident, incident, accident, fire that has occurred in the workshop; record this fact in the dispatch log until the end of the shift.

Alternatively, the above extended wording can be included in a document regulating the rules of behavior in the event of incidents, but only in this case the original wording with the addition: “in the prescribed manner” can be allowed in the dispatcher’s DI.

The wording from the DI of the Director of Transport Operations is to know ... the current legislation of the Russian Federation. From a formal point of view, it is correct, but practically impracticable, especially since what was meant was much less extensive and, most importantly, really necessary knowledge - To know ... the current legislation of the Russian Federation, industry regulations in the field of transport and road construction.

Or even - Know... the charter of road transport, regulatory documents for road transport, rules for organizing passenger transportation by road, rules and requirements for the transportation of large, heavy, dangerous goods.

As already noted, unacceptable from the point of view of the requirement of certainty is, for example, the formulation - analyzes production activities... If the purpose of the analysis is not indicated in any way. It would sound much more productive to develop proposals for the General Director of the Company to improve the quality of services provided by the Company based on an analysis of the results of production activities.

Likewise, you should not overuse words and phrases that are not very clear, such as “efficiency”, “resolving issues”, etc. For example, the wording sounds very ambiguous - the store administrator resolves issues with the bank regarding the time of collection of proceeds and payment for collection services.

The position we have already quoted from the DI of the managing director - organizes production and economic activities based on the widespread use of the latest equipment and technology, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to fully improve the technical level and quality of products (services). Because of its declarative nature, it can raise many questions when assessing the activities and determining the remuneration of the managing director: whether the latest technology was used widely enough, how progressive were the forms of management applied, whether the technical level of the product was increased in every possible way or fragmentarily, whether the approval approved by the managing director should be considered scientifically based the norm of labor costs for repairing oilfield equipment, if it was developed by a financial director with a candidate of technical sciences degree in rocket science? To avoid misunderstandings, it is worth getting rid of formulations of this kind.

One of the criteria for the certainty of the formulation is the possibility of objective verification (evaluation) of its fulfillment or non-fulfillment. Obviously, phrases like: “promotes in every possible way”, “steadily increases”, “progressive”, “newest”, etc. do not correspond to this criterion. On the other hand, when the document talks about, say, “full and timely satisfaction of departments’ requests for material and technical resources,” and the organization’s local regulations contain benchmarks for measuring these “completeness” and “timeliness” (service level type indicators and the time of satisfaction of the application) and their target values, then such a formulation will sound quite definite.

Note, however, that once the formulation has become sufficiently specific, the designer should simplify it as much as possible.

4. Abbreviations, auxiliary or conditional terms that are not generally accepted, as well as short names are first given in full in the text, after which the required abbreviation is indicated in parentheses after the words “hereinafter -” or “hereinafter in this section -”.

For example: logistics department (hereinafter referred to as OMTO); mechanical, including lifting, and power equipment, pressure equipment, electrical, gas and heating networks of the Company, as well as the upper equipment of the Company's special vehicles (hereinafter referred to in this Job Description as Facilities).

5. Rules for writing the names of departments and positions should be established.

It is convenient to write them (not at the beginning of the sentence) with a small letter, for example: department of economics and finance, legal department, engineering and technological service, chief engineer, chief mechanic department, business development director, head of consolidated accounting reporting department, chief power engineer, system administrator.

However, exceptions are made for the names of the highest management bodies (usually collegial) and the positions of the organization's top managers, for example: General Meeting of Participants, Board of Directors, Audit Committee, Technical Council, President, Vice President, Chairman of the Board, General Director, Managing Director director. In this case, it is necessary to establish a rule for writing derivative names, for example: Chairman of the Board of Directors, Chairman of the Audit Committee, First Vice President, First Deputy General Director, Deputy General Director for Economics and Finance, Secretary of the Managing Director, Secretary of the Technical Council.

It is necessary to ensure that the names of departments and positions are written the same in the organizational structure (scheme), staffing table, PP, DI and other local regulations, in correspondence, etc.

On organizing the development of PP and DI

The following method of developing PP and DI seems to be the most economical (cf.,).

The General Director formulates tasks for the main blocks of the enterprise’s activities (sales, production, supply, auxiliary and support units); Next, block managers formulate the goals of the units, after which senior managers jointly check the completeness and consistency of the formulated tasks. At this stage, the feasibility of the existence of divisions and the correctness of defining the boundaries between them are also analyzed.

Next, department heads transform the tasks of their departments into the functions of their departments and their employees. After agreeing on the functions for each position, rights, responsibilities are determined, interactions and qualification requirements are described. Uniformity and consistency of the entire complex of PP and DI and, more broadly, the entire complex of local regulations of the organization should be ensured by the participation in their development of an employee of the HR department or the labor organization department, and in the presence of specialized units (for example, the department of an integrated management system or corporate technologies, etc.) n.) – employees of the specified divisions. Templates for PP and DI must be previously agreed upon with the legal department of the enterprise.

Editorial work should be undertaken by one of the permanent members of the working group for the development of PP and DI, ensuring at the same time the unity of style of documents. The aesthetic aspect in the preparation of local regulations is no less important than the content aspect. The elegance of the wording makes it possible to avoid reworking PP and DI when the “rules of the game” change, in particular, when new functions change or appear. PP and DI are, as a rule, agreed upon with the heads of the HR department, the department of labor and wages organization, the legal department, the immediate manager of the unit or employee, the operational, methodological heads of the unit or employee (if any).

PP and DI are approved by the general director of the organization or a person vested with the appropriate rights by issuing the appropriate order. PP and DI must be approved no later than the expected date of the first hire or transfer of employees to a unit or position.

The original of the approved PP, together with the approval sheet, after registration is transferred for storage to the HR department. Copies of the approved PP are transferred to the labor and wages department and the head of the unit. The original of the approved DI along with the approval sheet after registration is transferred for storage to the HR department. Copies of the approved DI are transferred to the labor and wages department, the head of the department whose staff includes the position described in the DI, and the employees holding the position.

The head of the unit, within no more than five working days after approval of the PP or DI, familiarizes the employees of the unit with the PP or DI and gives them copies of the PP or DI against signature on the familiarization sheet. The original familiarization sheet is transferred for storage to the HR department. Upon hiring, newly hired employees of the unit must be familiarized with the current PP and DI against signature on the familiarization sheet.

Additions or changes to the PP and DI are mandatory when:

• changing the structure of the organization, including reassigning divisions or positions, changing the names of divisions or positions;
• changing the tasks and functions of departments;
• changes in functions, rights, responsibilities, qualification requirements, interactions of employees;
• other changes in the organization of work reflected in sections of the PP or DI.

Additions and changes to the PP and DI are made by order of the general director of the organization or a person vested with the appropriate rights. A similar order cancels (considers no longer in force) the previous edition of the document and approves a new one. To ensure the unity of the methodological approach and facilitate the work of developers - specialists of departments, it is recommended to introduce and use methodological instructions for the development of PP and DI. This instruction should include: a dictionary of terms, basic requirements for documents, standard wording and templates of documents, the procedure for developing, agreeing, approving and storing PP and DI, the procedure for familiarizing employees of the organization with the approved PP and DI, conditions and procedure for making changes and additions to PP and DI.

The latter is important in order to resolve conflicts related to the need to change the employee’s functions. The procedure should link changes to both the DI and the employment contract with the employee. In addition, the methodological instructions can describe in detail the concepts used in PP and DI, for example: methodological guidance, operational subordination, descriptions of the roles of performers, etc. This will make PP and DI more compact and more correct.

Applications

Without claiming absolute truth, for the convenience of the reader we provide PP and DI templates in the appendix. Each organization can and should develop its own PP and DI templates, without deviating from the proposed recommendations.

In the PP and DI templates, the following are highlighted:

• underlining– places in the text where you need to indicate specific names, functions, etc.;
• italics– places in the text where you need to choose one of the proposed options;
• [square brackets] – comments that must be removed after generating the document text.

Appendix 1. Template of the regulation on the structural unit

1. GENERAL PROVISIONS

1.1. These Regulations determine the procedure for creation and dissolution, subordination, legal framework of activities, tasks and functions, interaction division name(hereinafter referred to as the Division) Name of company(hereinafter referred to as the Society). Abbreviated name of the Division – …

1.2. The division is an independent structural unit of the Company and reports directly to the General Director of the Company[or] reports directly [or] included in name of the higher division and reports directly job title of the immediate supervisor.

1.3. The division is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation.

1.4. The department is directly managed Job title(hereinafter referred to as the Head of the Division). Operational / methodological management of the activities of the Division is carried out by job titles [if there are operational or methodological managers].

1.5. During the absence of the Head of the unit, his duties are performed by Job title[or] an employee of the Company appointed by order of the General Director of the Company.

1.6. When performing its functions, the Division is guided by:

1.6.1. current legislation of the Russian Federation;

1.6.2. industry normative and methodological documents in the field …

1.6.3. Charter of the Company[for departments that are required to monitor compliance with the Charter];

1.6.4. [for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.6.5. this Regulation;

1.6.6. collective agreement;

1.6.7. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, [if available];

1.6.8. the internal labor regulations of the Company;

1.6.9. other local regulations of the Company;

1.6.10. regulations on labor protection and industrial safety, rules and regulations of labor protection, industrial sanitation, fire protection, environmental safety [indicated depending on the nature of the Division’s activities].

1.7. The operating hours of the Division are determined in accordance with the Internal Labor Regulations established by the Company.

1.8. These Regulations, amendments and additions to it are approved and put into effect by order of the General Director of the Company

2. MAIN TASKS

The main objectives of the Division are:

2.1. Task 1.

2.2. Task 2.

3. FUNCTIONS

To perform the tasks specified in clause 3 of these Regulations, the Division is assigned the following functions:

3.1. …

3.2. …

3.3. …

3.4. …

3.5. …

[Other functions performed by the Division independently].

3.6. …

[Other functions performed by the Division together with other structural divisions of the Company].

3.7. …

[Functions in the field of contract supervision (indicate the types of contracts supervised), (if they are not defined in other local regulations of the Company)].

3.8. …

[Functions in the field of accounting and reporting].

3.9. …

3.10. …

3.11. …

4. STRUCTURE OF THE DIVISION

4.1. The structure and staffing levels of the Division are determined by the current organizational structure and staffing table of the Company.

5. INTERACTION

The department interacts:

5.1. With employees of the Company's divisions - in the manner established by the Company's local regulations.

5.2. With third parties - in the manner established by the current legislation of the Russian Federation. [If such interaction exists.]

5.3. …

Appendix 2. Job description template

1. GENERAL PROVISIONS

1.1. This Job Description defines subordination, the regulatory framework of activities, job responsibilities, interaction, rights and responsibilities, as well as qualification requirements Job title(hereinafter referred to as the Employee) Name of company(hereinafter referred to as the Society). Abbreviated job title – … [specified if necessary].

1.2. The employee belongs to the category managers / specialists / employees.

1.3. The employee reports directly job title of the immediate supervisor. Operational/methodological management of the Employee’s activities is carried out by job titles [if there are operational or methodological managers].

1.4. An employee is hired and dismissed by the General Director of the Company in the manner established by the current labor legislation of the Russian Federation upon presentation Job title [specified if necessary] in agreement with job titles [specified if necessary].

1.5. During the absence of the Employee, his duties are performed by Job title[or] an employee appointed by order of the General Director of the Company.

1.6. A person who has higher/secondary/special secondary/professional education and work experience … positions no less … years.

1.7. When performing job duties, the employee is guided by:

1.7.1. current legislation of the Russian Federation;

1.7.2. industry normative and methodological documents in the field … [specify subject area];

1.7.3. Charter of the Company[for positions that are required to monitor compliance with the Charter];

1.7.4. By decisions of the General Meeting of Participants (Shareholders) (Board of Directors)[for positions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.7.5. Regulations on division name and this Job Description;

1.7.6. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, operational, methodological managers[if available];

1.7.7. the internal labor regulations of the Company;

1.7.8. other local regulations of the Company;

1.7.9. regulations on labor protection and industrial safety, rules and regulations of industrial sanitation, fire protection, environmental safety, road safety [indicated depending on the nature of the Employee’s activities].

1.8. The employee must know:

1.8.1. current legislation of the Russian Federation and industry regulations in the field … [specify subject area];

1.8.2. … [list special knowledge];

1.8.3. the Company's development strategy [indicated for senior managers or for positions that have the right to access such information, if the Company's strategy is documented];

1.8.4. the structure of the Company, the tasks and functions of its divisions;

1.8.5. the basics of operating computer equipment, communications and communications [indicated depending on the nature of the Employee’s activity];

1.8.6. rules and regulations of labor protection.

1.9. The Employee’s work schedule is determined in accordance with the Internal Labor Regulations established by the Company.

1.10. This Job Description, amendments and additions to it are approved and put into effect by order of the General Director of the Company in agreement with the General Meeting of Shareholders (Participants) (Board of Directors)[for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors].

2. JOB RESPONSIBILITIES

2.1. The employee performs the following job responsibilities: [For heads of departments, the main functions that meet the tasks of the employee’s department headed (according to the Regulations on the department) are first listed.]

2.1.1. …

[Functions in the field of development of regulatory documentation for other departments].

2.1.2. …

[Functions in the field of methodological guidance].

2.1.3. …

[Functions in the field of monitoring and forecasting].

2.1.4. …

[Functions in the field of planning, development (sections) of the budget, investment projects].

2.1.5. …

[Functions in the field of operational management].

2.1.6. …

[Other functions performed by the Employee independently].

2.1.7. …

[Other functions performed by the Employee together with other Employees or structural divisions of the Company].

2.1.8. …

[Functions in the field of contract supervision (indicate the types of contracts supervised), if they are not defined in other local regulations of the Company].

2.1.9. …

[Functions in the field of accounting and reporting].

2.1.10. …

[Functions in the field of monitoring the activities of other employees or departments (for compliance with certain (specify which) tasks, requirements, standards, etc.)].

2.1.11. …

[Functions in the field of analysis, development and implementation of measures for the development of the Company].

2.1.12. …

[For heads of departments - functions in the field of management]

2.1.13. Coordinates the work of the Company's structural divisions that are directly subordinate to him.

2.1.14. Participates in the development of the organizational structure, staffing schedule, and forms of remuneration for the structural divisions of the Company that are directly subordinate to him.

2.2. The employee undertakes:

2.2.1. Follow the instructions of your immediate supervisor, operational manager, methodological managers[if available].

2.2.2. Fulfill the duties and requirements established by the Company’s local regulations.

2.2.3. Ensure the safety of documents entrusted to him.

2.2.4. Not to disclose information that has become known to him due to the nature of his activity and relates to the Company’s trade secrets.

3. RIGHTS

The employee has the right:

3.1. Attend meetings, conferences, meetings [to be specified] on issues related to its activities, activities of the department headed[for department heads].

3.2. Request and receive from employees of the Company's structural divisions information and documents necessary to perform their official duties in the manner established by the relevant local regulations of the Company.

3.3. Represent the Company in other organizations in accordance with the established procedure on issues within its competence.

3.4. Initiate … [needs to be specific].

3.5. Coordinate …

3.6. Approve … [specific types of documents must be specified].

3.7. Pause execution … in the event of deviations from the requirements established for their implementation identified during control [it is necessary to specify the controlled area of ​​activity, types of functions, projects, events, groups of employees, organizations, etc.].

3.8. Not allowed to work … [it is necessary to specify in case of non-compliance with which conditions this right is exercised].

3.9. Manage the material and monetary resources entrusted to him [and/or other resources of the Company - must be specified] within his competence.

3.10. Submit proposals for improvement of work related to the duties provided for in this Job Description for consideration by the immediate supervisor.

3.11. Involve employees of the Company's structural divisions to work together as part of the performance of their job duties in agreement with their immediate supervisors.

3.12. Contact your immediate supervisor for assistance in exercising the rights provided for in this Job Description if they are limited by other employees of the Company.

3.13. Submit proposals (submissions) for the consideration of the General Director of the Company on the appointment, relocation, dismissal, promotion and imposition of penalties on employees of the department headed [for department heads].

4. INTERACTION

The employee interacts:

4.1. With employees of structural and separate divisions of the Company - in the manner established by local regulations of the Company.

4.2. With third parties - in the manner established by the current legislation of the Russian Federation [if such interaction exists].

4.3. … [insert other interactions].

5. RESPONSIBILITY

5.1. The employee is responsible, within the limits determined by the current legislation of the Russian Federation, for:

5.1.1. Failure to perform (improper performance) of the duties assigned to him, provided for by this Job Description.

5.1.2. Failure to comply with internal labor regulations, orders and instructions for the Company, and other local regulations of the Company.

5.1.3. Offenses committed in the course of carrying out their activities.

5.1.4. Causing material damage to the Company by one's actions or inaction.

5.1.5. Failure to ensure the safety of documents and information entrusted to him.

5.1.6. Disclosure of information constituting official and commercial secrets of the Company.

5.1.7. Failure to follow the instructions of the immediate supervisor, operational and methodological managers[indicated if available].

5.1.8. Failure to comply with the rules of labor protection, safety regulations, industrial sanitation, fire safety, environmental protection, road safety [indicated depending on the nature of the Employee’s activity, cf. clause 1.7.9 DI].

5.1.9. [for department heads] For lack of written information:

5.1.9.1. on the ownership by the Employee (or his spouse, parents, children, full or half siblings, adoptive parents or adopted children) of shares (shares, shares) in legal entities (this obligation does not apply to the ownership of non-controlling stakes in companies listed on the Moscow, New York or London stock exchanges);

5.1.9.2. of direct or indirect employment or interest in, participation in any kind or capacity (as a lessor, customer, agent, consultant, employee or in any other capacity) in the business of a person who:

• is a counterparty of the Company, a counterparty of a subsidiary and/or affiliate of the Company; or
• conducts negotiations on concluding an agreement with the Company, its subsidiaries and/or affiliates; or
• acts as a party in legal proceedings in which the Company, its subsidiary and/or affiliate participates; or
• implements the same project with the Company, its subsidiaries and/or affiliates;
• if the specified ownership or employment or interest creates for the Employee a situation of a real or potential conflict of his interests with the legitimate interests of the Company.

5.2. Failure by the Employee to comply with the requirements of this Job Description may be grounds for termination of the employment contract with him.

Appendix 3. Types of guidance

Manager's powers	Operations Manager	Methodical supervisor	Direct supervisor
Initiation of hiring			+
Initiation of dismissal			+
Placement and movement of workers within the department			+
Initiating promotion			+
Initiation of penalties			+
Initiating professional development			+
Definition of working methods		+	+
Monitoring compliance with established work methods		+	+
Issuing current orders and tasks	+		+
Monitoring the execution of orders and tasks	+		+
Requiring reports	+	+	+

Literature

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2. http://www.samplejobdescriptions.org.

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13. Zelepukhina S. Job descriptions: pros and cons. / Handbook of personnel management. – 2006. – No. 6. (See also http://www.consa.ru/dolzhnostnye_instrukcii.html.)

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According to U. Eco, ethics begins when the Other comes onto the scene.

The provisions on representative offices, branches and separate divisions differ in form and content from the provisions on a structural unit and are not discussed in this article.

For these purposes, “position profiles”, “professiograms”, and other documents with working or analytical status are suitable.

The types of guidance are described in Appendix 3.

When specifying, it is necessary to avoid a broad interpretation of the concept of “meeting”, since any operational discussion of issues by a group of people consisting of two or more people can be classified as such. You can limit the range of meetings, indicating, for example, that we are considering meetings with a pre-distributed agenda, based on the results of which minutes should be drawn up, or that we are talking about regular meetings (planning meetings, conference calls, etc.).

* internal labor regulations
* collective agreement
* wage regulations
* documents establishing the procedure for processing personal data
* job descriptions, who develops their form and content
* procedure for changing job descriptions
* job description options
stages of development of regulations on structural divisions, coordination and signing
* HR department work plans, personnel movement and analysis

Regulations on structural divisions

Many modern state and non-state enterprises and organizations are developing Personnel Regulations as an organizational document, in which, in addition to general issues of workforce development, other important issues can be considered: staff development; staff participation in profits; rules of business communication among staff, etc.
Regulations on the division is an organizational and technological document, concepts:
1. Place of the unit in the organizational structure.
2. Functional load of the department. Technology responsibility throughout the organization.
3. Interaction with other departments of the organization.
4. Regulatory documents regulating the activities of this division.
Development of the Regulations about the unit is carried out directly in the unit. The head of the department is responsible for the development of the Regulations.
Organizations consisting of several structural units are required to develop Regulations on the structural unit, which defines the tasks, functions, rights and responsibilities of each unit.
For example, the text of the Regulations on Personnel Services should contain the following main sections.

1. General provisions.
2. Main goals.
3. Structure and functions.
4. Relationships with other departments of the organization.
5. Rights and obligations.
6. Responsibility.

Section "General Provisions" determines the legal status of a structural unit and establishes the subordination of the HR department to a specific official.
The “Main Objectives” section contains the main areas of activity of the HR department, which in modern conditions are no longer limited to issues of hiring and firing employees and processing personnel documentation, but comprehensively solve the issues of forming an effectively working team.
Section "Structure and Functions" determines the structure of the personnel service, its numerical composition, and the specific work of each division of the service.
To the section "Relationships" with other divisions of the organization”, service relationships with other services and departments on organizational and production issues are determined.
Sections “Rights and Responsibilities”, “Responsibility” determine the rights and responsibilities of personnel in connection with the functions assigned to them, establish the responsibility of the head of a structural unit for the work of the personnel department and the responsibility of the unit’s employees in accordance with their job descriptions.
Regulations on the structural unit after agreement with a lawyer and other officials approved by the head of the organization.

Regulations on structural divisions

Regulations on structural divisions are not a mandatory document in accordance with labor legislation, however, it is in them that the distribution of “roles” is fixed between departments and employees within one organization.
Requirements for the content of the Regulations can be determined by internal documents of the organization (for example, an enterprise standard). If you do not have such documents, then when developing the Regulations, you can use the standard template of the Regulations on the structural unit. In any case, when developing the Regulations, proceed from the fact that it must indicate: place in the structure of the organization (an independent unit or part of a department, management, etc.); what documents he is guided in his activities (federal laws, the Charter, other documents of the enterprise); division structure; immediate head of the department; main tasks of the unit; functions, rights, responsibilities of the unit. In order to avoid disputes about the competence and responsibility for performing certain functions, carefully consider the content of the Regulations on structural divisions and make it as detailed as possible.
The regulation is endorsed by the head of the unit and approved by the head of the organization

STANDARD

"Regulations on structural divisions"

1 area of ​​use
This standard establishes general requirements for the content, as well as general rules for the development, adoption and registration, amendment and revision of the Regulations on the structural divisions of the Company (hereinafter referred to as the Regulations on divisions, Regulations).
This standard is applied by all divisions of the Company.
2. Purpose and status of the Regulations on divisions

1. Regulations on a division are an internal organizational document developed with the aim of organizationally and legally assigning management functions to a division, rational delimitation of powers, establishing the rights, duties and responsibilities of the head of the division.
2. Regulations on divisions are an integral part of the Company's documentation.
3. Regulations on departments are the basis for the development of standard and, if necessary, personal job descriptions for department employees.
4. Regulations on divisions are developed in accordance with current organizational and management documents and this standard.

For divisions directly subordinate to the General Director, the Regulations are approved by order of the General Director. For other divisions, the Regulations are approved by the director, whose competence, in accordance with the approved organizational structure and distribution of powers, includes these divisions
3. General requirements for the construction, content and execution of the Regulations on divisions.
3.1. Regulations on divisions generally include the following structural elements and sections:

1. title page;
2. Name;
3. main purpose;
4. regulatory grounds for activity;
5. division structure;
6. functions of the unit and distribution of responsibilities;
7. interactions;
8. material and information support;
9. ensuring working conditions and personnel safety;
10. records management and confidentiality.

3.2. The composition and arrangement of sections of the Regulations, the names of individual sections can be changed taking into account the specifics of the unit.
3.3. In chapter "Main purpose" indicate:

1. the location of the division in the structure of the enterprise (the division can be either independent or part of a larger division);
2. subordination of the division (to whom the division reports - directly to the general director or director of the area, head of the department, service, department, etc.);
3. purpose (main tasks) of the unit;
4. procedure for creating and liquidating a division (if necessary).

3.4. In the section “Regulatory grounds for activity” a list of external and internal regulatory documents is provided in accordance with which this Regulation was developed, 3.5. In the section “Division structure”, in accordance with the specifics of the division, indicate:

1. the structure of the unit, the procedure for its formation and approval;
2. the procedure for appointing, removing and replacing the head of a department (if necessary, indicate the qualification requirements for the head - education, length of service, qualification category);
3. main tasks of the head of the department;
4. the presence of deputies, their number, the procedure for distributing the main tasks of the unit (job responsibilities) among them;
5. the procedure for approving the Regulations on the structural units of the division, approving job descriptions of employees;
6. the procedure for forming the staff of the unit.

Division structure reflect:
in a textual way - by listing structural units (divisions or groups of workers performing work in certain areas, or individual workers) and describing the relationships between them;
graphically - in the form of a diagram that shows the structural units of the department, administrative (solid lines) and, if possible, functional (dashed lines) relationships between them.
3.6. In chapter "Functions of the unit and distribution of responsibility" reflect:
the main actions or types of work that the unit performs to solve the main tasks assigned to it;
distribution of functions (responsibilities) and responsibilities between employees of the unit;
job responsibilities, personal rights and responsibilities of the head of the unit in accordance with current legislation (if necessary).
Functions are presented in order of importance or order of execution.
The regulations on divisions, as a rule, indicate that the responsibility of division employees is established by job descriptions.
3.7. The “Interactions” section describes:
interaction of the unit with other units and officials at the level of material (work, material assets) and information (documents) flows;
frequency and timing of work, provision of information, documents, material assets;
procedure for resolving disagreements that arise between departments.
3.8. The section “Material and information support” describes:
internal and external sources and procedure for providing the unit with equipment, furniture, office equipment, etc.;
organization of accounting and safety of material assets;
the procedure for providing regulatory documents, literature and other information resources.
3.9. In the section “Office work and confidentiality”, a list of cases conducted in the department is given and the official responsible for office work is indicated. If the volume is large, the list of cases is given in the appendix. If necessary, this section establishes the types of information (documents) of a confidential nature, as well as the rules for handling this information.
3.10 In the section “Ensuring working conditions and safety of personnel,” the rules for maintaining the sanitary and hygienic condition of the premises assigned to the department and ensuring the safety of work are given or references to regulatory documents establishing these rules, and also indicate the responsible officials.
4. Development, approval, implementation and registration of Regulations on divisions
4.1. Structural divisions carry out the development and approval of Regulations on divisions independently. The development of the Regulations is usually carried out by the head of the department.
4.2. The contractor is developing a draft Regulation on the division.
4.3. The draft Regulations on the unit are agreed upon with the superior manager and interested officials. Coordination can be carried out, for example, with:
heads of departments with which this department interacts;
head of the personnel department;
head of legal service.
The specific composition of the coordinating units and officials is determined by the head of the unit,
4.4. The head of the unit organizes the familiarization of the department's employees with the approved Regulations.
5. Change, revision and cancellation of the Regulations on divisions
5.1. Changes to the Regulations on divisions are made by heads of divisions in the following cases:
during a planned revision of the Regulations;
when reorganizing, renaming a unit and changing its subordination, as well as changing the staffing table;
when the regulatory framework for activities changes;
at the initiative of the management and employees of the unit in order to improve performance.
5.2. The procedure for approving amendments to the Regulations is similar to the procedure for approving the Regulations. The period for making changes is one month.
5.3. If it is necessary to make a large number of changes, a new edition of the Regulations is developed.
5.4. A planned review of the Regulations is carried out by department heads at least once every five years.
5.5. Cancellation of the current Regulations on a division is carried out upon approval of a new edition or liquidation of this division. If necessary, make appropriate changes and additions to the current organizational and management documents of the Company.

RD 107.12.009-89

Group T55

INDUSTRY GUIDANCE DOCUMENT

REGULATIONS ON STRUCTURAL UNITS AND STRUCTURAL DIVISIONS OF AN ASSOCIATION, ENTERPRISE

Date of introduction 1990-06-01

INFORMATION DATA

1. APPROVED BY GNTU MCI

2. ENTERED INTO EFFECT by the directive letter of the State National Technical University dated 02.11.89 N 017-107/K/2539.

3. PERFORMERS: V.N.BARANOV ( development manager)

T.A.SUVOROVA

4. REGISTERED BY GOSM for N OR 3062 dated 11/27/89.

5. The date of the first inspection is 1993.

The inspection frequency is 5 years.

6. Introduced to replace OST 4G 0.091.044, edition 2-80.

7. Key words: provisions, structure, structural unit, structural unit, independence, tasks, functions, rights, responsibility.

8. Abstract.

Industry guidance document RD 107.12.009-89 was developed in order to ensure a unified approach at industry enterprises to the development of regulations on structural units of associations, branches of industrial enterprises, branches of research institutes (KB), divisions of industrial enterprises and research institutes (KB). Examples of the design of various types of provisions are given.

The RD contains the basic requirements regulating the content, procedure for developing and enacting provisions.


This guidance document (RD) applies to production and scientific-production associations (hereinafter referred to as associations), industrial enterprises (factories), research institutes (research institutes), design and design-technological bureaus (hereinafter referred to as design bureaus), branches of factories, branches Research institutes and design bureaus (hereinafter referred to as branches).

This RD establishes requirements for the construction, design, content, procedure for development, coordination, approval and implementation of provisions on structural units of associations, provisions on branches, provisions on structural divisions of enterprises.

1. GENERAL PROVISIONS

1. GENERAL PROVISIONS

1.1. Structural units of associations, branches, structural divisions of enterprises act on the basis of regulations.

1.2. The provisions are normative documents that determine the legal status of structural units, branches, structural divisions, their place in the system of the association, enterprise, internal organization, assigning to them the functions of the association, enterprise.

1.3. Regulations are being developed on:

structural units of associations;

branches;

structural divisions of independent factories, independent research institutes, design bureaus;

structural divisions of structural units of associations;

structural divisions of branches.

The structural units for which regulations are being developed include:

production facilities (including pilot ones) operating as structural divisions;

main and auxiliary production shops;

independent plots;

branches in research institutes, design bureaus, which are a single planning and reporting unit;

departments (including thematic ones in research institutes, design bureaus);

departments and laboratories within departments;

independent laboratories;

independent bureaus;

bureau as part of production and workshops.

1.4. Regulations are not developed on:

factories, research institutes, design bureaus that have the rights of a legal entity;

sectors;

non-independent laboratories;

non-independent bureaus;

non-independent areas.

Notes:

1. Factories, research institutes, design bureaus that have the rights of a legal entity operate on the basis of the “Law on State Enterprises (Associations)” and the Charter.

2. Sectors, independent laboratories, bureaus and sections act on the basis of regulations on the structural units of which they are a part.

1.5. Regulations are also not developed for departments in which the planning and reporting unit is not the department itself as a whole, but the departments and laboratories included in it.

In such departments, the chief acts as the head of the scientific direction, and work in this area is carried out by departments (laboratories) with their own planning and reporting.

In this case, a job description is developed for the head of the department, as the head of the thematic area, as well as regulations for the departments (laboratories) included in the department.

1.6. Regulations should be developed in accordance with:

this RD;

current legislation;

current organizational, administrative, regulatory and methodological documents in the areas of activity of the structural unit of the association (branch, structural unit).

When changing these documents, it is necessary to make appropriate adjustments or completely rework the provisions.

Note. Organizational, administrative, regulatory and methodological documents related to the activities of a structural unit, branch, structural unit, issued after the approval of the regulations on this structural unit (branch, structural unit), are valid along with this regulation.

1.7. The content of the regulation, the number and name of sections depend on the nature of the object (structural unit, branch, structural unit) for which the regulation is being developed, as well as on the conditions in which the structural unit, branch, structural unit operates.

In this RD, the content of the provisions is presented in the following groups:

regulations on structural units of associations and branches;

regulations on the department in research institutes, design bureaus;

regulations on production (including pilot ones), on workshops of main and auxiliary production, on independent areas;

regulations on departments (including thematic ones in research institutes, design bureaus), on departments and laboratories within departments; about independent laboratories and independent bureaus; about the bureau as part of production and workshops.

What is common to the provisions of each group is the number and names of sections in them.

1.8. Each provision is accompanied by a “Subordination Chart of Structural Units” of a structural unit, branch, or structural unit.

Note. Structural links are independent and non-independent units, officials and performers (individual employees) of the enterprise, the structural link of the lowest level of management is the performer (employee).

2.1. Regulations on structural units of associations and branches

2.1.1. Regulations on structural units of associations and branches should include the following sections:

1. General Provisions;

2) main tasks;

3) property and funds;

4) production and economic activities (for factories - structural units of associations and for branches of factories);

scientific, scientific-technical and economic activities (for research institutes and design bureaus - structural units of associations and branches of research institutes and design bureaus);

5) management;

6) rights;

7) responsibility;

8) audit of activities, reorganization and liquidation.

Note. The organizational structure of a structural unit (branch) is developed and approved separately.

2.1.2. The "General Provisions" section contains:

full name and administrative direct subordination of the structural unit (branch);

level of economic independence of a structural unit (branch);

legal, organizational, administrative and regulatory technical documents (NTD), which guide the structural unit (branch) in its work;

position of a manager heading a structural unit (branch);

the procedure for appointing, approving for a position and dismissing the head of a structural unit (branch);

the procedure for developing, agreeing and approving regulations on a structural unit (branch), its organizational structure and staffing table.



the activities of a structural unit (branch) are based on a plan for the economic and social development of the association (enterprise);

the association (enterprise) ensures compliance with the rights of the structural unit (branch) and monitors the fulfillment by the structural unit (branch) of its obligations;

the structural unit (branch) has stamps indicating its name and conducts correspondence through the post office assigned to it.

It is also possible to introduce other necessary items that specify and clarify the status of a structural unit (branch), if these items, due to their content, cannot be included in other sections of the regulation.

2.1.3. In the section "Main tasks" a list of the main tasks characterizing the purpose and main directions of activity of the structural unit (branch) is given.

The section should be structured in such a way that each main task corresponds to a specific group of functions from the section “Production and economic activities” (“Scientific, scientific, technical and economic activities”).

The formulation of the main tasks should reveal what the structural unit (branch) was created and operates for.

2.1.4. In the “Property and Assets” section, you should indicate which fixed assets and working capital, as well as other material assets and financial resources, are assigned to the structural unit (branch).

In addition, the section must indicate which funds (material incentives, social development, etc.) are formed by the structural unit (branch).

2.1.5. The section “Production and economic activities” (“Scientific, scientific-technical and economic activities”) reflects the content of the activities of the structural unit (branch) to ensure the main tasks assigned to the structural unit (branch).

The content of the activities of a structural unit (branch) should be presented in the form of functions and subfunctions in areas.

For example, in the area:

production activities;

planning;

scientific and technological progress;

logistics and sales;

labor and wages;

personnel and social development of the team;

finance, accounting and reporting, etc.

2.1.6. In the “Management” section, a description of the management system of a structural unit (branch) is given, where you should indicate:

principles on the basis of which the management of a structural unit (branch) is built;



For example, “the director establishes the competence of his deputies...”, “divisions of the enterprise operate on the basis of regulations on these divisions...”, etc.;

the basics of organizing the work of public organizations and their relationship with the administration;

methods of managing a structural unit (branch) by senior managers (procedure for planning, reporting, performance evaluation, etc.);

organizational and administrative documents of the association (plant, research institute, design bureau), which apply to this structural unit (branch).

For example, “Collective Agreement”, “Internal Labor Regulations”, etc.

The section must also indicate that the qualification requirements for the head (director, head) of a structural unit (branch) are the same as for the head of a legally independent enterprise.

It is allowed, if necessary, to introduce other points that specify and clarify the management system of a structural unit (branch).

2.1.7. In the “Rights” section, it is necessary to indicate that the rights of a structural unit (branch) are exercised by its head and according to the distribution of responsibilities established by job regulations (job descriptions) by other employees of the structural unit (branch).



related to representation in other associations, enterprises, organizations;



in relation to other structural units of the association (other branches of the plant, research institutes, design bureaus);

in relation to divisions or individual employees of a structural unit (branch);





The scope of rights must ensure the fulfillment of the tasks and functions assigned to the structural unit (branch), as well as the responsibilities assigned to the head of the structural unit (branch).

2.1.8. In the “Responsibility” section, it should be indicated that the head of the structural unit (branch) is responsible for all activities of the structural unit (branch) as a whole. At the same time, it is necessary to specify and clarify the most significant types of managerial responsibilities.

For example, responsibility for failure to fulfill the tasks and functions assigned to the structural unit (branch) and its responsibilities; responsibility for incorrect and incomplete use of the rights granted to the manager, etc.

Note. For a structural unit (branch) that has switched to economic accounting, it is necessary to indicate that the payment of fines, penalties and other sanctions established by law and the management of the association (plant, research institute, design bureau) is made at the expense of the self-supporting income (profit) of the staff of the structural unit (branch ).


The final paragraph of the section should be a paragraph establishing that the responsibility of other employees of the structural unit (branch) is established by their job descriptions (instructions).

2.1.9. In the section "Audit of activities, reorganization and liquidation" you should indicate:

who audits the activities of the structural unit (branch), how often;

by decision of which body is the reorganization or liquidation of a structural unit (branch);

procedure and terms of liquidation.

2.2. Regulations on the separation

2.2.1. The separation regulations must include the following sections:

1. General Provisions;

2) main tasks;

3) organizational structure;

4) property and funds;

5) scientific, scientific-technical and economic activities;

6) management;

7) head of the department;

8) rights;

9) responsibility.

Note. The section “Property and funds” is introduced when the department, as a single planned unit, is on self-support.

2.2.2. In the "General Provisions" section they provide:

full name and direct administrative subordination of the department;

level of economic independence of the department.

For example: “The department operates on the principles of intra-institutional economic accounting and self-financing”;

legal, organizational and administrative documents and regulatory documents that guide the department in its work;

the position of the manager heading the department, the procedure for his appointment, confirmation to the position and dismissal from the position;

the procedure for developing, coordinating and approving the regulations and staffing of the department;

types of equipment or specific equipment managed by the department.

Note. If the separation regulations contain a section “Property and funds”, then the paragraph regarding the availability of equipment is not given in the “General provisions” section.


The section must indicate that:

The activities of the department are based on the economic and social development plan of the research institute (KB);

The research institute (KB) ensures compliance with the rights of the branch and monitors the fulfillment of the branch’s obligations.

It is allowed to introduce clauses that specify and clarify the status of the department if these clauses, due to their content, cannot be included in other sections of the regulations.

2.2.3. In the section "Main tasks" a list of the main tasks characterizing the purpose and main directions of the department's activities is given.

The section should be structured in such a way that each main task corresponds to a specific group of functions from the section “Scientific, scientific, technical and economic activities.”

The formulation of the main objectives should reveal what the department was created and operates for.

2.2.4. In the “Organizational structure” section, a list of divisions that are part of the department and are directly subordinate to the head of the department and his deputies is provided.

The section also lists individual employees directly subordinate to the head of the department or his deputies.

If the organizational structure of the department is complex, then it is allowed to formalize it in the form of an appendix to the regulations on the department. In this case, the section indicates that the organizational structure of the department is given in the appendix to the regulations.

2.2.5. In the “Property and Funds” section, you should indicate which fixed assets and working capital, as well as other material assets and financial resources are assigned to the department.

In addition, the section must indicate which funds (material incentives, social development, etc.) are formed by the department.

2.2.6. The section “Scientific, scientific-technical and economic activities” should reflect the content of the activities of the department as a whole in ensuring the main tasks assigned to the department.

The content of the department’s activities should be presented in the form of functions and subfunctions in the following areas:

For example:

in the field of scientific and scientific-technical activities;

in the field of planning;

in the field of logistics;

in the field of labor and wages;

in the field of personnel and social development of the team;

in the field of finance, accounting and reporting, etc.

When presenting functions and subfunctions, one should adhere to the wording given in all-Union and industry documents and scientific and technical documentation.

The final paragraph of the section must indicate that the functions of the department are carried out by the divisions and employees included in its composition, in accordance with the regulations (job descriptions) about these divisions (employees), developed and approved in the prescribed manner.

2.2.7. In the “Management” section, it is necessary to characterize the department’s management system, where you should indicate:

the principles on which the department’s management is built;

grounds for the functioning of officials and departments.

For example. “The head of the department establishes the competence of his deputies...”, “the departments included in the department act on the basis of the regulations on these departments...”, etc.;

the basics of organizing the work of public organizations and their relationships with the administration of the department;

methods of managing the department as a whole and its divisions (procedure for planning, reporting, performance evaluation, etc.);

organizational and methodological documents of the research institute (KB), which apply to the department.



It is also possible to introduce other necessary points that specify and clarify the department’s management system.

2.2.8. In the "Head of Department" section you must indicate:

job responsibilities of the head of the department to ensure the tasks and functions assigned to the department are completed;

What should the head of the department know?

The section should be developed in accordance with the qualification characteristics of the head of the department, taking into account the working conditions of the department.

In the case where the head of the department is a deputy director or chief engineer and his competence includes not only department issues, the section “Head of the department” consists of only one paragraph: “The department is headed by the deputy director (chief engineer) - the head of the department, acting on the basis of his official position developed and approved in accordance with the established procedure."

2.2.9. In the “Rights” section, it is necessary to indicate that the rights of the department are exercised by its head and according to the distribution of responsibilities established by the job descriptions by other employees of the department.

Rights must be stated in the following order:

related to representation in other associations, enterprises and organizations;

in relation to senior managers;



in relation to divisions and individual employees of the department;

upon approval, agreement (vising) or signing of documents.

If rights are exercised jointly or in agreement with a trade union body or labor collective, then this should be indicated in the section.

The scope of rights must ensure the fulfillment of the tasks and functions assigned to the department, as well as the responsibilities assigned to the head of the department.

In the “Responsibility” section, it should be indicated that the head of the department is responsible for all the activities of the department as a whole. At the same time, it is necessary to specify and clarify the most significant types of responsibility of the boss.

For example, responsibility for failure to fulfill the tasks and functions assigned to the department and its responsibilities; responsibility for incorrect and incomplete use of the rights granted to the boss, etc.

Note. For a branch that has switched to self-financing, it is necessary to indicate that the payment of fines, penalties and other sanctions established by the regulations on self-financing of the branch is made at the expense of the self-financing income (profit) of the department’s staff.


The final paragraph of the section should be a paragraph establishing that the responsibility of other department employees is established by their job descriptions.

2.3. Regulations on production, workshops of main and auxiliary production, independent areas

2.3.1. Regulations on production (including pilot ones) operating as structural divisions, on workshops of main and auxiliary production, on independent sites should include the following sections:

1. General Provisions;

2) main tasks;

3) organizational structure;

4) property and funds;

5) production and economic activities;

6) management;

7) head of production (workshop, section);

8) rights;

9) responsibility.

Note. If the structure of production (shop) is quite complex, then the section “Organizational structure” is not introduced, and in the section “General Provisions” it should be indicated that the organizational structure of production (shop) is given as an appendix to this provision.

2.3.2. In the "General Provisions" section they provide:

full name and administrative direct subordination of the production (workshop, site);

level of economic independence of production (workshop, site).

For example: “Production operates on the principles of in-plant economic accounting and self-financing”;

legal, organizational and administrative documents and technical documentation that guide production (workshop, site) in its work;

the position of the manager heading the production (shop, section), the procedure for his appointment, approval for the position and dismissal from the position;

the procedure for developing, agreeing and approving regulations on production (workshop, site) and its staffing schedule.

The section must also indicate that:

production activities (workshop, site) are based on a plan for the economic and social development of the enterprise;

the enterprise ensures compliance with the rights of production (workshop, site) and monitors the fulfillment of its obligations by production (workshop, site).

It is also possible to introduce other necessary items that specify and clarify the status of production (workshop, site), if these items, due to their content, cannot be included in other sections of the regulation.

2.3.3. The section "Main tasks" provides a list of the main tasks that characterize the intended purpose and main directions of production activity (workshop, site).

The section should be structured in such a way that each main task corresponds to a specific group of functions from the “Production and Economic Activities” section.

The formulation of the main tasks should reveal what the production (workshop, site) was created and operates for.

2.3.4. In the “Organizational structure” section, a list of divisions that are part of the production (workshop, site) and are directly subordinate to the head of production (workshop, site) and his deputies is given.

The section also lists individual employees directly subordinate to the production manager (workshop, site) or his deputies.

If the organizational structure of production (workshop) is complex, then it is allowed to formalize it in the form of an annex to the regulations on production (workshop, site). In this case, the section indicates that the organizational structure of production (workshop) is given in the appendix to the regulation.

2.3.5. In the “Property and Assets” section, you should indicate which fixed assets and working capital, as well as other material assets and financial resources, are assigned to the production (workshop, site).

In addition, the section must indicate which funds (material incentives, social development, etc.) are generated by the production (workshop, site).

2.3.6. The section “Production and economic activities” should reflect the content of the activities of production (workshop, site) as a single whole in order to ensure the main tasks assigned to production (workshop, site).

The content of production activities (workshop, site) should be presented in the form of functions and subfunctions in areas.

For example, in the field of production, planning, logistics, labor and wages, personnel and social development of the team, finance, accounting and reporting, etc.

When presenting functions and subfunctions, one should adhere to the wording given in all-Union and industry organizational and administrative documents and technical documentation.

The tasks and functions of the divisions included in production (shop), as well as the responsibilities of workers directly subordinate to the head of production (shop) or his deputies, are given in the regulations on these divisions (job descriptions of employees).

2.3.7. In the “Management” section, it is necessary to characterize the production management system (workshop, site), where you should indicate:

principles on the basis of which production management (shop, site) is built;

grounds for the functioning of officials and departments.

For example: “The production manager establishes the competence of his deputies...”, “The workshops included in the production operate on the basis of the regulations on these workshops...”, etc.;

the basics of organizing the work of public organizations and their relationships with the administration of production (workshop, site);

methods of managing production (shop, site) as a whole and its divisions (procedure for planning, reporting, performance assessment, etc.);

NTD and organizational and administrative documents of the enterprise that apply to production (workshop, site).

For example: “Collective Agreement”, “Internal Labor Regulations”, etc.

It is also possible to introduce other necessary points that specify and clarify the production management system (workshop, site).

2.3.8. In the section “Head of production (workshop, site)” you must indicate:

job responsibilities of the production manager (workshop, site) to ensure the fulfillment of tasks and functions assigned to production (workshop, site);

what the production manager (shop, section) should know.

The section should be developed in accordance with the qualification characteristics of the manager, taking into account the operating conditions of the production (workshop, site).

In the case where the enterprise has a single “General job description for the head of an independent structural unit regarding the administrative management of the unit,” in the section of the regulations on the workshop and area, only those points are given that are necessary, but which are not in the “General job description.”

2.3.9. In the “Rights” section, it is necessary to indicate that the rules of production (workshop, site) are carried out by its head and, according to the distribution of responsibilities established by job descriptions, by other workers of production (workshop, site).

Rights must be stated in the following order:

in relation to senior managers;

in relation to divisions and individual workers of production (workshop, site);

upon approval, agreement (vising) or signing of documents.

If rights are exercised jointly or in agreement with a trade union body or labor collective, then this should be indicated.

If the “General Job Description for the Head of a Structural Unit regarding the administrative management of the unit” is in effect at the enterprise, only those items that are necessary, but which are not in the “General Job Description” are written in the section of the regulations on the workshop or section.

The scope of rights must ensure the fulfillment of the tasks and functions assigned to the production (workshop, site), as well as the responsibilities assigned to the head of production (workshop, site).

2.3.10. In the “Responsibility” section, it should be indicated that the head of production (workshop, site) is responsible for all activities of production (workshop, site) as a whole. At the same time, it is necessary to specify and clarify the most significant types of responsibility of the boss.

For example, responsibility for failure to fulfill tasks and functions assigned to production (workshop, site) and one’s duties; responsibility for incorrect and incomplete use of the rights granted to the boss, etc.

Note. For production (workshop, site) that has switched to economic accounting, it is necessary to indicate that the payment of fines, penalties and other sanctions established by the regulations on self-financing of production (workshop, site) are made at the expense of self-supporting income (profit) of the production team (workshop, site) ).


If the enterprise has a “General Job Description for the head of an independent structural unit regarding the administrative management of the unit,” only those items that are necessary, but which are not in the “General Job Description,” are written in the section of the regulations on the workshop and site.

The final paragraph of the section should be a paragraph establishing that the responsibility of other production workers (workshop, site) is determined by their job descriptions.

2.4. Regulations on departments, laboratories, bureaus

2.4.1. Regulations on departments (including thematic ones in research institutes, design bureaus), on departments and laboratories within departments, on independent laboratories, independent bureaus, on bureaus within production and workshops should include the following sections:

1. General Provisions;

2) main tasks;

3) organizational structure;

4) functions;

5) head of department (laboratory, bureau);

6) rights;

7) responsibility.

Note. In necessary cases, for example, when a division is transferred to economic accounting, additionally after the section “Organizational structure” the section “Property and funds” is introduced, which is set out in accordance with clause 2.4.8.

2.4.2. In the "General Provisions" section they provide:

full name and administrative direct subordination of the department (laboratory, bureau);

level of economic independence of the department (laboratory, bureau);

legal, organizational, administrative and regulatory documents that guide the department (laboratory, bureau) in its work;

the position of the manager heading the department (laboratory, bureau), the procedure for his appointment, approval for the position and dismissal from the position;

the procedure for developing, agreeing and approving the regulations on the department (laboratory, bureau) and its staffing table;

the procedure for planning, reporting and evaluating the activities of the department (laboratory, bureau);

types of equipment or specific equipment managed by the department (laboratory, bureau).

Note. If the regulations on a department (laboratory, bureau) contain a section “Property and Facilities,” then the item regarding the availability of equipment is not included in the “General Provisions” section.


In the regulations on enterprise management divisions in the “General Provisions” section, it is allowed to introduce clauses defining:

level of centralization by functions or subfunctions of management implemented by the division;

the object of management of a structural unit and the area of ​​administrative or functional management of this object.

The section may also include other necessary items that specify and clarify the status of the department (laboratory, bureau), if these items, due to their content, cannot be included in other sections of the regulation.

2.4.3. In the section "Main tasks" there is a list of the main tasks that characterize the purpose and main areas of activity of the department (laboratory, bureau).

The section should be structured in such a way that each main task corresponds to a specific group of functions from the “Functions” section.

The formulation of the main tasks should reveal what the department (laboratory, bureau) was created and operates for.

2.4.4. The section “Organizational structure” lists the sectors and bureaus that make up the department (laboratory).

In the regulations on independent bureaus, as well as, if necessary, in the regulations on departments (laboratories), it is allowed to list separate groups of workers performing certain functions.

The section also lists individual employees directly subordinate to the head of the department (laboratory) or his deputies.

If there are no separate groups of employees within an independent bureau, the section “Organizational Structure” is not included in the regulations on the bureau.

2.4.5. The section "Functions" should reflect the content of the activities of the department (laboratory, bureau) to ensure the main tasks assigned to the department (laboratory, bureau).

The content of the unit’s activities should be presented in one of the following ways (at the developer’s choice):

by structural units (sectors, bureaus, groups) of the unit, outlining the functions of first one structural unit, then another, etc. Cross-cutting work for all structural links is presented under the heading “General Functions”;

in accordance with the technological sequence of work performed.

For example, the functions for collecting, processing and analyzing materials are first described, then for planning work, carrying it out, monitoring its progress, etc.;

by objects of activity of the division.

For example, by type of processed products, materials; in the field of standardization of workers' labor; in the field of wage organization, etc.

When setting out functions and subfunctions, one should adhere to the wording given in all-Union and industry organizational and administrative documents.

The responsibilities of employees directly subordinate to the head of the department (laboratory) or his deputies should not be given, since these responsibilities are set out in the job descriptions of employees.

2.4.6. In the section "Head of department (laboratory, bureau)" you must indicate:

job responsibilities of the head of the department (laboratory, bureau) to ensure the fulfillment of the tasks and functions assigned to the department (laboratory, bureau);

what the head of a department (laboratory, bureau) should know.

The section should be developed in accordance with the qualification characteristics of the chief, taking into account the working conditions of the department (laboratory, bureau).



In the case where the head of a department is a deputy director or chief engineer and his competence includes not only department issues, the section “Head of Department” consists of only one paragraph:

"The department is headed by the deputy director (chief engineer) - the head of the department, acting on the basis of his official position, developed and approved in the prescribed manner."

2.4.7. In the content of the “Rights” section, it is necessary to indicate that the rights of the department (laboratory, bureau) are exercised by its head and, according to the distribution of responsibilities established by job descriptions, by other employees of the department (laboratory, bureau).

Rights must be stated in the following order:

related to representation in other associations, enterprises, organizations;

in relation to senior managers;

in relation to other structural divisions of the enterprise;

in relation to structural links (sectors, bureaus, groups) and individual employees of the department (laboratories, bureaus);

upon approval, agreement (vising) or signing of documents.

If rights are exercised jointly or in agreement with a trade union body or labor collective, then this should be indicated.

In the case where the enterprise has a single “General job description for the head of an independent structural unit regarding the administrative management of the unit,” the section provides only those items that are necessary, but which are not in the “General job description.”

The scope of rights must ensure the implementation of the tasks and functions assigned to the department (laboratory, bureau), as well as the responsibilities assigned to the head of the department (laboratory, bureau).

2.4.8. In the “Responsibility” section, it should be indicated that the head of the department (laboratory, bureau) is responsible for all activities of the department (laboratory, bureau) as a whole. At the same time, it is necessary to specify and clarify the most significant types of responsibility of the boss.

For example, responsibility for failure to fulfill the tasks and functions assigned to the department (laboratory, bureau) and its responsibilities; responsibility for incorrect and incomplete use of the rights granted to the boss, etc.

Note. For a department (laboratory, bureau) that has switched to self-financing, it is necessary to indicate that the payment of fines, penalties and other sanctions established by the regulations on self-financing of the department (laboratory, bureau) is made at the expense of the self-financing income (profit) of the department (laboratory, bureau) team ).


In the case where the enterprise has a single “General job description for the head of an independent structural unit regarding the administrative management of the unit,” the section provides only those items that are necessary, but which are not in the “General job description.”

The final paragraph of the section should be a paragraph establishing that the responsibility of other employees of the department (laboratory, bureau) is determined by their job descriptions.

3. APPENDICES TO THE REGULATIONS

3.1. Each regulation on a structural unit (a branch, a structural unit) must have a “Subordination Chart of Structural Units” as a mandatory appendix. In this case, the full name of the structural unit (branch, structural unit) must be given.

For example: “Scheme of subordination of structural units of the Instrument-Making Plant of the Volga Production Association”, “Scheme of subordination of structural units of the department of the Chief Technologist”, etc.

3.2. The regulations on structural units (branches), as well as the regulations on departments, production and workshops, consisting of a significant number of structural units, have as an appendix the “Organizational structure of the structural unit” (branch, department, production, workshop). The organizational structure is drawn up in the form of tables and approved simultaneously with the regulations on the structural unit (branch, department, production, workshop).

3.3. If necessary, a document regulating the main relationships between this structural unit and other divisions or officials of the association (enterprise) may be attached to the regulations on a structural unit.

3.4. The following should be reflected in graphical form on the “Subordination Chart of Structural Units”:

divisions that are part of a structural unit (branch, structural unit);

connections between the administrative subordination of these units.

3.4.1. On the “Subordination Chart of Structural Units,” it is allowed, if necessary, to depict sectors and non-independent bureaus within divisions, as well as to show positions directly subordinate to the manager.

3.4.2. It is allowed, if necessary, to depict the connections of functional subordination of structural links.

3.4.3. The “scheme of subordination of structural units” is drawn up on a sheet of arbitrary format.

It is recommended to depict structural links in the form of rectangles arranged in a hierarchical order, with the following relationships between the sides given in Table 1.

Table 1

Rectangle Aspect Ratio		Scheme of subordination of structural units of a structural unit, branch	Scheme of subordination of structural units of department, production	Scheme of subordination of structural units of a structural unit
Horizontal side	Vertical side
		Director, chief	Head of Department, Head of Production
		Chief Engineer
		Deputy Director, Department Director, director of operations	Deputy Head of Department, deputy production manager	Head of department, workshop, independent laboratory, bureau, section
		Deputy Chief Engineer	Department, workshop, independent laboratories, bureau, site	Deputy Chief
		Department, workshop, independent: laboratory, bureau, site; an employee directly subordinate to the director (chief) or chief engineer	Sector, laboratory, bureau, site; employee directly subordinate to the head of the department (production)	Sector, laboratory, bureau, site; employee directly subordinate to the boss
		Sector, laboratory, bureau, site

3.4.4. The names of structural units must exactly correspond to the names established by the current industry organizational and administrative documents and regulatory documents, and also correspond to the names in the approved organizational structure of the enterprise or association.
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The foundation of the organizational activities of any institution are organizational and legal documents. They regulate the status of the organization, its structure, staffing levels, officials, and also determine the rights, duties, responsibilities and procedures for interaction of its separate structural divisions and officials.

In this article we will dwell in detail on such an organizational and legal document as a regulation.

Our information

Organizational and legal documents include:

• charter;
• memorandum of association;
• regulations on the organization;
• provisions on structural, separate divisions, on the collegial (advisory) body of the organization, etc.;
• regulations;
• staffing schedule;
• instructions;
• job description;
• internal labor regulations, etc.

All organizational and legal documents are subject to approval either by a higher organization, or by a manager or collegial body (if there is one) - a board of directors, a meeting of shareholders, etc. All standards contained in these documents are binding.

Types of provisions

Our dictionary

Position is an organizational and legal document that regulates the formation, rights, duties, responsibilities and organization of work of a structural unit (official, advisory or collegial body), as well as its interaction with other units and officials.

Several types of provisions may apply in a commercial organization:

• Regulations on the organization;
• regulations on structural divisions, for example Regulations on accounting or Regulations on the personnel department;
• provisions defining the activities of a commission or group, for example, the Regulations on the Expert Archival Commission;
• provisions regulating the work of officials, for example the Regulations on the General Director;
• provisions governing organizational relations on a specific issue, for example, the Regulations on the certification of employees or the regulations on working with statements and claims of individuals.

The practical benefit of the provisions is that they spell out as specifically as possible who should do what, what tasks to perform and what to be responsible for. In turn, this greatly facilitates monitoring the implementation of the manager’s instructions. When two departments of an organization “shift” the implementation of a task to each other, delaying its solution, and cannot agree among themselves who will do what, the regulations on departments will help to figure it out. Therefore, forward-thinking managers usually have a personal interest in having their department's regulations prepared and in as much detail as possible.

The simplest example: a department wants to archive undocumented documents - in folders or in bulk. The documents are not sorted and it is unknown which cases they relate to. The head of the department insists that the secretary must sort out these documents and organize them into files. The secretary, having opened the Regulations on the Archive, draws the boss’s attention to the fact that the archive accepts documents formed into files in accordance with the nomenclature of files. This is an internal corporate law, and you have to take it into account.

note

Documents such as the Regulations on Certification, Regulations on Handling Claims, etc., are essentially step-by-step guides to action: they describe in detail each stage of solving a particular problem.

Regulations on the structural unit

Provisions on structural divisions are perhaps the most common and popular type of provisions. Since the requirements for regulations on structural units and the rules for their development are not established by law, each organization independently decides which issues of the activities of a particular unit should be regulated in these local regulations. The main sections of the standard Regulations on the division are presented in the table.

Main sections of the Regulations on the division and their contents

	Position section
	General provisions	full name of the structural unit (hereinafter referred to as the joint venture); name, number, date of the legal act on the basis of which the joint venture was created; regulatory documents that the joint venture follows in its activities; who heads the joint venture; to whom does the joint venture report? the procedure for appointing and dismissing the head of the joint venture; presence of a seal
	Main goals	Problems for which the joint venture was created and operates
		Specific types of work performed by the joint venture as part of solving its main tasks
	Rights and obligations	Rights and responsibilities of the director and employees of the joint venture when performing their functions
	Responsibility	Types of liability that the head and employees of a joint venture may bear in case of failure to fulfill their duties (disciplinary, administrative, and in some cases criminal)
	Relationships	The procedure for interaction of the joint venture with other divisions of the organization: in what form it is carried out, what documents are created, etc.

Position details

When preparing the regulations, the following document details are drawn up:

• name of company;
• name of the document type;
• title to the text;
• document date;
• document registration number;
• place of compilation or publication of the document;
• document approval stamp;
• document text;
• visa document approval.

Let's take a closer look at the design features of these details in the regulations.

• Name of company. The name of the author organization is indicated according to the constituent documents. If these documents, along with the full name, also contain an abbreviated name, then it is also indicated (Example 1). Names in the languages ​​of the constituent entities of the Russian Federation or in foreign languages ​​are indicated below the name in Russian or to the right of it on the same level.

The authors of the regulation may be two or more organizations (for example, if a Regulation on Relationships is created). In this case, the names of organizations are located at the same level (if we are talking about companies that are not subordinate to each other), as in Example 2, and at different levels (if one institution is subordinate to another).

• Name of the document type. This attribute is printed in capital letters: POSITION, no dot is placed after it.

• Title to the text. Typed on a new line and answers the questions: about what (about whom)?(see options for location of props in Examples 1 and 2).
• Document date. The date of the document is the date of its approval. It is entered in the appropriate field by the approving official. If the provision is signed by two or more organizations, then its date will be the date of the last approval (see Example 2).

• Place where the document was compiled or published. This detail is issued if the place of publication of the regulation cannot be determined by the name of the organization. So, for example, for Tomsk Utility Systems CJSC it is not required to fill it out, unlike Srednevolzhskaya Construction Company OJSC. If in the first case it is clear where the enterprise is located, then by the second name it is impossible to determine the exact location of the organization.

On the other hand, if a document is issued by a branch of Tomsk Communal Systems CJSC, located in the district center of the Tomsk region, then this district center will be indicated as the place of preparation of the document (see Example 1).

• Document approval stamp. Typically, the provisions are approved by the head of the organization. But within the framework of their competence and if they have the appropriate authority, another official can do this. For example, the Administrative Director can also approve the Regulations on paperwork based on citizens’ appeals. The approval stamp in the regulation consists of the word APPROVED, the title of the position of the person approving the document, his signature, initials, surname and date of approval (see Example 1).

In addition, the position can be approved by an administrative document - usually an order on the main activity. In this case, the approval stamp consists of the word APPROVED, the name of the approving document (in the instrumental case), its date and number (see Example 2).

Example 1

Top of a regulation issued by a branch of the organization

Example 2

Top of a position approved by two organizations

POSITION

about the relationships between organizations

05/26/2014 No. 6/24-Gender

• Document text. For convenience, the text of the regulation is divided into sections, each of which is assigned a serial number. All provisions of the section are also numbered. This is done so that one can easily refer to one or another norm of the situation (see Example 5).

• Visa document approval. The regulation is subject to mandatory agreement with all interested officials. It is convenient to prepare an approval sheet for the provision, which will be an integral part of the document. The visa consists of the word AGREED, the position of the person with whom the document was agreed, a personal signature, its transcript and the date of approval.

If approval is carried out by document, then the approval stamp includes the word AGREED, the name of the document, its date and number. The completed approval sheet is signed and dated (see both options in Example 3).

Example 3

Approval sheet for the position

APPROVAL SHEET
to the Regulations on the preparation and transfer of documents to the archive
06/19/2014 No. 5-P/2014

AGREED
Minutes of the meeting of the expert commission
LLC "Pristan"
dated June 16, 2014 No. 3

AGREED
Administrative director
Vasiliev N.K. Vasiliev
17.06.2014

AGREED
Head of the legal department
Lapshina T.A. Lapshina
18.06.2014

The regulations have been developed. What's next?

All interested employees of the enterprise must be familiarized with the approved regulations: if this is a regulation about a department, then all employees of the department; if the provision is about working with claims - everyone who works with claims, etc. On his first working day, every new employee of the organization must study all the provisions and instructions under which he will have to work.

The familiarization visa is issued in a similar way to the approval visa, but is done with his own hand: the employee writes “Familiarized” or in more detail “I have read the Regulations on Bonuses”, indicates his position, signs, deciphers the signature and indicates the date of familiarization.

By the way

The question of where to write information about familiarization with the document is solved in different ways. You can draw up a document familiarization sheet that is filed with the position. When one sheet is completed, you need to file another, etc.
Visas to familiarize yourself with the provisions relating to labor relations with staff can be written directly into the employment contract with the employee even before it is signed.

The provision is an unlimited document and is valid from the moment of its approval until cancellation or replacement with a new one. Periodically (every few years) the provision must be reviewed and, if necessary, relevant changes must be made to it. Cancellation of a provision, its replacement or amendments to it are made by order for the main activity (Example 4).

Example 4

Order to cancel the current provision and approve a new one

Limited Liability Company "Gibraltar"
(Gibraltar LLC)

ORDER

27.06.2014 № 33

Moscow

Due to a change in the staffing structure of Gibraltar LLC

I ORDER:

1. Cancel the current Regulations on the advertising department of Gibraltar LLC from 07/01/2014.
2. Approve and put into effect the Regulations on the marketing management of Gibraltar LLC from 07/01/2014 (Appendix 1).
3. Head of the HR Department Ivanova R.A. familiarize employees with this order against signature by 06/30/2014.
4. I reserve control over the execution of this order.

CEO Vladimirov P.A. Vladimirov

In accordance with Art. 50 of the List of standard management archival documents generated in the course of the activities of state bodies, local governments and organizations, indicating storage periods, approved by Order of the Ministry of Culture of Russia dated August 25, 2010 No. 558, the canceled provision is stored in the organization’s archives permanently.

Regulations on the Secretariat

In conclusion, we give an example of the Regulations on the secretariat of a non-governmental organization (Example 5).

Example 5

Regulations on the Secretariat

Limited Liability Company "Perekrestok"
(Perekrestok LLC)

POSITION
about the secretariat

07/14/2014 No. 7/25-Gender

Moscow

1. GENERAL PROVISIONS

1.1. The Secretariat is a structural division of the Limited Liability Company "Perekrestok" (hereinafter referred to as the Organization).

1.2. The creation, reorganization and liquidation of the secretariat are carried out by decision of the General Director of the Organization and are formalized by order on the main activities.

1.3. The secretariat is managed by the head of the secretariat.

1.4. The head of the secretariat reports directly to the General Director of the Organization, is appointed and dismissed by his order.

1.5. In its activities, the secretariat is guided by:

1.5.1. Legislation in the field of information and documentation.

1.5.2. Regulatory acts of the President and Government of the Russian Federation, Gosstandart of Russia and Rosarkhiv on issues of documentation support for management and archival storage of documents.

1.5.3. Charter of the Organization.

1.5.4. By orders and instructions of the General Director of the Organization.

1.5.5. Instructions for the organization's office work.

1.5.6. Other regulations and methodological documents on the organization of documentation, organizational and information and reference support for management.

1.5.7. By these Regulations.

2. STRUCTURE OF THE SECRETARIAT

2.1. The secretariat includes:

2.1.1. Assistant to the General Director.

2.1.2. Secretary of the Deputy General Director.

2.1.3. Secretary to the Chief Engineer.

2.1.4. Office Manager.

2.1.5. Courier.

2.2. The responsibilities of secretariat employees are established by job descriptions.

3. MAIN TASKS OF THE SECRETARIAT

3.1. The main tasks of the secretariat are:

3.1.1. Documentation support for the work of the Organization's management: the General Director, his deputy, the chief engineer (hereinafter referred to as the Management), as well as the collegial body of the Organization - the Meeting of Founders.

3.1.2. Organizational support for the work of the Organization's Management.

3.1.3. Reference and information support for the work of the Organization's Management.

4. FUNCTIONS OF THE SECRETARIAT

4.1. The Secretariat performs the following functions:

4.1.1. Processes incoming, outgoing and internal documents of the Organization.

4.1.2. Receives, transmits and records fax messages, telephone messages, telegrams, electronic messages received by the Organization’s Management and sent on its behalf.

4.1.3. Accepts, reviews and submits for consideration documents received by the Organization's Management.

4.1.4. Monitors the correctness of execution of documents submitted for signature to the Organization's management.

4.1.5. Prepares, on behalf of the Organization’s Management, drafts of individual orders, instructions, official letters, certificates and other documents, coordinates them with the heads of structural divisions and other officials and specialists.

4.1.6. Edits documents on behalf of Management.

4.1.7. Provides printing, scanning and prompt reproduction of documents used in the activities of the Organization's Management.

4.1.8. Ensures accounting and timely registration of documents and their safety.

4.1.9. Organizes rational document flow and control of document movement in the Organization.

4.1.10. Monitors the correctness of paperwork and provides methodological and organizational assistance to the Organization's employees in the preparation of documents.

4.1.11. Ensures the formation of secretariat files in accordance with the approved nomenclature of files, their storage, timely transfer of files to archival storage and allocation for destruction of files and documents with expired storage periods.

4.1.12. Organizes the planning of the working day of the Organization's Management.

4.1.13. Provides telephone service to the Management and employees of the Organization.

4.1.14. Draws up draft work plans for the Meeting of Founders of the Organization.

4.1.15. Prepares materials for meetings of the Meeting of the Founders of the Organization, ensures their timely distribution to interested organizations and individuals.

4.1.16. Provides timely information about meetings of the Meeting of Founders of the Organization.

4.1.17. Prepares and organizes operational meetings and meetings with the Organization’s Management.

4.1.18. Carries out logistical support for meetings and conferences held by the Organization’s Management.

4.1.20. Monitors the implementation of decisions of the Meeting of Founders of the Organization.

4.1.21. Organizes the reception of visitors by the Management and employees of the Organization.

5. RIGHTS OF THE SECRETARIAT

5.1. The head of the secretariat has the right:

5.1.1. Participate in the prescribed manner in the hiring and dismissal of secretariat employees.

5.1.2. In agreement with the Management of the Organization, carry out the selection, placement and relocation of secretariat employees.

5.1.3. Distribute work among secretariat employees.

5.1.4. Represent secretariat employees for promotion, as well as make proposals to bring them to disciplinary liability.

5.1.5. Make proposals to change the structure and staff of the secretariat.

5.1.6. Make proposals to the Management of the Organization to improve the work of the secretariat.

5.1.7. Conduct correspondence regarding the activities of the secretariat.

5.2. Secretariat employees have the right:

5.2.1. Receive, in the prescribed manner, information necessary for work from other structural divisions of the Organization.

5.2.2. Require heads of structural divisions and employees of the Organization to timely submit documents and information to the Management of the Organization.

5.2.3. On behalf of the Organization's Management, involve employees of other structural divisions to prepare draft orders, instructions and other documents.

5.2.4. Return draft documents drawn up by them in violation of current norms and rules for revision to the Organization’s employees.

5.2.5. Make proposals to improve the work of the secretariat.

6. RELATIONS AND CONNECTIONS OF THE SECRETARIAT WITH OTHER STRUCTURAL DIVISIONS OF THE ORGANIZATION

6.1. The Secretariat presents to the Management of the Organization:

6.1.1. Received correspondence for consideration.

6.1.2. Draft documents for consideration and signing.

6.1.3. Internal memos, proposals, certificates, information and other materials from structural divisions and officials of the Organization for consideration.

6.2. The Secretariat receives from the Organization's Management:

6.2.1. Documents received from other organizations with the resolution of the Management.

6.2.2. Proposals, memos, certificates from structural divisions of the Organization with the resolution of the Management.

6.2.3. Signed orders, instructions, protocols, letters and other documents.

6.2.4. Approved regulatory documents.

6.2.5. Approved work plans for structural units and the collegial body of the Organization.

6.3. The Secretariat sends to the structural divisions of the Organization:

6.3.1. Copies of orders (extracts from orders) for execution.

6.3.2. Copies of minutes (extracts from minutes) of meetings of the Meeting of the Founders of the Organization for execution.

6.4. The Secretariat receives from the structural divisions of the Organization:

6.4.1. Projects of official letters.

6.4.2. Draft orders and instructions.

6.4.3. Information and reference materials.

6.5. The Secretariat sends business letters and information materials to other organizations.

6.6. The Secretariat receives business letters and information materials from other organizations.

7. RESPONSIBILITY OF THE SECRETARIAT

7.1. Secretariat employees are responsible for:

7.1.1. For failure to perform or improper performance of the functions assigned to them by job descriptions;

7.1.2. Failure to comply with or violation of the requirements and norms of current legislation during the preparation and execution of documents;

7.1.3. Reliability of reporting data, information and other materials prepared in the secretariat and presented to the Management of the Organization and/or the management of the structural divisions of the Organization;

7.1.4. Loss and damage to files and documents;

7.1.5. Failure to comply with storage conditions for files and documents;

7.1.6. Loss and damage to seals and stamps.

7.2. The head of the secretariat is responsible for:

7.2.1. For failure to perform or improper performance of the functions and duties assigned to him;

7.2.2. Rational placement of secretariat workers and organization of their work;

7.2.3. Organization of advanced business training for secretariat employees;

7.2.4. The state of labor discipline in the secretariat;

7.2.5. Compliance with internal labor regulations, labor protection and safety regulations by secretariat employees.

The most diverse and least regulated group of documents of an organizational and legal nature represents regulations on departments, samples of which can be found in any organization, regulations, instructions, rules. They are developed by the relevant departments of enterprises in all areas of the company’s work.

Substance of the document

Regulations on departments, samples of which are often kept by the organization's personnel, are legal acts that establish the basic rules for the work of companies, their structural units, subordinate institutions, enterprises and organizations.

Another interpretation of the regulation is a collection of rules that regulate certain areas of activity (political, cultural, economic, etc.).

A separate group of documents is being developed to regulate a set of labor, organizational, and other relations on various specific issues. For example, a sample of a standard regulation on the personnel department, a regulation on document flow, etc.

In addition to standard acts, documents of an individual nature are being developed. The purpose of developing these provisions by higher-level organizations is to regulate the activities of specific subordinate structures, divisions, bodies, etc.

Regulations on departments, samples of which are developed at each enterprise, relate to local regulatory acts. Their goal is to regulate all areas of work of specific divisions of the company.

Regulations on departments according to the sample are drawn up on general forms and include the following details:

• Name of the enterprise.
• Name of the type of act developed.
• Date of document creation.
• Registration serial number of the act.
• Place where the document was compiled.
• Stamp "Approved".
• Document text.
• Signature of the head of the organization.

An order approving the regulations of the department (sample below) is drawn up by employees of the HR department and signed by the head of the enterprise.

Regulations on structural divisions consist in most cases of six sections:

1. General information.
2. Tasks and goals of the unit.
3. Functions of the department.
4. Rights and responsibilities of a structural unit.
5. Department responsibility.
6. The relationship of the unit with other structural units.

General information

The general information about the department's regulations (sample section below) contains the following information.

• The full name of the structural department (and abbreviated name if it is recorded in the statutory documents).
• An indication of the place occupied by the unit in the structure of the enterprise (organization).
• Determining the degree of economic and business independence.
• Information about who directly reports to the specified unit.
• Information about the position of the person who manages the structural department, the procedure for his appointment (dismissal) from position.

A sample regulation on the HR department of an enterprise is one of the first to be developed, since these entities are engaged in hiring new employees.

A separate paragraph of the first section of the act is a list of basic legal, regulatory, instructional, policy documents that are taken as the basis for the activities of the unit.

If the department is divided into subdivisions or sectors, the general provisions may include a subclause on the internal structure. This subsection contains information about the internal division of the department, indicating the name (full, abbreviated), positions of the heads of each of their divisions, indicating directly subordinate persons and bodies.

The final paragraph contains information about whether the department has a separate seal. If it is present, a description of the item, purpose, and storage conditions are indicated.

Tasks and goals of the unit

The regulations on the personnel department, a sample of which was presented above, and other organizational structural units in the second section contain goals and tasks developed on their basis. This point should justify the existence of the corresponding department in the structure of the organization.

The goals that management sets for the division must meet the requirements of reality, long-term and connection between themselves and other plans and objectives of the enterprise as a whole.

Department functions

A sample regulation on the personnel department and other structural divisions must contain a complete list of the functions of a specific department with the distribution of which powers are assigned only to the specified entity, and which powers are vested in the unit together with other departments.

If any functions are of a general nature, the section indicates in what form this or that department is involved in the process of exercising powers. If there is an internal structure, the names of each subdepartment and its functional responsibilities are written down.

Rights and responsibilities of a structural unit

The fourth section of the document (sample regulations on the legal department of the organization below) contains information about the rights and responsibilities of the structural unit.

This paragraph contains a list of the powers of this unit and the responsibilities that it bears in the process of carrying out its activities. The section also records the characteristics of rights of a specific nature that do not have similar structure departments.

If a division is endowed with any powers in relation to other structural units, a separate column indicates to what extent the subject can exercise the legalized ability to offer (demand, prohibit, use) something from a subordinate department.

The scope of rights is established depending on the extent to which their implementation will help effectively fulfill assigned duties and perform functions.

Department Responsibility

The section on responsibility is considered one of the most important in the act (for example, in the provision on the legal department of the organization, a sample of which was presented above). It sets out the types of administrative, disciplinary and, in exceptional cases, criminal liability.

A great responsibility lies with the employees of the procurement department (sample position below), which is directly stated in the relevant federal laws.

Often, sanction measures are applied only to the head of the relevant department if he improperly performs his assigned duties. The section must also contain precise formulations of economic responsibility in relation to the management of internal economic accounting.

Relationships of the unit with other structural units and organizations

An important aspect of the work of departments is the interaction of departments within the organization and with external entities. An important role here is played by the provision on the legal department (a sample is presented in the article), which should reflect the ways of exercising powers outside the enterprise, since legal specialists often interact with third parties and organizations based on the specifics of their work.

The sixth part should record the document flow process within the department and in interaction with other departments. A list of basic documents that should be developed by the relevant structural units personally and jointly with other departments is also indicated here.

An important aspect of the sixth section is the determination of the frequency and timing of the submission of developed acts.

At the end of the business paper, which completes the drawn up act, the signature of the head of the structural unit and a mark confirming the approval of the document by the head of the entire enterprise are placed.

Regulations on collegial and advisory bodies

A separate point is the provision on collegial and advisory bodies. It is an organizational document that has a regulatory and legal nature.

The provision under consideration includes the following subparagraphs:

• compound;
• features of the formation order;
• competence;
• operating procedure;
• rights and obligations.

Bodies of an advisory or collegial type can be governing (for example, a board of directors, a board of directors) and specialized (academic, scientific, technical or pedagogical council).

The regulations on an advisory or collegial body record the following information:

1. Subject status.
2. The procedure for drawing up work plans.
3. Features of the preparation of materials considered at the meeting.
4. Submission of approved materials and other papers for consideration.
5. The procedure for examining documents and making the final decision made at the meeting.
6. Maintaining written minutes.
7. Formalization of the final decision.
8. The procedure for announcing the decision to all performers.
9. Providing the meetings with material and technical equipment.

Features of drawing up some provisions

The personnel regulations can be drawn up in relation to all employees or employees of a separate unit. For example, a regulation on a commercial department (sample below) can be developed separately, and on members of a structural department - separately.

The personnel document should reflect the following aspects:

• issues of social and professional development of members of the work team;
• establishing the basic principles of labor relations between staff and the employer;
• determining ways to organize work;
• disclosure of the personnel concept of the enterprise - the principles and system of hiring, drawing up plans, stimulating performance, policy in the social sphere of the company, etc.;
• formulation of mutual responsibility of staff and employer.

The Regulations on the Personnel Department, a sample of which is taken from the practice of office work in foreign countries, is a document designed to regulate social and labor relations in the process of forming commercial-type organizations and enterprises in the country during the formation of the institution of private property relations.

Due to the fact that the emergence of a new type of acts is associated with the emergence of financial and commercial relations, the role of relevant documents has increased. The regulations on the commercial department, on the basis of which an act regulating the specifics of personnel work is often drawn up, together with the document under consideration, is developed by specialized specialists: employees of the payment and labor organization department, personnel departments, legal services, etc.

In most cases, a group of employees is headed by the HR director, deputy head of the enterprise development department, or the head of the company himself. The Labor Code does not contain requirements for the drafting of provisions of this type. In this regard, its paragraphs are not relevant to citizens who provide services to organizations under civil law contracts.

The Personnel Regulations contain principles for building relationships between the administration and employees, the list of which includes the following aspects:

• compliance with legal regulations;
• equality of subjects;
• voluntariness of taking on obligations;
• authority of legal representatives of subjects;
• prevention of compulsory or forced labor, discrimination in the work process;
• reality of fulfillment of undertaken obligations.

In the process of developing the regulation, the employer must take into account the specified principles of interaction between the parties, as well as other rules for building relationships between the employer and employees. Failure to comply with recorded requirements may result in social and legal liability.

Often, business owners demand the inclusion of clauses prohibiting criticism of company policies when talking with competitors and clients. In addition, it is not allowed to disclose information about the difficulties that the enterprise has to outsiders. It is also strictly prohibited to perform actions that undermine the reputation of the organization.

There are no uniform layouts and forms for the position under consideration. Therefore, each enterprise must develop an act independently.

The next special type of provision is an act of moral and material encouragement. It is considered a local document, so insurance and pension authorities, when controversial issues arise regarding payments, often do not accept acts developed at the enterprise.

The purpose of developing the regulations is to motivate employees to improve the quality of productivity in fulfilling the tasks assigned to employees, conscientious and timely performance of duties, and increasing the degree of responsibility.

The document must contain the following sections:

• principles of application of incentive measures;
• basic performance assessment indicators;
• types, measures, forms of encouragement;
• procedure for selecting employees;
• the competence of the manager regarding the application of measures;
• grounds for rewarding employees (directive, order);
• procedure for carrying out relevant activities.

Often, acts on the application of incentive measures are drawn up within the framework of the regulations on the financial department of the enterprise, a sample of which is developed together with other similar documents.

The signing of the relevant papers is carried out by the deputy heads of the enterprise, who regulate the work of these areas (often most of the regulations are made up of personnel employees and specialists from the legal department).

An organization most often provides for the need for all documents drawn up to be endorsed by the head of the legal service or another official who is responsible for the legal aspect of the enterprise’s activities.

Some companies require that the chief accountant also check the documents being drawn up, especially if the position involves large financial costs. The final approval is carried out by the head of the enterprise.

Document structure layout

The paragraphs of the document in question are similar to the sections of the regulations on the accounting department (sample below) and other divisions of enterprises. The act must disclose the following aspects of the company’s work:

1. General provisions.
2. Basic principles for building the work of an enterprise and the relationship between the organization’s management and staff.
3. The procedure for recording labor relations.
4. Basic powers and responsibilities of the employer.
5. Rights and obligations of company employees.
6. Time of work and rest.
7. Payment procedure.
8. Social guarantees.
9. Methods for assessing employee qualifications.
10. Ensuring employment of workers.
11. Disciplinary measures (penalties and rewards).
12. Final points.

If the company has developed a document regarding personnel, then new employees are introduced to the situation before signing an employment contract.

Regulations on departments and structural divisions, samples of which are available at each enterprise, are developed with the aim of regulating the work of all departments of the organization, distributing responsibilities between them, fixing the powers of each entity of the company and determining the limits of responsibility of each unit included in the structural system of the company.

 

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