Personnel planning system by example. Personnel planning. Personnel planning has as its goal - to meet the needs of the organization in the required number of specialists in a specific time frame "2. These definitions are taken from American history

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Goals, objectives and methods of personnel planning in the organization. Basic technologies, problems and stages of personnel planning. Ensuring the integration of workforce planning into the plans of the organization. Problems of personnel planning development in "Super-MIX" LLC.

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FINAL QUALIFICATION

WORK

ON THE DISCIPLINE "PERSONNEL MANAGEMENT"

Personnel planning at the enterprise (on the example of Super-MIX LLC)

Introduction

Chapter 1. Theoretical foundations of personnel planning

1.1 Goals, objectives and methods of personnel planning in the organization

1.2 Main technologies, problems and stages of personnel planning

Chapter 2. Analysis of methods and technologies of personnel planning in Super-MIX LLC

2.1 Organizational philosophy of Super-MIX LLC and tasks of personnel planning

2.2 Ensuring the integration of personnel planning into the plans of the organization and the problems of development of personnel planning in Super-MIX LLC

Conclusion

Bibliography

Introduction

Modern economic relations have significantly changed the requirements for the training of personnel, for their professional qualities, Special attention high productivity of labor, especially managerial: the ability to solve problems, a creative approach to labor activity, self-development, self-management.

It has been established that the results of labor largely depend on a number of factors, including the ability to carry out personnel planning at the enterprise. And here, in the field of personnel planning, the need to take into account and plan the human factor as one of the most significant in the activities of an enterprise comes to the fore. Formation labor resources- a complex and responsible function.

The first stage is connected with the assessment of the labor resources available at the enterprise. In fact, this process can be defined as an internal certification of employees at the enterprise itself. It is necessary to single out from the total mass of employees those who solve all the tasks assigned to them, those who perform most of the duties in good faith, but for various reasons they cannot perform the rest, identify employees who do not perform most of their duties and those who are currently not able to needed.

At the second stage of personnel planning, future staffing needs are determined. The purpose of such planning is to organize long-term work with personnel. There is a planning of the need for personnel replacement: by years in connection with retirement, dismissal, transition to disability, etc. It is also planned to reduce the number of personnel due to rationalization or reduction in production volumes. With the expansion of production and the development of entrepreneurial ability, it is planned to expand the number of personnel.

Personnel planning allows you to take into account the problems of real and future staffing needs in a timely manner.

The purpose of the work: a theoretical study of personnel planning and consideration of the problems of increasing the efficiency of personnel planning in the activities of Super-MIX LLC.

Work tasks:

1) Reveal the main theoretical questions implementation of personnel planning in the organization;

2) To reveal the methods and technologies of personnel planning in personnel management as one of the management functions of Super-MIX LLC and the main directions for improving its efficiency;

3) Determine the features of the implementation of the personnel planning function in the personnel management of Super-MIX LLC.

Object of study:

Personnel planning as a process of increasing the efficiency of management at the enterprise.

Subject of study:

Methods and technologies of personnel planning (on the example of Super-MIX LLC).

The work consists of an introduction, two chapters (theoretical and practical), a conclusion and a list of references.. When writing the work, the works of such authors as Kibanov A.Ya., Korotkov E.M., Pushkarev N.F., Egorshin A.P. were used. and etc.

Chapter 1. Theoretical foundations of personnel planning

1.1 Goals, objectives and methods of personnel organization planning

Personnel planning (equivalents found in the literature - personnel planning, planning of the working composition of an enterprise) is defined as "the process of providing an organization with the necessary number of qualified personnel hired for specific positions at a specific time"1. According to another definition, personnel planning is "a system for the selection of qualified personnel, using two types of sources:

- internal (employees available in the organization);

- external (found or attracted from the external environment).

Personnel planning has as its goal - to meet the needs of the organization in the required number of specialists in a specific time frame "2. These definitions are taken from American sources.

Personnel planning is a directed activity of an organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining general and additional needs, monitoring its use.

Foreign sources focus mainly on planning the organization's needs for personnel, while domestic sources accept this only as one of the types of personnel planning, highlighting, in addition, a number of concepts (planning the use of personnel, planning its training, and so on).

The first task of personnel planning is to "translate" the existing goals and plans of the organization into specific needs for qualified employees, i.e. to deduce the unknown quantity of necessary workers from the available equation of the plans of the organization; and determine the time at which they will be requested. And as soon as these unknown values are found, within the framework of personnel planning, it is necessary to draw up a program of actions necessary to achieve the goals.

In essence, each organization is engaged in personnel planning, the question is only at the level of the question. Some organizations are doing serious research in this regard, others are limited to superficial attention in relation to personnel planning.

The planning process is not homogeneous and includes a number of constituent parts, which in turn also have a complex structure. The components of personnel planning are shown in Scheme No. 1.

Scheme No. 1

Components of the personnel planning process

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Be that as it may, the long-term success of any organization undoubtedly depends on having the right people at the right time in the right positions. Organizational goals and strategies to achieve these goals only matter when people with the required talents, skills and abilities are engaged in the tasks at hand.

Workforce planning done in bad faith, and even more so completely ignored, can provoke serious problems in the shortest possible time.

With the help of effective workforce planning, you can “fill” vacancies, as well as reduce staff turnover by evaluating career opportunities for specialists within the company.

Workforce planning should provide answers to the following questions:

how many workers, what skill level, when and where will be needed (staff planning).

how to attract the necessary staff

how to reduce redundant staff, taking into account social aspects (planning for recruitment or downsizing)

how can employees be used according to their abilities (employment planning)?

How can the development of human resources be targeted and adapted to changing requirements (HR planning)?

what costs will be required by the planned personnel activities (staff costs)?

The main tasks of personnel planning:

development of a personnel planning procedure, consistent with its other types,

linking personnel planning with the planning of the organization as a whole,

organization of effective interaction between the planning group personnel service and planning department organizations,

implementation of decisions that contribute to the successful implementation of the organization's strategy,

assisting the organization in identifying key HR challenges and needs in strategic planning,

improving the exchange of information on personnel between all departments of the organization.

Personnel planning includes the following methods:

forecasting the future needs of the organization in personnel (for its individual categories);

study of the labor market (skilled labor market) and the program of measures for its "development";

analysis of the system of workplaces of the organization;

development of programs and activities for personnel development.

When implementing personnel planning, the organization pursues the following goals:

get and keep people the right quality and in the right amount;

make the best use of the potential of its staff;

be able to anticipate problems arising from possible excess or shortage of staff;

Personnel planning technologies and types of personnel plans.

The strategy of personnel management is a long-term, qualitatively determined direction of the application of efforts to form the labor potential of an enterprise. She must match overall strategy organizations.

The development of organizational and economic measures is recommended to be carried out according to the functions carried out by the personnel management service of the enterprise: recruitment and selection of personnel, planning of personnel needs, training, motivation, training, improvement of the socio-psychological climate, etc.

Personnel planning - determination of the current state and prospective need for quantitative and qualitative personnel structures.

Labor planning - determination of quantitative, qualitative and time parameters, necessary costs in the process of the enterprise's functioning.

One of the methods of personnel planning is drawing up an operational plan for working with personnel. Drawing up an operational plan for working with personnel allows you to ensure the organization necessary personnel, as well as to recruit such people who could solve the tasks assigned to them and set new ones. This type planning also allows you to provide the necessary level of qualification of employees and ensure the maximum possible active participation of employees in the activities of the organization.

The operational plan reflects the determination of the need for labor force on the basis of systematic monitoring of the labor market, defines a list of specific measures to attract employees, their hiring.

Table No. 1

Operational plan of work with personnel

Determining the need for labor force at the expense of the employees of the enterprise

Systematic monitoring of the labor market

Specific measures to attract labor

Recruitment

Release due to changes in the structural, technological, organizational, social nature, as well as production capacities

Movements for the purpose of internal exchange of experience

Appointment of young professionals to more responsible positions

Permanent contracts (regardless of actual need) with:

a) government authorities (informing intermediaries about your enterprise)

b) schools, vocational schools, secondary specialized educational institutions, higher educational institutions, universities (informing about your company)

Sending applications for the necessary workforce to government bodies labor administration and educational institutions

Researching job advertisements, publishing your own ads, researching the press depending on goals and region

Connecting HR specialists

Examination of written job applications and pre-selection

Job interview

Employment with a trial period.

Operational planning allows you to ensure the necessary level of qualification of employees and ensure the active participation of employees in the activities of the organization, to the extent possible.

1.2 Core technologies , problems and stages of personnel planning

The planning process technology includes the following steps:

Assessment of cash reserves, their quantity and structure;

Assessment of future needs; tracking changes in the professional and qualification structure of personnel, identifying the need for labor force, indicating quantitative and qualitative indicators;

Development of a program for future needs.

At the first stage are carried out:

analysis of the use of labor resources of the organization;

clarification of tasks for individual groups of performers;

formation of adequate qualification requirements;

Identification of reserves of labor productivity in each specific area of work.

At the second stage: the need for personnel for the planned period is determined.

The initial data for determining the required number, their professional and qualification composition are:

· manufacturing program,

· production rates,

planned increase in labor productivity,

the structure of work.

All of the above information is collected as a result of personnel records.

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

Usually the need for personnel is determined at the stage of preparation and development of a business plan.

At the preparatory stage, the following is carried out:

· coordination of prospects for organizational, economic and production development of the company;

Collecting applications from managers for the formation of their departments.

At the stage of developing a business plan, the following is carried out:

linking its sections to each other and

· balancing by terms, executors, resources and sources of their receipt.

· Among others, sections that are directly related to personnel are being developed. These are the sections "Personnel" and "Management".

Based on the assessment of the state of factors affecting the company's need for personnel, the personnel policy of the company is developed for the planned period:

· forthcoming reductions, recruitment, including key specialists;

moving, training,

Changes in the system of motivation and evaluation results,

· Increasing the level of labor safety, etc.

To determine the required number of managers, there are averaged norms of manageability.

The developers of the “Personnel” section of the business plan are most interested in key specialists and the possible (real) level of their professional preparedness (and psychophysiological “strength”) for a given region.

At the same time, a list of areas and areas of activity of the enterprise is first compiled, and the names of specialists providing activities in these areas are indicated.

For specialists in open, vacant areas, a list of areas of knowledge that the applicant must master is compiled, and then the optimal applicant is determined from the available ones.

At the third stage of personnel planning, the development of personnel measures aimed at the implementation of personnel goals, tasks, HR strategy, personnel plans.

Personnel measures - are a set of measures aimed at solving personnel problems, implementing the developed personnel plans.

Personnel planning - is designed to solve the problems of professional and job growth of employees, to create conditions for career growth.

The real possibilities of the planning system human resources determined mainly,

The nature of the information base

Where a wide range of personnel tasks is solved with the help of planning, an extensive data bank should be created that characterize in detail each employee, primarily his professional qualifications3.

Therefore, it is assumed that the enterprise reliable system collecting and constantly updating information.

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

Modeling techniques typically provide a simplified view of the staffing needs of an organization. As the input changes, staffing forks can be checked for different staffing scenarios.

Looking back at history, judgment-based forecasts were used more frequently than those based on a mathematical approach.

Expert assessment methods are simpler and usually do not require complex research, but it is not always possible to find qualified specialists. However, now, given the rapid increase in the number of PCs, it can be assumed that methods based on a mathematical approach will be used more often.

Separately, methods for determining the required number of personnel of an enterprise are singled out. The concept of the number of frames can be interpreted in different ways, depending on what kind of value we want to calculate.

In doing so, one should distinguish between:

the total need for personnel, which is the entire number of personnel that the enterprise needs to perform the planned scope of work (gross staffing requirement)

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

In personnel planning, the following technologies for planning labor resources can be distinguished:

technologies for using available labor resources in the organization (staff placement, building a management system and organizational structure of functional activities);

personnel development technologies (training, advanced training, exchange of experience, etc.);

technology for determining the need for personnel (based on economic analysis, certification of personnel and determination of their professional suitability; using mathematical calculations, etc.);

personnel retention technologies (management of labor motivation, ensuring social guarantees etc.);

labor force recruitment technologies (due to internal or external sources);

personnel selection technologies (questionnaires, testing, interviewing, business game theory, etc.);

technologies for determining personnel costs (direct mathematical calculation)

technologies for reducing and moving personnel (release of personnel due to retirement, dismissal due to inconsistency with the position held, etc.)

Issues and problems of personnel planning in the organization management system

Workforce planning involves the application of a basic planning process to address the human resource needs of an organization. To be effective, workforce planning must be based on and consistent with the organization's long-term plans. In essence, the success of workforce planning depends to a large extent on how closely the HR department is able to integrate effective workforce planning with the organization's planning process. Unfortunately, personnel planning is sometimes not adequately linked to full overall planning.

There are several main obstacles to successful strategic planning:

1) personnel planning is not synchronized with the strategic planning cycle;

2) the tendency to plan in response to short-term, current problems;

Many of the problems described are the result of a lack of coordination between planning activities in the human resources department and overall planning.

Strategic planning staffing needs should look for factors that are key to the success of the organization.

The planning process should ensure:

Determining the purpose of the organization;

Definition of assumptions, assumptions;

Action plan in light of available resources, including trained staff.

Workforce planning can provide significant support to the strategic planning process while providing the means (staff) to achieve the desired results.

A common mistake in workforce planning is to focus on short-term needs and not coordinate them with the organization's long-term plans. A focus on short-term needs is a natural consequence of not integrating workforce planning with strategic planning. This approach almost always leads to surprises that force the HR department to focus on short-term crises (a vicious circle).

Although personnel planning methodologically has much in common with other areas of planning, nevertheless, it differs from them in a number of important aspects.

The problems of personnel planning are due to:

the difficulty of the personnel planning process, due to the complexity of predicting labor behavior, the possibility of conflicts, and so on. The possibilities of using personnel in the future and their future attitude to work are predicted, if at all possible, from a high degree uncertainty. As such, they are unreliable elements in the planning process. In addition, members of the organization resist being "objects" of planning, disagree with the results of planning and react to it in such a way that the possibility of a conflict is not excluded.

the duality of the system of economic goals in personnel policy. If, when planning in the field of marketing, investment, and so on, planning goals affect economic aspects, then when planning personnel, components are added here social efficiency. If in other areas it is possible to operate with quantitative values (amounts of money), then the data in personnel planning are predominantly qualitative in nature (data on abilities, assessments of the work done).

As an integrated component of personnel planning, it is the task of providing employees with jobs at the right time and in the required quantity in accordance with their abilities and inclinations.

Personnel planning should be based on the strategic plans of the organization. In fact, this means that the goals of personnel planning should be derived from the goals of the organization. In other words, specific initial requirements in the form of a set of characteristics that employees should have should be determined based on the goals of the organization as a whole.

The goal is a certain motive, which is reflected in some desired characteristics.

The process of setting goals - begins with the establishment of a global strategic goal, or mission, which determines the future of the organization. All other goals are formulated on its basis. It is used to set short-term (current) goals.

Short-term goals - basically have a time schedule and can be expressed in quantitative terms.

Divisional and departmental goals - are derived from the short-term goals of the organization. This method is called the cascading goal setting approach.

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

The cascading approach, when used correctly, embraces both middle managers and the human resources department in a complete planning process.

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

Integration of personnel planning into the organization's business plan. David R. Legh, administrator of overall development management planning at Robbins & Mayers, says that "for workforce planning to succeed, it must be integrated into strategic planning."

Some of the HR “lessons” learned by Robbins & Mayer include:

1. Knowledge of business strategy. The top tier of workforce planning should be familiar with strategic plan company and must ensure that any assumptions made in the development of personnel plans do not conflict with business strategy.

2. Business plan cycle and workforce planning - must be integrated. Robbins & Mayer find that this integration encourages incumbents to think about staff, even though they are more likely to care about the business plan.

3. Workforce planning should be common goal. At Robbins & Mayer, the workforce planning system allowed top management to recognize that the company's continuous growth was driven by human resource deficiencies and that attention to this issue was needed at the top levels of the organization.9

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

Methods for predicting staffing needs - can be based either on judgment or on the use of mathematics. Judgment is a subjective assessment of the manager.

You can use the Delphi method for this.

When using the manager estimates method, managers present estimates of future staffing needs. These estimates can be made as upper management, and be passed down, or by lower-level managers and passed up for further modification. Although the greatest success is possible with a combination of these two options.

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

The problem of integrating personnel planning into the plans of the organization is also solved by linking the main plans of the organization into a single harmonious action plan. The relationship of the main plans of the organization can be represented in the form of a diagram.

Scheme No. 2

Linking the main plans of the organization

personnel planning

In general, the organization's activity planning system includes planning in the following sequence:

labor resources;

production;

organizational development;

technical development;

finance;

capital investments, etc.

Personnel planning is carried out simultaneously with each type of planning, since each type of activity must be provided with human resources.

Chapter 2 Analysis of methods and technologies of personnel planning in Super-MIX LLC

2.1 Philosophy of the organization LLC " super-mix » and tasks of personnel planning

OOO " super-mix »" was founded in 2002 year.

It has an independent balance sheet, its own letterhead, a seal with the full name in Russian, the necessary stamps.

The company's property includes fixed assets and working capital, equipment, territory, as well as the organization has other values, the cost of which is reflected in the independent balance sheet.

LLC "Super-MIX" has the rights legal entity since his state registration in accordance with the established procedure, has a current account and other accounts in banking institutions, a seal and a stamp with its name and location, a standard form. The company owns separate property recorded on its independent balance sheet, can acquire and exercise property and personal non-property rights on its own behalf, be a plaintiff and defendant in court. Society has civil rights and bears civil obligations necessary for the implementation of any activities. The Company shall be liable for its obligations with all its property. The Company is not liable for the obligations of its members. Members of 000 "Super-MIX" are not liable for its obligations and bear the risk of losses associated with the activities of the Company, within the value of their contributions.

For the management of Super-MIX LLC, it is obvious that the planning of the need for personnel is part of the overall planning process in the organization. Ultimately, successful workforce planning is based on knowing the answers to the following questions:

* how many workers, what qualifications, when and where required;

* how you can attract the right and reduce or optimize the use of redundant staff;

* how best to use staff in accordance with the abilities, skills and intrinsic motivation;

* how to provide conditions for staff development;

* what costs will the planned

One of the main tasks of personnel planning at Super-MIX LLC is to assess the organization's need for personnel.

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

A quantitative assessment of the need for personnel, designed to answer the question "how much?", is based on an analysis of the proposed organizational structure (management levels, number of divisions, distribution of responsibilities), production technology requirements (form of organization of joint activities of performers), marketing plan(the plan for putting the enterprise into operation, the phased deployment of production), as well as the forecast for changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important.

A qualitative assessment of the need for personnel is an attempt to answer the question "who?". It's over complex view forecast, since following an analysis similar to the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account.

Of particular difficulty is the assessment of the need for managerial personnel. In this case, it is necessary to take into account, at a minimum, the ability of personnel to “determine rational operational and strategic goals functioning of the enterprise and to carry out the formation of optimal management decisions to achieve these goals".

An important task for the management of Super-MIX LLC in personnel assessment is the development of an organizational and financial plans equipment, including:

* development of a program of measures to attract personnel;

* development or adaptation of methods for evaluating candidates;

* Calculation of financial costs for attracting and evaluating personnel;

* implementation of evaluation activities;

* development of staff development programs;

* an estimate of the costs of implementing staff development programs.

Calculation of the need for personnel:

To determine the required number of workers and their professional and qualification composition allow: the production program, production standards, the planned increase in labor productivity and the structure of work.

The calculation of the number of personnel can be current or operational and long-term or prospective.

Another important task of personnel planning that has to be solved is the analysis of the personnel situation in the region.

Analysis of the personnel situation in the region is especially important at the stage of organization formation and is essential, first of all, for the purposes of design and business planning. The main result of the analysis is the allocation of segments of the labor market in the region.

There is a collection and analysis of information about:

* the main professional-age groups;

* regional market of professions;

* educational institutions graduating and retraining specialists;

* demographic situation and demographic forecast;

* national and cultural characteristics of the inhabitants of the region.

When analyzing the main occupational age groups, we mean characteristics intrinsic to a particular group. Thus, young workers are characterized by features associated with the beginning of a career and the readiness to master modern professions. On the one hand, the beginning of a career is a lack of practical skills, and on the other hand, a great emotional involvement in the work process. Likewise positive in focusing on modern professions is the absence of stereotypes that block the introduction of the new, but this same orientation can become a disadvantage when it comes to the implementation of traditional schemes of activity and behavior in the organization. Among middle-aged workers who meet a number of requirements, it makes sense to select leaders.

The analysis of the regional market of professions results in quantitative and qualitative indicators for the following main categories of workers:

· the highest stratum of workers of non-physical labor;

the lowest stratum of non-physical workers;

The highest stratum of manual workers;

the lowest stratum of manual workers;

farmers and agricultural workers.

The company's management believes that it is desirable to base the analysis of the level of remuneration by category not only on official statistics available in the region, but also on the results of special sociological research and content analysis of press materials. The same applies to the assessment of the level of employment by categories and information on educational institutions involved in the training, retraining and advanced training of specialists, taking into account the level educational institution, its specialization, the volume of production of specialists and the quality of training.

The assessment of the demographic situation in the region and the demographic forecast are based on: the population, the age structure of the region, the assessment of natural population growth, the birth rate, the level of migration.

For some regions and specialized organizations, it is important to analyze the national and cultural characteristics of the inhabitants of the region, which would take into account such characteristics as, for example:

* traditional views for the inhabitants of the region professional activity;

* lifestyle features associated with religious "or cult rites, climatic conditions life, etc.;

* freedom or tradition in the choice of profession by young people;

* average age of the beginning of independent labor activity;

* average age of family creation;

* traditions in family life (in particular, whether it is customary for a wife to work, the average number of children in a family, whether young families live separately).

To carry out personnel planning activities, it is necessary to solve such a problem as the analysis of activities and job descriptions.

Activity analysis provides answers to the following questions:

* how much time an employee needs to perform basic production operations;

* which production operations can be grouped into more general concept workplace;

* how to organize workplace in such a way as to increase labor productivity;

* what mode of operation is optimal for a given workplace;

* what characteristics (features) an employee must have to perform this production operation;

* how the information obtained from the analysis of the workplace can be used to create a personnel management program.

Table number 2

Tasks of personnel planning at LLC "Super-MIX"

Task name

Job Description	A statement of the essence of the work process, the duties of the employee and the degree of his responsibility, information about working conditions
Workflow specification	Personal and professional quality that the performer must have
Creating a workplace project	The optimal combination of elements, responsibilities and tasks associated with this job position
Recruitment	Used in the design of procedures for the selection and evaluation of candidates for the position of personal and professional qualities that the performer must possess
Evaluation of labor productivity	Planned and actual productivity used to calculate the "acceptable" (ethical) level of labor productivity for the PM
Personnel training and qualification improvement	Description of production tasks and functions, a list of professionally significant qualities and skills for creating effective training programs
Career planning and promotion	Relationship and Consistency Data production processes to create optimal promotion and rotation programs
Salary	Data on working conditions, productivity level in order to obtain a basis for comparison, adequate assessment and effective incentives
Safety	Information about safe work practices, equipment location, and worker interactions to create safety instructions, evaluate and reward them for their implementation

When implementing the process of personnel planning, LLC "Super-MIX" analyzes the activities of the employee - the contractor, this happens on the basis of a professional analysis.

Professional analysis - analysis of the work of the performer, highlighting the main tasks, results, processes, interaction schemes that describe the activity as fully as possible.

The procedure for professiographic analysis of activities, as a rule, begins with familiarization with the goals, structure and scheme information networks organizations. Then information is collected about the content of the described activity from the point of view of both performers and their leaders. As a method, as a rule, a structured interview with the performer and his immediate supervisor is used. It is important, based on the results of collecting primary information, to schematize the analyzed activity and examine the results obtained.

2.2 Technologies and the place of personnel planning in Super-MIX LLC

At the enterprise under study, much attention is paid to the evaluation of candidates idatov when applying for a job. Below we will consider the problems and stages of the process of evaluating candidates carried out by Super-MIX LLC.

The task of the personnel service, which evaluates candidates for employment, is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, assessment upon admission is one of the forms of preliminary quality control of the organization's human resources.

Although there are a large number of different approaches to evaluation, they all suffer from a common drawback - subjectivity, the decision largely depends on who uses the method, or who it uses as an expert.

The problem of objectivity in the assessment of candidates for Super-MIX LLC can be formulated as follows, in the form of separate requirements for the assessment technology.

Evaluation technology - should be built so that the staff is evaluated:

* objectively - regardless of any private opinion or individual judgments;

* reliable -- relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);

* reliable in relation to activity - the real level of skills should be assessed - how well a person copes with his work;

* with the possibility of forecasting - the assessment should provide data on what types of activities and at what level a person is potentially capable;

* comprehensively - not only each of the members of the organization is evaluated, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;

* the evaluation process and evaluation criteria should not be accessible to a narrow circle of specialists, but understandable to both appraisers, observers, and the assessed themselves (that is, they should have the property of internal evidence);

* carrying out evaluation activities should not disrupt the work of the team, but be built into the overall system personnel work in the organization in such a way as to really contribute to its development and improvement.

As a rule, before the organization makes a decision on hiring, a candidate must go through several stages of selection:

* preliminary selection interview;

* filling out the application form;

* conversation for hire (interview);

* medical checkup;

* decision-making.

Stage 1. Preliminary screening conversation. The conversation can be held different ways. For some activities, it is preferable that candidates come to the future place of work, then it can be carried out by a line manager, in other cases it is not important and it is carried out by a specialist in the human resources department.

The main purpose of the conversation is to assess the level of education of the applicant, his appearance and determining personal qualities. For effective work, it is advisable for managers and specialists to use the general system of rules for evaluating a candidate at this stage.

Step 2. Completing the application form. Applicants who successfully passed the preliminary interview must fill out a special application form and questionnaire.

The number of questionnaire items should be kept to a minimum and they should ask for information that most reveals performance. future work applicant. Information may relate to past work, mindset, situations that have been encountered, but in such a way that a standardized assessment of the applicant could be made on their basis. Questionnaire questions should be neutral and suggest any possible answers, including the possibility of refusal to answer. The points must flow from one another.

Step 3. Hiring conversation (interview). Studies have shown that more than 90% of US firms' selection decisions are made on the basis of interviews.

Super-MIX LLC uses several basic types of conversation for hire:

* according to the scheme - the conversations are somewhat limited, the information received does not give a broad picture of the applicant, the course of the conversation cannot be adapted to the characteristics of the candidate, constrains him, narrows the possibilities for obtaining information;

* slightly formalized - only the main questions are prepared in advance, the moderator has the opportunity to include Other, unplanned questions, flexibly changing the course of the conversation. The interviewer should be better prepared in order to be able to see and record the reactions of the candidates, to select | from the spectrum of possible issues exactly those issues that at the moment deserve more attention;

* not according to the scheme - only a list of topics that should be touched upon is prepared in advance. For an experienced interviewer, such a conversation is a huge source of information.

Stage 4. Testing. A source of information that can provide information about the professional abilities and skills of the candidate. Describe both potential attitudes, orientations of a person, and those specific methods of activity that he actually owns. Testing can make it possible to form an opinion about the candidate's ability for professional and job growth, the specifics of motivation, and the features of an individual style of activity.

Step 5. Check references and track record. Information from letters of recommendation or conversations with people whom the candidate named as recommenders can make it possible to clarify what exactly and with what success the candidate did in previous places of work, study, residence. However, it is not advisable to seek references from the organization in which the candidate works. This can contribute to the dissemination of information in which the candidate is not interested, and is unlikely to provide reliable information for the HR manager: the component of the emotional attitude towards the person leaving the organization is too large. It is advisable to seek local advice previous work if the term of dismissal exceeds one year, as well as to colleagues from other organizations, professional societies with whom the candidate interacted on business issues.

To plan to meet the future need for personnel, it is recommended: to analyze the sources of recruitment, to assess the existing labor resources and newly recruited personnel, to identify employees that the company does not need at the moment.

The technology of providing an organization with personnel consists of several components that can be linked and presented in the form of a diagram. Each of the components of this scheme includes a list of actions necessary to carry out measures to provide the organization with personnel.4

Personnel planning - it is expedient to carry out as planning by results.

Results-based planning is based on the following activities:

definition of results;

operational management of activities to achieve results;

control at all stages of functioning and development.

Providing the organization with personnel can be represented in the form of a diagram.

Scheme No. 3

Providing the organization with personnel

The place of personnel planning in the management system of Favorit LTD LLC

Personnel planning is carried out both in the interests of the organization and in the interests of the staff. It is important for an organization to have right time in the right place, in the right quantity and with the appropriate qualifications, by such personnel, which is necessary to solve production problems, achieve the goals of the organization. Personnel planning at Super-MIX LLC is designed to create conditions for motivating higher labor productivity and job satisfaction. Workers are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed.

One of the tasks of personnel planning at Super-MIX LLC is to take into account the interests of all employees of the organization.

The place of personnel planning in the personnel management system in the organization

Personnel planning at Super-MIX LLC is designed to create conditions for motivating higher labor productivity and job satisfaction. Workers are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is precisely to take into account the interests of all employees of the organization.

It is important to keep in mind that workforce planning is only effective when it is integrated into the overall planning process of an organization.

To develop an operational plan for working with personnel at Super-MIX LLC, the following data is collected using specially designed questionnaires:

On the permanent composition of the staff (first name, patronymic, surname, place of residence, age, time of entry to work, etc.);

On the structure of personnel (qualification, gender and age, national structure; specific gravity disabled people, the proportion of workers, employees, skilled workers, etc.);

About staff turnover;

About the loss of time as a result of downtime, due to illness;

On the length of the working day (full or part-time, working in one, several shifts or night shift, duration of holidays);

About the wages of workers (wage structure, additional wage, surcharges, payment at the tariff and above the tariff);

On social services provided by the state and legal organizations(expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Questionnaires should be designed in such a way that, along with production purposes, they can also serve personnel planning.5 There are two forms of questionnaires at Super-MIX LLC. One of them is for applicants for working specialties, and the second for those who apply for managerial positions.

Information about the personnel collected in the organization can be systematized and presented in the form of a diagram.

Scheme No. 5

Staff Information

Hosted at http://www.allbest.ru/

Personnel information collected at Super-MIX LLC is a collection of all operational information, as well as the processes of their processing for personnel planning.

Personnel information must meet the following requirements:

Simplicity - this means that information should contain as much data and only to the extent that and to what extent is necessary in this particular case;

Visibility, i.e., information should be presented in such a way as to make it possible to quickly determine the main thing, and not hide it behind verbosity. To do this, use tables, graphs, color design of the material;

Unambiguity, i.e., information must be clear, in their interpretation there must be semantic, syntactic and logical unambiguity of the material presented;

Comparability, i.e., information should be given in comparable units and refer to comparable objects both within the organization and outside it;

Continuity - information about personnel submitted for different time periods must have one calculation method and the same form of presentation;

Relevance - information should be fresh, operational and timely, that is, presented without delay.

Personnel planning is the initial step in the personnel planning process. It is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, staffing and replacement plan vacancies.

Stages and types of personnel planning

According to the timing, personnel planning is divided into:

long-term (forecast of 3 or more years)
short term (no more than 1 year)

Let's consider long-term and short-term personnel planning in more detail.

Long-term workforce planning

The tool for long-term workforce planning is human resource plan, which, as a rule, involves an attempt to forecast 3-5 years ahead.

The company must assess the demand for labor, the potential supply and the state of the external environment. Through the interaction of all these factors, a human resource plan is drawn up, indicating how many and what kind of workers may be required in the future.

The main points to be taken into account are the following:

Creation of a personnel planning group of the company, including managers responsible for performing the main functions in the company.

2. The tasks of human resources in achieving the goals of the company, taking into account:

capital equipment plans (recorded on the company's balance sheet);
reorganizations, such as centralization or decentralization;
changes in the range or volume of products;
financial restrictions.

3. Characteristics of the use of human resources, in particular:

the number of employees of different categories;
calculation of staff turnover for each category of employees and analysis of the impact of high or low rates of staff turnover on the efficiency of the company;
amount of overtime work performed;
assessment of the performance of current staff and their potential;
the overall level of wages in comparison with the level of wages in other companies.

4. The external environment of the company:

the situation with the recruitment;
demographic trends;
local housing and transportation plans;
national agreements regarding working conditions;
state policy in the field of education, retirement, provision of regional subsidies, etc.

5. Potential supply on the labor market, in particular:

the impact of local immigration and emigration;
the consequences of recruiting and firing excess labor by local companies;
the possibility of recruiting those categories of workers that are not currently recruited, for example, part-time workers.

After considering and coordinating all these factors, it is possible to draw up human resource plan, reflecting in detail exactly how many workers in terms of number, functions, qualifications, places of work and placement should be used at different stages of the future period. The plan should reflect:

a list of places of work and positions that may appear, undergo any changes or be abolished;
to what extent is it possible to reshuffle or retrain personnel;
necessary changes at the level of both middle and senior managers;
vocational training needs;
recruitment programs, redundant staff reductions or seniority termination programs;
opportunities for feedback if it is necessary to adjust the plan or objectives of the company;
measures provided to deal with any staffing problems due to a shortage or excess of labor (for example, early retirement or other staff reduction procedures).

Short-term workforce planning

Short-term workforce planning, as a rule, is carried out on the basis of a short-term workforce plan or an operational plan, which is designed for a period of not more than one year and is more common in practice than a human resource plan.

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

To develop an operational plan for working with personnel, it is necessary to obtain data using specially designed questionnaires:

on the permanent composition of employees (first name, patronymic, last name, place of residence, age, time of entry to work, etc.);
on the structure of personnel (qualification, gender and age, national structure, the proportion of disabled people, the proportion of workers, employees, skilled workers, etc.);
on staff turnover;
about the loss of time due to downtime, due to illness;
on the length of the working day (fully or partly employed, working in one, several shifts or night shifts, the duration of holidays);
on the wages of workers and employees (wage structure, additional wages, allowances, payment according to the tariff and above the tariff);
on social services provided by the state and organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Questionnaires should be designed in such a way that, along with productive purposes, they can serve personnel planning.

Personnel information must meet the following requirements:

be simple - contain as much data and only to the extent that and to what extent is necessary in this particular case;
be visual - information must be presented in such a way as to make it possible to quickly determine the main thing, and not hide it behind verbosity. To do this, use tables, graphs, color design of the material;
be unambiguous - the information must be clear, in their interpretation there must be semantic, syntactic and logical unambiguity;
be comparable - information must be given in comparable units and attributed to comparable objects both within the organization and outside it;
be successive - information about personnel submitted for different time periods must have the same calculation method and the same presentation forms;
be up-to-date - information must be fresh, up-to-date and timely, i.e. presented without delay.

Personnel planning

The initial stage of the workforce planning process is staffing planning. It is based on data on available and planned ones, a plan for carrying out organizational and technical measures, a staffing table and a plan for filling vacant positions (Fig. 14).

Rice. 14. Personnel planning scheme

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

Exists four categories of workers for which planning is underway:

current staff;
Beginners;
Potential employees;
Personnel who left the organization.

In relation to each of these categories, the company's management must take different actions (Table 11).

Actions taken by managers in relation to personnel

To the benefits of workforce planning can include the following:

An organization is better prepared to deal with the effects of a changing external operating environment.
Carefully identifying possible future human resource needs helps an organization find new and better effective ways human resource management
An organization can avoid both a surplus and a shortage of employees.
Planning will help the organization establish and further develop staff training and leadership succession programs.
Management will be forced to critically assess the strengths and weak sides the company's human resources and personnel policy.
It will allow avoiding duplication of efforts of company employees and improve their coordination and integration in the performance of work.

Personnel planning methods

In personnel planning, there are quantitative and qualitative indicators.

Quantitative planning uses the following methods:

balance method is based on the mutual linking of the resources available to the organization and the needs for them within the planning period. Such a plan is a two-sided budget table, in one part of which the sources of resources are reflected, and in the other - their distribution.
Normative method. Its essence lies in the fact that the basis of planning targets for a certain period includes the rates of expenditure of various resources per unit of output.
Statistical Method establishes the dependence of the indicator under consideration on other variables.

In qualitative planning, the following methods are distinguished:

Peer review method. To do this, an expert is involved who analyzes planning problems and combines the available planning variables and the quantities that affect these variables. Based on the expert's recommendations, planning goals are formed, experts can be either specialists in the field of personnel planning or managers.
Group assessment method. In this case, groups are formed that jointly develop action plans aimed at solving the set tasks. Such methods include, for example, brainstorming.
includes expert and group methods. First, a set of experts who are independent of each other are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

Discipline: Economy
The type of work: coursework
Topic: Organization of the personnel planning process on the example of Spetspromservis LLC

"Organization of the process of personnel planning on the example of LLC Spetspromservis"

Introduction 3

Chapter 1. The concept of personnel planning in an organization 4

Chapter 2

2.1. Analysis of the organization of the personnel planning process in Spetspromservis 12

2.2. Problems of personnel planning in LLC Spetspromservis 20

Chapter 3

Conclusion 27

References 29

Introduction

Personnel planning has always been considered as one of the main tasks in the personnel management system. However, under the conditions market economy its relevance has increased significantly. This was due to several obvious reasons. Firstly, the cost of maintaining personnel has increased significantly, especially for skilled workers in demanded professions, which requires an appropriate return on investment. Secondly, in the conditions of filling the market, the issue of lost profits resulting from the inability to solve urgent problems with the help of the existing human resources. Thirdly, the dynamics of business has increased and, as a result, the requirements for employees are constantly changing both in terms of the volume and nature of the tasks being solved. As a result, there was a certain discrepancy between traditional methods of personnel planning and the specifics of these tasks.

In personnel planning, completely heterogeneous tasks are traditionally solved from the formation personnel reserve before planning vacations. At the same time, the focus is often not on the goals and objectives of personnel planning, but on methods for solving specific issues - recruitment, relocation, training of personnel, etc.

So, the purpose of this work is to study the organization of personnel planning in Spetspromservis LLC.

Before work the following tasks are set:

1. Definition of the concept and basic provisions of personnel planning in the enterprise.

2. Analysis of the organization of personnel planning in LLC Spetspromservis and identification of problems in such personnel planning.

3. Make proposals for improving the organization of the personnel planning process at Spetspromservice LLC.

Chapter 1. The concept of personnel planning in the organization

Planning can be viewed from two perspectives. AT broad sense is the activity of developing the policy and strategy of the organization and how to implement them; in the narrow for the preparation of official documents plans.

As part of personnel planning, which is an element of the organization's overall planning system, the tasks of ensuring its labor force necessary quantity and quality, effective use last, the improvement of social relations.

The specificity of personnel planning, as well as the formation of appropriate strategies, consists in the presence of two approaches: independent for organizations whose product of activity is personnel, and subordinate to production, investment, financial, commercial and other plans for the rest.

Personnel planning makes it possible to take into account economic and employee-oriented positions by means of planning, coordinate them with each other and thereby contribute to balancing the interests of employers and employees. A prerequisite for this is the fact that workforce planning is comprehensive. In a completely unambiguous way, it should cover a greater number of aspects than the planning of personnel requirements that prevailed in past years, which focused mainly on production and economic issues1.

However, personnel planning has not yet found its full recognition everywhere, in contrast to the planning of production, marketing, and investment. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management tasks, as well as reduce social tension in relation to workers whose jobs are changed or eliminated. These tasks cannot be solved short term. Thus, workforce planning is a sign of the responsibility of the organization in relation to its staff2.

Workforce planning is designed to ensure optimal disclosure of potential employees and their motivation in the face of contradiction between production requirements and the objectives of the organization, on the one hand, and the interests and needs of employees on the other3.

Thus, personnel planning is in most cases secondary, derivative in relation to common system intra-company planning, and personnel plans complement and specify other types of plans and programs.

With the help of personnel planning, you can determine, for example:

how many workers, what skills, when and where will be needed;

What are the requirements for certain categories of employees (professional qualification models of positions);

how to attract the right and reduce unnecessary staff;

how to use staff according to their potential;

how to ensure the development of this potential, improve the skills of people;

how to ensure fair wages, staff motivation and solve its social problems;

what costs will be required by the activities.

The personnel planning process, as well as planning in general, is based on a number of principles, i.e. rules to be taken into account in the process of its implementation. The main one today is the participation of the maximum number of employees of the organization in the work on the plan already at the earliest stages of its preparation. When compiling social plans this principle is unconditional, in other cases its application is desirable4.

Another principle of personnel planning is its continuity, due to the appropriate nature economic activity organization and the fact that the staff itself is in constant motion. In accordance with this principle, planning is not seen as a single act, but as a constantly repeating process. The principle of continuity requires that all plans be developed taking into account the prospects, as well as the fact that they will serve as the basis for drawing up plans in the future, and the next plans are based on the previous ones, take into account the results of their implementation, i.e. there was a certain continuity.

The continuity of planning makes it possible to implement such a principle as flexibility, which implies the possibility of constantly making adjustments to previously made personnel decisions or revising them at any time in accordance with changing circumstances. To ensure flexibility, so-called pillows are laid in the plans, giving, if necessary, freedom of maneuver within certain limits6.

The unity and interconnection of the activities of individual parts of the organization requires adherence to such a principle in planning as the coordination of personnel plans in the form of coordination and integration. Coordination is carried out “horizontally” between units of the same level, and integration “vertically”, between higher and lower ones.

An important principle of planning is economy, the essence of which is that the costs of drawing up a plan are less than the effect brought by its implementation. Finally, one of the principles of planning is to create necessary conditions to complete the plan.

The principles listed above are universal, suitable for various levels of management; at the same time, specific principles may apply at each level.

For example, when planning in a department important role the bottleneck principle plays, saying that the overall performance will be determined by the worker with the lowest productivity. At the same time, at the organizational level, this principle is usually not applied, but perhaps the most important specific principle here is the scientific nature of planning7.

Personnel planning should ensure the maximum disclosure of the abilities of employees and their motivation, taking into account the economic and social consequences of decisions made in the company. Since today the personnel is a decisive factor in the activity of any organization, the effectiveness of its planning is evidenced by the degree to which organizational goals are achieved8.

Prerequisites for personnel planning.

1. The readiness of the organization's management to integrate the personal aspect into overall planning and to create the necessary organizational and personnel prerequisites for this.

2. The choice of particular aspects of personnel planning, which should be given preference. As experience shows, it is reasonable to start planning with determining the need for personnel, resolving the issue of recruiting or dismissing them, and later supplement it with planning for the use and development of personnel and costs.

3. The choice of the planning period at the first stage of its introduction could be limited to one or two years, gradually supplementing it with medium-term (up to three years) and long-term planning (over three years).

4. The decision on how differentiated personnel planning should be depends on the type of organization: the more diverse the qualifications of employees needed to solve production problems, the more differentiation should be determined by planned dates9.

5. A minimum set of information documents with the ability to distinguish data related to jobs, government, personnel and statistics.

Structured planning models, which can be adopted with relatively little effort and money, generally meet the requirements for small and medium-sized organizations. Therefore, each individual organization should try to implement planning that suits its needs. Large organizations with a differentiated workforce structure will have to carry out more detailed planning than small organizations with a relatively homogeneous and easily visible workforce10.

The main tasks of personnel planning:

Development of personnel planning procedure;

Linking personnel planning with the planning of the organization as a whole;

organization of effective interaction between the planning group of the personnel service and the planning department of the organization;

Implementation of decisions that contribute to the successful implementation of the organization's strategy;

Assisting the organization in identifying major HR challenges and needs in strategic planning;

Improving the exchange of information on personnel between all departments of the organization11.

HR planning includes:

Forecasting the future needs of the organization in personnel (for its individual categories);

The study of the labor market (the market of skilled labor) and the program of measures for its "development";

Analysis of the system of workplaces of the organization; development of programs and activities for personnel development.

In personnel planning, the organization pursues the following goals: to obtain and retain people of the right quality and in the right quantity; make the best use of the potential of its staff; be able to anticipate problems arising from possible excess or shortage of personnel.

In the process of personnel planning, it is necessary to identify and agree on the goals and types of planning.

The organizational structure of the enterprise personnel management system reflects the interaction between its elements. Organizational structures controls can be linear, functional, linear-functional, design, matrix, etc., i.e. structure is basically a way of organizing the activities of a firm in its internal environment(Table 1).

Table 1. The structure of personnel management

Development and implementation of personnel policy

Pay and incentives

Group management, relationships in the team and with trade unions

Socio-psychological aspects of management

Principles of selection and placement of personnel

Forms of remuneration

Involvement of workers in management at the grassroots level

Employee motivation and creative initiative

Terms of employment and dismissal

Ways to increase labor productivity

Work teams and their functions

Organizational culture of the firm

Training and professional development

Incentive pay systems

Relationships in the team

The impact of personnel management on the activities of the company and its organization

Assessment of personnel and its activities

Relations with trade unions

Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of an understanding among employees of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

Training: Development of training programs for staff in order to effectively perform work and promote it.

Assessment of labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.

Promotion, demotion, transfer, dismissal: developing methods for moving employees to positions with greater or lesser responsibility, developing them professional experience by transferring to other positions or areas of work, as well as procedures for terminating an employment contract.

Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of managerial personnel.

Labor relations: negotiating the conclusion of collective agreements.

Employment: software development equal opportunities employment. Ensuring employment security for staff makes any firm more profitable and competitive, especially if a workforce stabilization strategy is used as a means to increase flexibility in workforce management, create conditions for close interaction of workers and retain the most qualified staff12.

Chapter 2. Personnel planning at Spetspromservis LLC

2.1. Analysis of the organization of the personnel planning process in Spetspromservis LLC

In the organization under consideration, much attention is paid to the calculation of the balance of working time when organizing the personnel planning process.

The purpose of calculating the balance of working time in Spetspromservis LLC is to establish an effective useful time fund for one employee per year. It is calculated as the product of the number of working days in a year and the average working day in hours.

Based on the schedule of working hours and the duration of the working day and rest days for 2006, Spetspromservice LLC compiled a balance of working hours. The number of calendar working days is 250 days. From this amount, 10% of the time for holidays and 10% of the time for other absenteeism are deducted. The working day is 8 hours. The total balance of working time for 2006 is 200 days or 1,600 hours.

Agreed I approve

Chairman of the trade union director

_____________________ ________________

Schedule of working hours and duration of the working day and days of rest for 2004

Numbers of the month

Pick up file

It might be useful to read:

Personnel planning system by example. Personnel planning. Personnel planning has as its goal - to meet the needs of the organization in the required number of specialists in a specific time frame "2. These definitions are taken from American history

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Similar Documents

Goals, objectives and methods of personnel planning in the organization. Basic technologies, problems and stages of personnel planning. Ensuring the integration of workforce planning into the plans of the organization. Problems of personnel planning development in "Super-MIX" LLC.

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Introduction

Chapter 1. Theoretical foundations of personnel planning

1.1 Goals, objectives and methods of personnel planning in the organization

1.2 Main technologies, problems and stages of personnel planning

Chapter 2. Analysis of methods and technologies of personnel planning in Super-MIX LLC

2.1 Organizational philosophy of Super-MIX LLC and tasks of personnel planning

2.2 Ensuring the integration of personnel planning into the plans of the organization and the problems of development of personnel planning in Super-MIX LLC

Conclusion

Bibliography

Introduction

Subject of study:

Methods and technologies of personnel planning (on the example of Super-MIX LLC).

The work consists of an introduction, two chapters (theoretical and practical), a conclusion and a list of references.. When writing the work, the works of such authors as Kibanov A.Ya., Korotkov E.M., Pushkarev N.F., Egorshin A.P. were used. and etc.

Chapter 1. Theoretical foundations of personnel planning

1.1 Goals, objectives and methods of personnel organization planning

- internal (employees available in the organization);

- external (found or attracted from the external environment).

Personnel planning has as its goal - to meet the needs of the organization in the required number of specialists in a specific time frame "2. These definitions are taken from American sources.

Personnel planning is a directed activity of an organization for training personnel, ensuring proportional and dynamic development of personnel, calculating its professional and qualification structure, determining general and additional needs, monitoring its use.

Foreign sources focus mainly on planning the organization's needs for personnel, while domestic sources accept this only as one of the types of personnel planning, highlighting, in addition, a number of concepts (planning the use of personnel, planning its training, and so on).

1.2 Core technologies , problems and stages of personnel planning

The planning process technology includes the following steps:

Assessment of cash reserves, their quantity and structure;

Assessment of future needs; tracking changes in the professional and qualification structure of personnel, identifying the need for labor force, indicating quantitative and qualitative indicators;

Development of a program for future needs.

Chapter 2 Analysis of methods and technologies of personnel planning in Super-MIX LLC

2.1 Philosophy of the organization LLC " super-mix » and tasks of personnel planning

OOO " super-mix »" was founded in 2002 year.

To carry out personnel planning activities, it is necessary to solve such a problem as the analysis of activities and job descriptions.

Activity analysis provides answers to the following questions:

* how much time an employee needs to perform basic production operations;

* which production operations can be grouped into more general concept workplace;

* how to organize workplace in such a way as to increase labor productivity;

* what mode of operation is optimal for a given workplace;

* what characteristics (features) an employee must have to perform this production operation;

* how the information obtained from the analysis of the workplace can be used to create a personnel management program.

When implementing the process of personnel planning, LLC "Super-MIX" analyzes the activities of the employee - the contractor, this happens on the basis of a professional analysis.

Professional analysis - analysis of the work of the performer, highlighting the main tasks, results, processes, interaction schemes that describe the activity as fully as possible.

At the enterprise under study, much attention is paid to the evaluation of candidates idatov when applying for a job. Below we will consider the problems and stages of the process of evaluating candidates carried out by Super-MIX LLC.

To plan to meet the future need for personnel, it is recommended: to analyze the sources of recruitment, to assess the existing labor resources and newly recruited personnel, to identify employees that the company does not need at the moment.

The technology of providing an organization with personnel consists of several components that can be linked and presented in the form of a diagram. Each of the components of this scheme includes a list of actions necessary to carry out measures to provide the organization with personnel.4

Personnel planning - it is expedient to carry out as planning by results.

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