Planning the organization's need for workers. Determination of the organization's need for personnel. Computer model for determining the need for personnel

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

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

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

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

the proportion of employees of individual departments (groups, categories) in the total number of employees of the enterprise;

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

the average category of workers in the enterprise;

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

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

staff turnover;

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

The combination of these and a number of other indicators can give an idea of \u200b\u200bthe quantitative, qualitative and structural state of the personnel of the enterprise and the trends in its change for the purposes of personnel management, including planning, analysis and development of measures to improve the efficiency of the use of labor resources.

Assessment of the organization's staffing needs can be quantitative and qualitative.

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

The payroll number of employees of the enterprise is the number of employees on the payroll for a certain number or date, taking into account the employees who were hired and left for that day.

The turnout is the number of payroll employees who show up for work.

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

Qualitative assessment is a more complex type of forecast, since it is followed by analysis. Similarly, for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Especially difficult is the assessment of the need for management personnel.

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

1) determination of the general need;

2) determination of additional personnel requirements.

When determining the total (full) staffing requirements, three mutually complementary methods are used:

1) the staff-nomenclature method, the essence of which consists in comparing the staffing of a firm with the staff of another firm that produces the same amount of work in the same field of activity, but with a smaller number of staff;

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

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

The additional need for specialists is influenced by the following three factors:

a) development of the company;

b) the need to replace practitioners;

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

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

When determining the need for personnel in each specific case, it is recommended to involve the heads of the relevant departments.

The staff planning scheme is given in Appendix B.

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

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

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

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

When developing a business plan special attention should be given to key specialists and their level of professional training. At the same time, at first, a list of areas and areas of activity of the enterprise is drawn up and the names of specialists who provide activities in these areas are indicated. For specialists in open, vacant areas, a list of areas of knowledge that the applicant must possess is drawn up, and then the optimal applicant is determined from the available ones.

The main purpose of planning personnel requirements is to determine the number and quality of personnel to ensure the fulfillment of the company's tasks.

A shortage of staff jeopardizes the performance of tasks, and an oversupply of it causes unnecessary costs and thus jeopardizes the existence of the enterprise itself.

There are two main areas of planning for staffing needs:

Quantitative;

High quality.

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

When comparing staffing requirements and actual staff availability, three options are possible:

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

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

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

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

Analysis of requirements, identification and differentiation of those knowledge, abilities and styles of behavior of employees, which are necessary for the implementation of the program of the enterprise for the production and sale of goods and services;

Analysis of abilities, determination (based on the requirements stipulated by the content of the tasks assigned to the employee) the abilities that employees must have to successfully complete these tasks.

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

1) marginal;

2) expert and statistical;

3) analytical and regulatory.

Marginal approachbased on the analysis of the marginal productivity of production factors, i.e. a certain number of employees, which provides him with the maximum net income.

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

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

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

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

With regard to employees, rationing consists in establishing a measure of labor costs for performing a given amount of work for a certain period. In this case, the measure of labor costs can be expressed either directly in the time spent by an employee of the required qualifications to perform a unit of a particular work entrusted to him, or indirectly through the number of employees, which is necessary to perform a certain function.

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

Time rate- This is the amount of labor time, established for the performance of a unit of work by an employee or a group of employees.

Production rateis a set amount of work that an employee or a group of employees are obliged to perform per unit of time.

Service rateis the number of objects (pieces of equipment, work places, etc.) that an employee or a group of employees are obliged to serve during a unit of working time.

A variation of the service rate is the manageability rate, which determines the number of employees to be managed by one manager.

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

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

Standardized task- this is a set amount of work that an employee or a group of employees are obliged to perform per work shift, work month (respectively, shift or monthly task) or other unit of working time.

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

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

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

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

Labor regulations contain norms for different types works that take into account the peculiarities of the technology used (traditional or automated), quantitative and qualitative characteristics of the work and its results.

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

Time spent in full technological cycle are determined using model time standards, as well as by directly studying the time spent using the following methods:

Timing measurements;

Photos and self-photographs of the working day;

Instant observations;

Expert assessments.

The rate of time to complete a unit of standardized work is calculated by

operational time standard and is determined by the formula:

Нвр \u003d Н * К,

where Нвр - time spent on performing a specific standardized type of work, h;

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

collection of norms, h;

K is a coefficient that takes into account the time spent on organizational and technical

maintenance of the workplace, rest and personal needs (taken equal to 1.1).

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

the number of employees. Basis for calculation attendance workers are

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

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

where Нвр is the time spent on performing the standardized type of work, h;

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

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

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

Tнн \u003d Tj * Vj,

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

Vj -annual volume of non-standardized types of work.

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

To \u003d Tn + Tnn.

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

H \u003d (Тн + Тнн) / Фп= To / FP,

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

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

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

Representative compositionpersonnel are all employees who show up for work.

The payroll of the personnel is both employees who have come to work and employees who are on vacation, business trip, who did not appear due to illness, who are engaged in the performance of public duties, etc.

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

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

AT payroll personnel of the organization includes all those hired, associated with both the main and non-main activities.

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

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

Staffing needs assessment

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

Types of personnel planning

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

How to plan staffing needs?

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

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

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Introduction

Conclusion

Introduction

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

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

Provision of the company by human resourses on time (preferably by minimizing all costs);

Organization of effective work on recruiting and training personnel.

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

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

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

Study the specifics of planning staffing needs;

Explore methods of planning staffing needs.

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

1. Features of planning staffing needs

1.1 The concept and essence of planning personnel requirements

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

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

The goals of planning the staffing needs of the organization are:

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

Effectively use the staff of the organization;

Anticipating or minimizing the impact of problems caused by excess or shortage of required staff.

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

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

1) creation of a healthy and efficient workforce capable of performing the planned strategic plan goal development;

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

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

4) increasing productivity and quality of labor;

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

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

Figure 1 - The role of personnel planning in the system

intercompany planning

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

1.2 Types and factors of workforce planning

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

Table 1 - Types of personnel planning

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

Factors to consider when planning personnel: A.N. Miroshnichenko. Human resource management of the organization: Planning needs in personnel / A.N. Miroshnichenko. - M .: MIEP, 2012 .-- P. 39.

1) Staffing table:

Number of staff members;

Vacancies by departments;

Employee data: additional skills, career plans, etc.

2) Personnel policy in relation to personnel:

Focus on attracting specialists or training their own;

Orientation towards staff retention or recruitment, etc.

3) HR strategy:

Personnel needs in departments;

Sources of meeting staffing needs;

Ways to meet staffing needs, etc.

4) Percentage of staff turnover in all departments (average for each department). Reasons for turnover: factors of staff demotivation; behavior of leaders; suitability of the position (level of competence);

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

Competitiveness of the compensation package in the labor market;

Motivating factors.

1.3 Types of staffing requirements

Personnel requirements are usually determined by characteristics: V.A. Antropov. Planning the need for personnel in the enterprise. Study guide / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Yekaterinburg: UNUPS, 2010 .-- P. 25.

A qualitative need is a need for the number of personnel by category, profession, specialty, and skill level. It is determined on the basis of the system of objectives of the enterprise; organizational structure; professional and qualification division of work recorded in the production and technical documentation for the work process; requirements for positions, fixed in job descriptions; staffing table, where the composition of posts is recorded; various organizational and managerial processes are regulated with the allocation of requirements for the professional and qualification composition of performers. Calculation of the qualitative need for professions, specialties, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality needs. The total demand for personnel is found by summing up the quantitative requirements for individual qualitative criteria.

For example, to sell more units of a product, you don't always need to increase the number of sellers. In addition, it must be remembered that when the volume of sales expands, the load increases not only on the commercial division;

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

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

The total need is the entire number of personnel that the enterprise needs to complete the planned scope of work;

Additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise.

1.4 Stages of planning staffing requirements

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

Table 2 - Stages of planning staffing needs

Defining strategic goals	Based on the strategic plans of the organization, specific quantitative goals of the enterprise as a whole and all departments in particular are determined
Statement of the personnel problem	Various parameters of the requirements for the personnel composition of enterprises are determined, taking into account their planned reorganization and optimization. The composition of the personnel of enterprises involves the quantitative and qualitative parameterization of the composition of departments
Assessment human resources organization	Human resources are assessed: Assessment of the state of available resources (quantity, quality, labor efficiency, turnover, merit, competence, workload, etc.); Assessment of external sources (employees of other enterprises, graduates of educational institutions, students); Conformity assessment of requirements and resources (now and in the future); Assessment of resources required for various options for solving personnel problems
Developing action plans to achieve the desired results	Determination of various options for solving personnel problems, taking into account the available resources (training, selection, use of external or internal sources of personnel, etc.); Assessment of the complexity and resource intensity of each option; Choosing the optimal solution to the personnel problem; Development of an action plan for solving the personnel problem

Each of them needs information that the personnel manager receives from the heads of departments who need new employees. By combining all the data and understanding the overall picture of the need for personnel, the manager can directly engage in planning.

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

Table 3 shows the main factors influencing the organization's staffing requirements. Shkatulla V.I. Desk book HR manager / V.I. Casket. - M .: NORMA, 2001 - 560 p. Well-organized statistics are important here:

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

Age and educational structure of personnel;

Staff turnover;

Labor costs;

Personnel qualifications and vocational training statistics.

Table 3 - The main factors affecting the need for staff

Intra-organizational factors	External factors
1. Objectives (strategic objectives, business plans): Release of new products; Development of new markets; Liquidation of certain market segments.	1. The state of the economy as a whole: The pace economic growth; Inflation rate; Unemployment rate; Labor market situation.
2. Personnel movement: Dismissals of their own accord; Retirement; Maternity leave; Temporary disability;	2. Political changes: Changes to the Labor Code; Tax regime; Social insurance system.
3. Financial condition, traditions.	1. Development of engineering and technology.
	4. Competition and market dynamics

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

Looking into the future, the company will be able to create today such a system that will make it possible to work most effectively now in order to achieve promising goals. Ilyin A.I. Planning in the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010 .-- 635 p.

The second stage is related to the determination of the company's internal labor potential. An analysis of the specific needs of the organization is carried out (when, how many, what qualifications the workers will need for the planned period). The basis is a detailed long-term plan for the development of the organization. It is at this stage that the qualitative and quantitative composition of personnel is predicted for a certain future.

At the third stage, the company determines the need for additional personnel, the required level of qualifications, as well as the need to develop its human resources through training and advanced training. The analysis of the possibilities of meeting the specific needs of the organization at the expense of existing personnel Knowing its trends and development prospects and, in this regard, the additional need for personnel, the company embarks on an important stage: planning measures to meet the need for personnel.

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

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

Figure 2 - Stages of planning staffing requirements

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

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

2. Methods for planning staffing needs

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

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

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

Calculation method according to service standards. This method partially similar to the method of labor intensity. Service standards are fixed in various GOSTs, SNiPs and SanPiNs (appropriate for each industry). This method allows the HR manager, knowing the production rates and volumes of the planned production, to easily calculate the number of required personnel. For example, on garment productionwhere the jackets are made, the seamstresses of three qualification ranks... It is necessary to take photographs of the working day of seamstresses of each qualification and display the average value of the required number of employees. Taking into account the data on the volume of production (600 jackets per month; sewing time for one product - 20 hours) and an 8-hour working day with a five-day working week the HR manager can calculate the number of seamstresses required in the production:

(20 hours x 600 jackets): (8 hours x 22 working days) \u003d 68 seamstresses.

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

Expert assessment method. The source of data on labor costs for performing certain professional tasks is the opinion of experts, usually managers. The method is based on the intuition of these people and their professional experience... This method is influenced by subjective factors.

Popular enough among professional workers personnel services and departments of the Delphi method, which consists in a written exchange of views between them and experts on the basis of a specially designed questionnaire. Includes expert and group methods. First, many independent experts are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

Extrapolation method. When using this method, the current situation in the company is transferred to the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for short term use and stable companies. For example, a wholesaler food products, had 5 commercial agents with a sales volume of 5000 thousand dollars. Next year, the company intends to achieve sales of 7,000 thousand dollars. Therefore, she will need already 7 commercial agents (sales volume per agent is 100 thousand dollars). planning staff need

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

Group assessment method. In this case, groups are formed that jointly define the problems or tasks that need to be solved, and jointly propose solutions. When determining the planned number of personnel, this method is good for the ability to take into account many factors affecting the solution of personnel problems, and the involvement of line managers in personnel management processes.

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

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

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

Based on the planned need for personnel, ways and sources of its coverage are selected. Most often, companies take a proactive approach, i.e. ways of hiring people where the organization:

Recruits employees directly in educational institutions;

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

Uses the services of HR consultants and specialized recruitment intermediaries;

Recruits newcomers through their employees.

Sources of coverage for staffing requirements can be:

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

Internal - own sources.

Conclusion

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

Planning for personnel requirements can be current and forward-looking. In both cases, the plan for personnel needs is formed in three main directions: the need for the planned volume of production or services (in the conditions of a given or changing technology), taking into account the existing number of employees; coverage of anticipated (planned) personnel retirement; coverage of unscheduled staff retirement.

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

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

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

List of sources used

Antropov V.A. Planning the need for personnel in the enterprise. Study guide / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Yekaterinburg: UNUPS, 2010 .-- 84 p.

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

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

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

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

Miroshnichenko A.N. Human resource management of the organization: Planning needs in personnel / A.N. Miroshnichenko. - M .: MIEP, 2012 .-- 129 p.

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

Shkatulla V.I. Personnel manager handbook / V.I. Casket. - M .: NORMA, 2001 - 560 p.

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Description of the main methods of personnel planning. The concept of the need for personnel and its types. The actual need for personnel and its forecast. Sources of staff recruitment organization. Determination of requirements for candidates for a vacant position.

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

Workforce planning is necessary to achieve the following goals:

Providing the enterprise with the necessary personnel with minimizing costs;

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

To reduce or optimize the use of redundant personnel;

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

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

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

The planning takes into account the following changes.

1. The need for staff replacement due to retirement, dismissal, disability due to assignment of a group, etc .;

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

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

Comparison of the planned demand and the actual number of employees allows us to determine the change in the number of occupations and job groups (fig. 2).

Fig 2. Comparison of the planned demand and the actual number of employees.

When comparing staffing requirements and actual staff availability, the following options are possible:

1. Planned staffing requirements and staff availability are equal... This means that in the period under review, the total number of personnel required to fulfill the goals of the enterprise fully corresponds to the projected number of personnel.

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

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

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

? how many workers, what qualifications, when and where will be required;

? how to attract required amount employees and reduce or optimize the use of redundant personnel;

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

? how to provide conditions for personnel development;

? what costs will be required for the planned activities.

To answer these questions, it is necessary to take into account the factors influencing the demand for labor. Conditionally distinguish internal and external factors that affect the organization's need for labor.

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

Another source of changes in the organization's workforce needs is the intra-organizational dynamics of the workforce (voluntary redundancies, retirements, maternity leave, parental leave).

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

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

Development of technology and technology can drastically change the organization's workforce needs. It is enough to remember an example personal computersthat have replaced millions of bookkeepers around the world. Human resources professionals should work closely with the company's technical experts to proactively assess the impact of the possible introduction of a new technique or technology on the organization's staffing needs.

Political changes can affect the needs for human resources and the situation on the labor market through changes in legislation (tax regime, social insurance system, labor legislation), regulation of macroeconomic parameters, creation of a certain political climate in the country. Reducing mandatory social security contributions automatically reduces labor costs and can make it profitable for the company to attract additional workers who previously could not be hired due to high costs. As applied to this factor, the difficulty for human resources specialists lies not so much in predicting the impact of certain political changes on labor requirements, but in predicting the changes themselves.

Competition and the state of the sales market , changing under the influence of many factors, have the most direct impact on the company's human resource needs. Increased competition in a stable or shrinking market usually means that a company needs to think about reducing the number of its employees. Conversely, the rapidly growing demand for the organization's products is an indicator of the need to recruit additional labor. Successfully solve this task This is possible through the close interaction of human resources and marketing specialists engaged in market dynamics research.

Assessment of the organization's staffing needs can be quantitative and qualitative.

Quantitative requirement in personnel - this is the need for a certain number of workers in different specialties. The following approaches can be used to quantify staffing requirements:

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

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

method of calculation according to service standards;

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

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

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

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

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

analysis of provisions on departments, job descriptions and job descriptions;

staffing table;

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

When determining the need for personnel, often crucial is given to the opinions of experts, allowing you to better understand what qualitative changes in the personnel structure an organization needs to make in order to successfully achieve its goals. The experts can be both employees of the organization with the necessary experience, knowledge and training, and external experts.

The need and readiness of the enterprise to introduce systematic workforce planning increases with the size of the organization, the scale and complexity of the company. There are changes in the content of labor, technology and the instruments of labor themselves. These changes highlight all the new requirements for employees, which must be taken into account when selecting personnel. Personnel planning should ideally provide answers to all questions related to providing the company with the necessary workforce and determining the associated costs. At the same time, mistakes in personnel planning often lead to significant losses for the organization.

In the process of personnel planning, four stages can be distinguished.

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

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

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

One of the approaches to assessing the organization's need for personnel is to forecast vacancies for various job positions. At the same time, statistical data on the movement of personnel belonging to the main professional groups can be used, which makes it possible to identify the key factors causing this movement.

Stage three ... The most important area of \u200b\u200bwork in the framework of personnel planning is associated with assessing the state of the organization's internal workforce. What are the capabilities of the staff in relation to the goals set by the strategic plan? Do staff have sufficient knowledge, skills and experience to implement the developed strategy? When answering these questions, it is necessary to analyze a significant amount of personnel information: demographic data and educational level, the results of surveys and tests, the results of periodic assessment of the work of personnel (certifications), job requirements, real performance levels and much more.

Since the organization's own capacity to meet the growing quantitative and qualitative need for personnel is often insufficient, workforce planning almost always requires the study and assessment of external sources of labor. Employees with what knowledge, skills and experience are easy to find in the external labor market? People with what characteristics are difficult to find? With which institutions ( educational institutions, associations, agencies) should contact be made to facilitate the search for labor?

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

Development of integrated plans workforce planning activities are aimed at reducing the gap between today's human resource availability and the future needs of the organization.

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