Topic: Equipping the workplaces of employees of the personnel service of state institutions. Analysis of the elements of labor organization at the workplace of the trainee specialist of the personnel department Workplace of the personnel officer description

"Personnel department of a budgetary institution", 2011, N 10

As you know, each type of workplace has its own ergonomic, sanitary, organizational and other requirements contained in the relevant advisory, dispositive or imperative standards, the implementation of which ensures safe working conditions for health. All this obliges the employer to know the typical requirements that apply to jobs, in particular, certain categories of workers personnel service- HR inspector, timekeeper, psychologist, training engineer, etc.

Taking into account such nuances obliges the administrative and economic services of the employer to organize each workplace, that is, to equip and layout it, taking into account the professional specifics of the work of each group (individual) employees. Full complete equipment of the workplace, as well as its rational layout, allow you to organize the labor process in the best possible way and, as a result, increase its efficiency<1>.

<1>See, for example, GOST 12.2.032-78: SSBT "Workplace when performing work while sitting. General ergonomic requirements"and SSBT" Workplace when performing work while standing. General Ergonomic Requirements", put into effect by the Decree of the State Standard of the USSR dated 04.26.1987 N 1102, as well as SanPiN "Hygienic requirements for personal electronic computers and organization of work". Electronic versions of documents are in legal reference search systems and on the Internet.

Typical workplace for HR specialists

To imagine the requirements for a typical workplace of a personnel officer, related according to the Qualification Handbook of Employees<2>to the category of specialist employees, we will use the recommendations on the creation of specialized places for personnel officers, proposed at one time by the main department for labor and social issues Moscow City Executive Committee to simplify the certification of jobs in Moscow organizations.

<2> Qualification guide positions of managers, specialists and other employees, approved. Decree of the Ministry of Labor of Russia of August 21, 1998 N 37 (effective as amended on March 14, 2011).

What is meant by the workplace of an employee of the personnel service of organizations in Moscow? The special literature says the following: for personnel officers, it means located on a certain amount of space per employee, an appropriate set of furniture and technical equipment necessary to perform production functions- work with people and work with documents. With a cabinet layout, it should have a working area in which a wall cabinet, a desk with a swivel attachment for ease of moving the necessary devices and documents, and a swivel chair are placed. In addition, the workplace should have a working area for receiving visitors and employees, which accommodates a table and several chairs or chairs for the convenience of writing and processing the necessary documentation by persons who have arrived at the personnel service. Such a workplace should be located in a separate room, specially equipped to work with visitors (future employees) and employees of the organization.

The equipment of the workplace should provide the personnel officer with the opportunity to receive high-quality information in a timely manner and use it in the preparation management decisions. The set of office equipment should include communication equipment (telephone, fax), small office equipment (calculators, etc.). If the organization has put into operation "ACS-cadres" - a complete set of technical means that ensure the operation of this system<3>.

<3>See: Dictionary reference for the work of the personnel service. Moscow: Moscow personnel center at the main department for labor and social issues of the Moscow City Executive Committee, 1989. The document is currently contained in legal reference search engines and on the Internet.

Typical requirements for the workplace of the head of the personnel department

In contrast to the requirements for the structure, sanitary and hygienic parameters and the level of technical equipment of the workplace of a specialist personnel officer, the workplace of a person engaged in managerial work is called an office in all regulations and special literature on this topic.<4>. Nevertheless, all the analyzed acts and other sources (containing, as a rule, recommendatory norms for the creation of typical jobs for managers of different levels of government) suggest the following. As with other employees, at the workplace of HR managers of all kinds, a working area certified for its safety for health and meeting the requirements of sanitation and hygiene of anti-epidemiological standards should be allocated. This requirement is contained in paragraph 1 of Art. 25 federal law dated 03/30/1999 N 52-FZ "On the sanitary and epidemiological well-being of the population" (as amended on 07/19/2011), which states that working conditions, the workplace and the labor process should not have a harmful effect on a person. Requirements for ensuring safe working conditions for a person are established by sanitary rules and other regulatory legal acts of the Russian Federation.

<4>See, for example, brochures: Scientific organization of managerial work. Moscow: Progress, 1968; Leader's work. Moscow: Economics (a series of annual thematic issues: 1975, 1976, 1977, 1978); Typical design of the workplace of the head of production for light industry. M.: IPK of the Ministry of Light Industry of the USSR, 1970; Intersectoral guidelines for the prevention of overwork of workers of physical and mental labor. Moscow: Research Institute of Labor, 1979.

From paragraph 2 of Art. 25 of this Law it follows that individual entrepreneurs and legal entities are obliged to carry out sanitary and anti-epidemic (preventive) measures to ensure safe working conditions for humans and to comply with the requirements of sanitary rules and other regulatory legal acts of the Russian Federation for production processes and technological equipment, organization of workplaces, collective and individual means of protecting workers, working conditions, rest and welfare services for employees in order to prevent injuries, occupational diseases, infectious diseases and diseases (poisoning) associated with working conditions.

For the most part, the recommendations are typical and can be a guideline for the introduction of a certain type of executive jobs (offices) in organizations of various sectors of the economy. Then the projects of workplaces are adjusted depending on the specifics of the work, the level of management and taking into account the latest achievements in science and technology. It should be noted that workplaces must undergo timely certification (as a rule, once every five years) in order to improve working conditions and rationalize work and rest regimes.

The main features of the work of managers of different levels and professional groups are, firstly, the implementation of diverse functions for the organization of a production or other process and, secondly, control over the activities of subordinates. These functions consist of solving many issues of a promising and current nature, participation in industrial and social events, that is, the type of activity is constantly changing - from 30 to 100 times per working day. And the higher the level of management, the more diverse and the more difficult it is to formalize the activities of the leader.

In the work of managers of all levels of management (from the director to the foreman) there are common types professional activity: personal contacts (meetings, conversations, visits to structural units in order to communicate with employees, etc.), work with current official and other documentation, preparation and organization of one's work, familiarization with reports on the work done and completed assignments, etc. Data from the analysis of timing and self-timing questionnaires show that the proportion of working time that is devoted to the performance of a particular task depends both on the level of management and on the scale of the organization.

It has been established that a lot of time (in different organizations, the figure ranges from one to six hours per working day) is required to conduct "fly meetings" - operational meetings about unexpectedly changed circumstances related to the work process. The longest meetings are held at the beginning and end of the week. The time spent on the main activities (meetings, work with documentation, reporting, signing documents, receiving visitors, etc.) fluctuates slightly during the week.

With a variety of mental work, the activities of managers at a higher level of management are often carried out against the background of neuropsychic stress (30 - 40% noted nervousness resulting from conflicts) and restrictions on motor activity (60 - 65% of the time is spent sitting, less than 1 km is covered during the working day). ). Middle-level managers are engaged in sedentary work 30 - 45% of the time and during the working day they cover a total distance of 5 to 7 km.

All executives perform a large and responsible social work, on which up to 10% of the working time budget is spent. The lunch break for higher-level managers lasts from 20 to 50 minutes, for middle-level managers from 40 to 60 minutes.

Based on specialized literature, the working day of managers of the lower level of management is on average from 8 to 9 hours, the average level - from 10 to 14 hours, the high level - from 9 to 15. Than larger organization, the longer the working day of the head.

From 50 to 70% of the time, executives spend in rooms specially designated for them - separate rooms. The workplace, as it is commonly called, the "manager's office", for example, the director of human resources or the deputy director of personnel management, as a rule, consists of three functional areas: a work area, a meeting area and a recreation area.

Work zone(office) should be isolated from other premises of the organization, except for the emergency exit (according to fire safety rules), in order to ensure the ability to work without interference with documentation of varying degrees of complexity.

The working area should be equipped with appropriate furniture and technical devices, as well as a specialized module of the subsystem electronic document management included in the automated workstation system. When choosing the equipment of the working area, sanitary and hygienic norms and rules, space standards for the offices of managers should be taken into account.

Usually the office is adjacent to the rooms of assistants who contribute to the professional activities of the head (secretaries, referents, etc.), and with deliberative zone- a room where the head conducts receptions and holds meetings. The area of this zone should correspond to the expected number of visitors who will be present there at the same time.

Rest zone- individual premises for the administration of natural needs and sanitary hygiene, as well as a room for psychological unloading.

Microclimatic conditions (permissible temperature, air exchange rate and its relative humidity) in the manager's office must comply with the SSBT "Working area air. General sanitary and hygienic requirements" (GOST 12.1.005-76). When designing or equipping the office of a manager of any rank, it is necessary to strictly comply with sanitary standards for workplace illumination SNiP PA 8-72 "Natural lighting. Design standards", PA 9-71 "Artificial lighting. Design standards". The noise level in the working area should not exceed the permissible limits provided for by the SSBT "Noise. General requirements security" (GOST 12.1.003-76).

Problems with job creation

Jobs, despite the mention of them in Part 4 of Art. 57 of the Labor Code of the Russian Federation, the vast majority of employees are not indicated in the employment contracts. In our opinion, the fact is that employers, employees and supervisory authorities for compliance with labor legislation do not have a common understanding of what should be a workplace, which is proposed to be designated in an employment contract by agreement of the parties.

If you turn directly to part 4 of Art. 57 of the Labor Code of the Russian Federation, then a natural question arises: how to create a work area where the employee will perform his labor function so that it can be considered his workplace? In other words, what does the process of creating a job include, with which, when applying for a job, it will be necessary to familiarize the applicant? The vast majority of employers will answer the question as follows: it is enough to initially enter a vacant position, profession, specialty into the staff list; then allocate (sometimes even in a room not adapted for work) a chair and a table to the employee, and a workbench or machine tool to the worker. Further, advertise in the media that there is a vacancy in the organization, or disseminate information about this in another way, for example, through employees of the employer. But in this case, the introduction of a vacancy occurs without creating a workplace that is properly equipped for a specific category of workers, and, moreover, without its certification for health safety.

Recall that according to the Procedure for attestation of workplaces in terms of working conditions, which was approved by Order of the Ministry of Health and Social Development of Russia dated April 26, 2011 N 342n (hereinafter referred to as the Procedure for Attestation), all workplaces are subject to certification - from the head of the organization<5>to loaders and cleaners of industrial premises. The attestation commission should rely on the relevant standard projects workplaces and standards for labor protection of workers.

<5>See, for example, the current Methodological Recommendations (MR) "Physiological substantiation of the organization of a typical regime of work and rest for executives industrial enterprises", approved by Order of the Ministry of Health of the USSR of 07/10/1980 N 2184-80. The document was not published. Its electronic version is contained in legal reference search engines and on the Internet.

The number of certified jobs is determined based on the list of staff units in the staffing table. But at the same time, it is necessary to take into account the number of persons using one workplace in shifts during calendar day, and types of work performed by specific categories of workers. Certification of newly organized workplaces must be started no later than 60 working days after they are put into operation (paragraph 4, clause 8 of the Certification Procedure). In accordance with clause 12 of the Certification Procedure, the certification commission assigns a unique serial number to each workplace (no more than 8 characters: from 1 to 99,999,999). It is reflected in all documents on attestation of workplaces, that is, it is not difficult for the employer, if desired, to reflect this number in the employment contract, explaining its meaning to the future employee. Please note that in organizations operating around the clock, the same workplace can be reflected in the employment contract for all employees who replace each other.

From the point of view of employees and representatives of state bodies exercising control and supervision over compliance with the requirements of labor legislation, the process of creating a workplace for a potential employee by an employer should be as follows.

First, there is a real creation of an equipped workplace to perform a specific labor function according to standard or individual projects. Then it is certified for working conditions, which can be either safe for work or contain harmful and (or) dangerous production factors. In this case, all pathological factors identified at the workplace, including those leading to microclimatic discomfort (exceeding the norms of illumination, noise, etc.<6>), oblige the employer to find ways to reduce or level them. If any deviations from plumbing and other standards are identified, the employer must take measures to eliminate them - or determine ways personal protection worker and issue him PPE prescribed by law, or re-equip and re-equip a hazardous workplace. And only after that, the employer can reflect in the staff list the workplace as meeting the requirements of special legislation on labor protection and advertise the search for applicants for this vacancy.

<6>"MR 2.2.9.2311-07. 2.2.9. The state of health of workers in connection with the state of the working environment. Prevention of the stressful state of workers during various types professional activity. Guidelines", approved by the Chief State Sanitary Doctor of the Russian Federation on December 18, 2007, together with the Methodology of Mental Self-Regulation. The document was not published. Its electronic version is contained in legal reference search engines and on the Internet.

So, subjects that have the right to assess the completion of the process of creating a job as one of the additional conditions of an employment contract have different understandings of whether it was created and formalized properly or improperly. Such uncertainty about the actual workplace often causes disagreements between the employee and the employer when they have already entered into an employment relationship. And if this moment was reflected in the employment contract in a timely manner, this would prevent a labor dispute.

But before you deal with the problems that prevent the clarification of a specific workplace in employment in an employment contract, you need to understand how the staffing of personnel officers is determined. budget institutions. This will be the subject of research in the material that will be published in one of the next issues of our journal.

N.A.Brilliantova

Professor,

deputy head

department of labor law and

social security rights

Scientific Secretary

doctoral dissertation council

at ATiSO

V.V. Arkhipov

practicing lawyer

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Introduction

Personnel management within the enterprise has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of enterprise development, which consists of three parts:

Industrial;

Financial - economic;

Social (personnel policy).

The personnel policy defines goals related to the relationship of the enterprise to the external environment (labor market, relations with government agencies), as well as goals related to the relationship of the enterprise to its staff. Personnel policy is carried out by strategic and operational management systems. The tasks of the personnel strategy include:

Raising the prestige of the enterprise;

Study of the atmosphere inside the enterprise;

Potential Development Perspective Analysis work force;

Generalization and prevention of reasons for dismissal from work.

The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor. The personnel policy should increase the capabilities of the enterprise, respond to the changing requirements of technology and the market in the near future.

Personnel policy properties:

Link to strategy;

The importance of the role of personnel.

Focus on long-term planning

A range of interrelated functions and procedures for working with personnel.

Personnel policy is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive team. Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that in the daily personnel work the interests of all categories of employees and social groups labor collective.

automated personnel strategy management

1. Analytical part

1.1 Technical and economic characteristics of the subject area

1.1.1 Characteristics of JSC « Nekrasov Machine Building Plant»

The head of the enterprise is the general director, who is elected by the meeting of shareholders. The main production facilities of the enterprise are six workshops:

1. Workshop of pumps and dispersers;

2. Procurement shop;

3. Foundry shop;

4. Workshop of machine tools with numerical control;

5. Workshop of rubber products;

6. Tool shop.

For the full and uninterrupted functioning of these industries, the company has the following divisions:

1. Management: General Director, Deputy Director for Economics, Deputy Director for Production and Cooperation, Deputy Director for Planning, Sales and Organization of New Production, Chief Engineer, Chief Accountant.

2. Planning and Economic Department: manages the financial operations of the enterprise, develops plans for its income and expenses, controls the flow to the current account Money and how they are spent.

3. Accounting: takes into account the receipt and expenditure of material and financial resources at the enterprise; prepares reports on the activities of the enterprise and delivers them to the heads of the enterprise.

4. Technical department: development of technical documentation, registration of certificates, development of technical and technological standards for raw materials and materials.

5. Production Department: daily operational control over the production process.

6. Sales department: explores sales markets, concludes contracts for the supply of products and delivers them to consumers, controls prices

7. Purchase department: accepts applications from all departments for materials and equipment, drafting contracts for the purchase of materials, raw materials and equipment, purchase of materials, raw materials, equipment, workwear

8. Transportation Department: ensuring the delivery of raw materials, transportation of the company's products to consumers, support technological process domestic transport enterprises, transport support of auxiliary services.

9. Department of technical control: carries out quality control of products; controls the operational quality of processing at the workplace; organizes the input quality control of raw materials and other products entering the enterprise. Analyzes the causes of product defects. Introduces more advanced methods of product quality control in workshops and sections.

10. The Departmentpersonnel

1.1.2 Brief charactercompany HR department

The personnel department is a structural subdivision of the enterprise and has one employee. An employee of the personnel department provides the enterprise with employees of the required specialties and qualifications, and also monitors compliance with the current legislation in working with personnel and documenting the personnel activities of the enterprise. An employee is appointed to a position and dismissed by the general director of the enterprise and is directly subordinate to him. A person with higher education and at least two years of work experience in this field is appointed to this position. The employee in his work is guided by the current legislative acts of the Russian Federation on labor, regulations of the Government of the Russian Federation, organizational and administrative documents of the enterprise, instructions of the director, internal labor regulations and job description. The personnel inspector must know labor legislation, regulations, instructions and other guidance materials and regulatory documents on personnel accounting, registration of pensions, maintenance and storage of work books of employees, unified forms of documentation, the structure of the enterprise and its divisions, internal labor regulations, rules and labor protection standards

Job description HR officer

The employee must:

1. Keep records of the personnel of the enterprise, its divisions and draw up personnel documents.

2. To formalize the admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the director.

3. Fill in, take into account and store work books, calculate the length of service.

4. Issue certificates about the present and past labor activity of employees.

5. Keep records of the provision of holidays to employees, exercise control over the preparation and observance of the schedules of regular holidays.

6. Draw up the documents necessary for the assignment of benefits for temporary disability to employees of the enterprise.

7. Draw up documents for assigning pensions to employees of the enterprise. Provide information about the experience of personalized accounting.

8. Keep military records and reservations of citizens arriving in reserve, employees of the enterprise.

9. Maintain an archive of files on personnel.

10. To exercise control over the timely execution of orders, instructions and orders for the personnel of the director of the enterprise.

11. Keep records of orders and other documents on legal issues, fill out accounting documents (magazines, file cabinet).

12. To exercise control over the state of labor discipline in the structural divisions of the enterprise and the observance by employees of the internal labor regulations.

13. Compile established reporting.

14. Maintain confidentiality of proprietary information.

15. Follow the instructions and orders of the director.

16. Ensure the safety of official documents, forms, stamps and follow the rules for their use.

17. Control the quality of production and execution of documents on the personnel of the enterprise's employees.

18. Adhere to the subordination established at the enterprise, follow the rules business relationship and business etiquette.

19. Perform individual tasks of management.

Employeehas the right to:

1. Require employees of the enterprise to submit documents necessary for the implementation of their functions.

2. Require the heads of departments to provide timely information and documents for the preparation of documents on personnel, vacation schedules, timesheets, maintenance of work books and the formation of a reserve for promotions, etc.

3. Approval of the orders of the director of personnel.

4. Sign personal certificates for employees of the enterprise.

5. Correspond on personnel matters with other organizations.

6. Refuse to prepare and provide to any authorities data on personnel that are not provided for by current legislation.

7. Report to the director of the enterprise about all identified shortcomings within their competence.

8. Make proposals for improving the work related to the fulfillment of the duties set out in the job description.

Employeeis responsible:

1. For the quality and timeliness of the fulfillment of the duties assigned to him

2. For failure to fulfill their duties.

3. For disclosure of confidential information.

The Department frame interacts:

1. With third-party organizations (city, territorial), military registration and enlistment offices, the district commission for booking citizens in the reserve, pension funds.

2. With all structural divisions of the enterprise on the preparation, execution and execution of documents on accounting and personnel movement. Receives requests for recruitment, vacation schedules.

3. With the financial and economic department on the issues of issuing orders on personnel, on admission, relocation, dismissal, granting holidays to employees of the enterprise and documents on social insurance.

4. With the secretary: receives organizational and administrative documents on personnel matters, incoming documents from organizations with the resolution of the director of the enterprise and provides him with completed documents, outgoing correspondence for sending to addressees.

5. With a lawyer: receives legislative and other regulations on issues of current legislation and provides him with employment contracts and orders for personnel for approval.

1.2 Economic essence of the problem

The object of consideration of this project is personnel accounting at the enterprise. The management of each enterprise sets goals that must be achieved in the short or long term. To do this, the company needs to have a sufficient number of qualified employees. It is the employee of the personnel department who is engaged in providing the necessary number of qualified personnel, taken to the right positions at the right time. This area of activity of the enterprise is no less important than the planning itself and the definition of goals.

The task of developing an AWP of an employee of the personnel department directly depends on the functions that this employee performs. An employee of the personnel department of Nekrasov Machine-Building Plant OJSC performs the following main functions:

1. Hiring an employee;

2. Transfer of an employee to another job;

3. Dismissal of an employee;

4. Other functions as per job description.

1.3 Substantiation of the need and purpose of using computer technology to solve the automation problemworkplaceemployeepersonnel department

The HR department is in charge of the personnel department. He answers:

1. For staffing;

2. For the quality of manufacturing and execution of documents on the personnel of the enterprise's employees;

3. For accounting orders and other documents on legal issues and filling out accounting documents (magazines, file cabinet);

4. For registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the director;

5. For the preparation of established reporting.

When a person is hired by an employee of the department, the employee's personal card and the order for employment are filled in manually. The order is filled in two copies. One copy of the order remains in the personnel department and is filed in the "Orders for admission" folder, and the other is sent to the accounting department.

Storage of information about employees on paper includes:

1) primary information about the employee(last name, first name, patronymic, dismissed or is currently an employee of the organization, position, department, personnel number, pension insurance certificate number),

2) passport details of the employee(year of birth, place of birth, gender, address, phone number, type of document, series, number, date of issue, who issued the document),

3) data on the marital status of the employee(marital status, family members (full name, who they are, year of birth)),

4) military records(military registration group, registration category, military rank, military profile, military registration specialty, fitness for service, district military commissariat, deregistration mark),

5) data on the education of the employee(educational institution, specialty, year of admission, year of graduation, series and number of diploma),

6) additional data of the employee.

Orders for dismissal and transfer to another position are filled in two copies, tk. one of the copies of each document is sent to the accounting department. The remaining copies are filed respectively in the folders "Orders on the termination of the employment agreement (contract) with the employee" and "Orders on the transfer of the employee to another job."

The reports provided by the employee of the personnel department to the management of the enterprise are compiled by viewing required documents per certain period, search, calculation and grouping of data, filling in the reporting form accepted at the enterprise. This process is very laborious and time consuming, and there is a high probability of error. Reports are submitted to the director of the enterprise, and their copies are stored in the personnel department in the "Reports" folder.

Maintaining personnel documentation in connection with the hiring of an employee, dismissal, transfer of an employee from one position (or department) to another (another department), vacation of employees, and in particular, preparation, compilation and storage of orders for hiring employees, relocation orders, leave orders, dismissal orders; orders are drawn up on paper, based on the data of the personal files of employees (the details of the employee are added to the order template, the number and date are put, for the order to dismiss and the order to relocate, the basis for dismissal or relocation is indicated).

When automating the workplace of an employee of the personnel department, the need to fill out the same forms several times disappears, since they are generated by the program based on the input data and can be printed several times, the probability of incorrectly filling out the document is significantly reduced, and the time spent on searching and processing information is reduced.

All information about the employees of the organization is stored on paper. At the same time, it is difficult to quickly select the necessary data when hiring, going on vacation, dismissal, transfer to another position or other employee movements. Also, great attention should be paid to the issue of data storage security and confidentiality of the employee's personal information, which is difficult to ensure when stored on paper.

To ensure the safe storage of information, the elimination of data duplication, the convenience of searching and selecting data on employees, it would be most effective to maintain a database for storing information about employees.

1. 4 Formulation of the problem

1.4.1 The purpose and purpose of the automated solution to the problem

The purpose of creating an automated workplace of the HR inspector:

Achieving Row Improvement economic indicators(increase in labor productivity, decrease in information processing time).

Improving the values of indicators of the quality of information processing (increasing the degree of reliability of information processing, the degree of its security).

This automated workplace solves a number of basic tasks:

Personnel accounting in the enterprise.

System user identification (user password).

Drawing up reporting documents.

1.4.2 general characteristics oporganizing the solution of a problem on a computer

In the system being designed, each of the presented functions is implemented by the corresponding software module, each of which has the ability to perform a number of operations, such as correcting information, searching for data, and generating reports. The processes of filling, correcting and searching for data are implemented in the same way in all modules. When adding and editing data, control over the correctness of the user's input of information is applied by comparing it with the required type, the range of possible values, the input mask, etc. When filling in incorrect information, a system of notification messages is used, automatically issued to warn and help the user. To add and edit data, screen forms are used with all the necessary input fields, as well as explanations and control elements (for example, buttons) designed to generate control actions (save, cancel changes) and navigate (move) through the database. To provide data search, screen forms are also used that allow you to set different values (ranges of values) of the information of interest, with control over the admissibility of the values of the search conditions. Information can be searched both for individual fields of tables, and for a combination of fields, for partial or complete matching of search conditions, case-insensitive for user convenience, for numerical fields and fields of the “date” type, the ability to specify ranges of value changes, etc. .d. Each of the program modules of the system assumes the presence of all the necessary reporting forms for the formation and printing of documents of the established form. All reports are generated automatically using data samples from the database.

1.5 Analysis of existing developments and justification for the choice of design technology

The task of automating the workplace of an employee of the personnel department in existing developments is either part of the tasks of general automation of personnel management, or is one of the tasks in the subsystem of automation of personnel management in the system of complex automation of the organization. Therefore, the composition of subtasks for automating the workplace of a personnel officer is different, but 3 subtasks exist in almost all of these personnel management solutions:

1) staffing;

2) personnel file;

3) personnel document flow;

In the subtask "Staffing" (if we talk about the part of the EIS, then you can call it a module) automation of the activities of personnel officers in maintaining the structure of the organization, its staffing and should allow:

Create and edit the structure of the enterprise and form the staffing table (SR);

Continuously keep revisions of the staffing table, their approval by the authorities, the introduction of new editions;

To control the unambiguous correspondence of the personnel hired to the positions of the SR;

Generate reports on vacancies and / or excess staffing (the function of automatic ban on exceeding the staffing number during admission is possible);

Keep classifiers of positions, specialties by education, categories, allowances and pay scales;

Generate various output documents and reporting forms by state;

The subtask of maintaining a personnel file as part of the HR manager's workstation should provide:

Maintaining personal cards for employees;

Changing and entering new data about an employee;

Formation of various reports to management on personnel (staff turnover, etc.)

Differentiation of access rights to personal data of employees of the organization;

Subtask "Personnel workflow":

Maintaining an archive of documents;

Automation of the passage of documents for the most frequently repeated operations - drawing up a contract, hiring, registration of holidays, dismissal, etc.;

Support for the sequence of preparation, approval, approval and publication of documents;

Ability to search and select documents according to user-defined parameters;

Identification of employees who have unacceptable indicators for all the norms approved in economic and legal documents - overdue medical examinations, certifications, excess length of service, unreasonable payments, etc.;

Keeping a personnel movement log;

Keeping a log of personal changes.

Currently on the market information systems often offer complex automation personnel management, which contains a solution for at least 6 subtasks:

1. staffing;

2. payroll;

3. timesheet;

4. personalized accounting for the Pension Fund of Russia;

5. personnel file;

6. personnel document flow;

7. staff development;

8. recruitment.

If the specifics of the organization is such that the personnel service does not solve all these problems, then these acquisitions of such systems would be irrational with limited financial resources.

Consider one of the main solutions for automating personnel management that currently exists on the market:

Personnel modules of accounting programs(An example of such a program would be 1C: Etccompany 1C, VLSI++ company "Tensor"). All of them have a common drawback - "accounting orientation" - the main attention is paid to fixing in the database information related to payroll. It is possible to generate a staffing table in the form of a list of salaries. Automation of personnel records management is either absent, or only indicated by some personnel orders. Opportunities for conducting personal affairs are cut to a minimum. All other major tasks of the personnel management service are left without attention. Even considering that some accounting design programs have the ability to refine the functionality, we can state the complete unsuitability of the programs of this group for solving the tasks of automating the workplace of the personnel service.

Outline "Personnel Management" of the corporation "Galaktika"- is designed for automated accounting of personnel and performance of computational procedures related to the remuneration of personnel of enterprises.

Contains two modules:

- Personnel Management. The module provides the process of forming, storing and adjusting the staffing table and personal cards of the enterprise employees by departments, as well as receiving a wide range of reports on staffing and personnel. Maintaining a file cabinet is carried out by forming standard orders on hiring, reassignment, dismissal, leave and the formation of disability records.

- Wage. The module is designed to automate accounting and computational procedures related to the remuneration of personnel of enterprises with time and piecework forms of payment. Transfer of data about employees from the Human Resources module is provided.

These programs have different basic functionality. In addition, some of them are delivered as a complex of interrelated modules - Personnel, Salary and Timesheet. This is due to the fact that the personnel management service not only develops systems and forms of remuneration, but also captures information directly related to payroll. This is information about hours worked - timesheets can be kept by a separate unit, but holidays, sick days, business trips, etc. require documentation and are taken into account in the personal file. This is data on the employee's salary, available benefits, bonuses, promotions, compensation.

The main disadvantage of these systems is the price when acquiring and configuring directly at the enterprise itself.

Based on the shortcomings of existing developments described above, it became necessary to develop a system for automating the workplace of a personnel officer, which differs in the following:

The program is implemented by a separate application that is not a module, not a circuit, not a subsystem of a larger system, the configuration of which (modules, circuits, subsystems) requires the presence of the core of the system itself;

The solution is not loaded with an accounting component (mainly information about salaries, rates, etc.), which is not handled by a personnel officer (and which would be redundant if personnel modules of accounting programs were used to solve the problem);

The composition of the stored information about employees in the database can change (database tables can be added, deleted and modified);

Significantly low cost of development and implementation costs, since automation is carried out by an employee of the enterprise;

They can also be added to the database for storing and generating new types of personnel orders.

1. 6 Osubstantiation of design decisions

1. 6 .1 Technical support

The choice of the type of computer is influenced by a large number of factors that are usually combined into the following groups:

Factors related to the parameters of input information flows coming for computer processing: the amount of information, the type of information carrier, the nature of the information presentation.

Factors that depend on the nature of the tasks that must be solved on a computer and their algorithms: the urgency of the solution, the possibility of dividing the task into subtasks performed on another computer, the number of files with conditionally constant information.

Factors determined technical specifications Computer: processor performance, RAM capacity, supported operating system, the ability to connect various I / O devices.

Factors related to the performance of the computer: the required operating conditions, the required staff of maintenance personnel and their qualifications.

Factors that take into account the cost estimates for the acquisition, for the maintenance of maintenance personnel, for carrying out repair work.

The Human Resources Department of OAO Nekrasovskiy Machine-Building Plant has a computer with the following configuration:

· Motherboard Acorp 5ALI61 Socket A, ALI, 512 Kb

Processor AMD Athlon XP 1500+

Memory module SDRAM 2x256 Mb

Video card GeForce 4 MX 440 64 Mb

HDD IDE Quantum Fireball 20 Gb

Disk drive 1.44 Mb Mitsumi

LG CD-RW drive (52-32)

Monitor 17" Samsung SyncMaster 775 dfx

Keyboard Turbo RUS, Win "95

Manipulator "mouse" Genius Mouse PS/2 (2P)

To maintain personnel records, technical support quite acceptable, it is not necessary to upgrade it.

1. 6 .2 Information support

To solve this problem, you need the following reference books:

1) handbook Military ranks- this directory stores the names of military ranks for military registration of employees;

3) local directory Subdivisions - designed to store the names of divisions of the enterprise JSC "Nekrasovsky Machine-Building Plant";

4) local directory Positions - stores information about the positions that exist in the organization;

5) handbook Professions- stores information about professions;

6) handbook Type of document- contains information about the type (full name) of the document for recording the employee's passport data;

7) handbook Type of citizenship- contains information about the types of citizenship;

8) handbook Pay systems- contains information about all wage systems that exist in the enterprise;

9) handbook Vacation types- contains information about all types of vacations that exist (annual, educational, without pay, and others).

Information is entered into the system directly from primary documents:

1) application form for employment;

2) employee's passport (passport data);

3) military ID or registration certificate (military data of the employee);

4) a memo (from the head of the department) on the transfer of an employee from one position to another;

5) an application for employment from an employee;

6) a letter of resignation from an employee;

7) vacation schedules from heads of departments.

To solve the problem, there should be the following input and output documents:

Input Documents:

1) Employee's personal card;

2) Order on employment;

3) Order of dismissal;

4) Order to move;

5) Order on leave;

6) Order on encouragement and awards;

7) Order on advanced training;

8) Order on certification.

Output documents:

1) Personal card of the employee (stored document) - displays all the personal data of the employee;

2) Order on hiring - an order is formed according to the entered data of the employee for the signature of the head;

3) Order of dismissal;

4) Order to move;

5) Order on leave;

Input documents contain information that is stored in the database and is necessary in the process of accounting for personnel and when compiling reports. And the information in the output documents reflects the result of the personnel accounting process at the enterprise.

Each document has its own screen form for entering variable and conditionally constant primary information, as well as for displaying result information or responding to queries. All molds are designed by DELPHI. They have fields to fill in (corresponding to the attributes of the documents), as well as the necessary buttons and help information. By filling out the on-screen form, we are able to print the document on the printer.

1. 6 .3 By software

Part software includes:

operating system.

methods and design tools.

Operating systems manage the operation of the PC, its resources, launch various application programs for execution, perform all kinds of auxiliary actions at the request of the user.

Factors that determine the choice of a particular OS class and its version include:

Required number of supported software products.

hardware requirements.

Possibility of using different I/O devices.

Requirement to support network technology.

Availability of a help desk for the user.

Friendly interface and ease of use.

Possibility of reconfiguration and fast adjustment to new hardware.

performance.

Compatibility with other OS.

Support for new information technologies.

In connection with the above, the Windows98 operating system was chosen. This operating system is installed on the computer available in the human resources department and satisfies all requirements.

The choice of a DBMS is determined by many factors, but the main one is the ability to work with the built data model. Therefore, one of the most important characteristics is the type of model (hierarchical, network, relational) supported by the DBMS. There are systems for working with hierarchical and network models, but most DBMS work with the relational model. Such are dBase, FoxBASE, FoxPro, Clipper, Paradox systems. Relational DBMS for personal computers differ in the set of relational operations that the DBMS can perform.

How a DBMS software product is characterized by the price, the set of implemented functions, and the amount of memory. For each DBMS, the technical documentation specifies the required operating environment, as well as the minimum and recommended hardware configuration.

The Paradox database management system was chosen as the DBMS.

Paradox (Borland's software product) is the recognized market leader in the database management system market. Paradox is recognized by experts as the best relational DBMS for personal computers.

The object-oriented programming language DELPHI was used as a tool for creating the application. Visual programming has reduced the design of the user interface to simple and visual procedures that make it possible to do in minutes or hours what previously took months of work. Integrations The DELPHI development environment provides forms on which components are placed. This is usually a windowed form, although there may be invisible forms. Icons of the components available in the DELPHI library are transferred to the form with the mouse and placed. With simple manipulations, you can change the size and position of these components. At the same time, all the time in the design process, it is possible to see the result - the image of the form and the components located on it.

But all the advantages of this tool are not limited to this. The most important thing is that during the design of the form and the placement of components on it, DELPHI automatically generates program codes, including in it the appropriate fragments that describe this component. And then, in the corresponding dialog boxes, you can change the default values of some properties of these components and, if necessary, write some event handlers. That is, programming comes down, in fact, to placing components on the form, setting some of their properties and writing, if necessary, event handlers.

1.6.4 Technological support

At present, the formation of orders for personnel occurs by manually filling in the document template, by entering the employee's information, the date and number of the order, etc. there. Before this, the employee’s data is searched in the file cabinet, which is entered on paper for each employee of the organization. Personnel and movement reports are compiled manually, from employee movement orders (which are also first found in the file cabinet). Such work is very time-consuming and requires a fairly large amount of time, in addition, there is a high probability of errors when filling in manually.

The implementation of this project will facilitate the work of the personnel department employee. As a result, we get a database that stores all the personal cards of employees and the corresponding orders for them, which provides convenience in storing data, as well as increases the speed of searching and retrieving information, and reduces labor costs for data search.

2. Design part

2.1 Information supporttasks

2.1.1 information model and its description

The information model is shown in Figure 1.

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

Figure 1. Information model of the task "Development of an AWP of an employee of the personnel department" of OJSC "Nekrasovsky Machine-Building Plant"

Methodology for developing an information model involves modeling:

interconnections of input, intermediate and result information flows and functions of the subject area;

information base data (an entity-relationship diagram - an infological model and a diagram of file relationships - a datalogical model) necessary for the functioning of the information system.

The information model is based on the previously described functional model, and is divided below, according to the two subtasks to be solved.

"Workstation of an employee of the personnel department" consists of:

a database (DB) that stores all the previously described information about employees;

· Interface - application software that provides convenient user work with the database.

The ER diagram is shown in Figure 2.

Figure 2. ER-diagram (physical model) of the database for the task of automating the workplace of an HR employee

In this figure, entities are shown along with attributes. Physically, each entity is a database table, and attributes are fields in them. Let's describe the fields for the database tables, which are obtained from the physical ER - model.

The employee's personal card (table No. 1) corresponds to the essence Kadri, and the fields of this table correspond to the attributes of this entity. Essence Kadri here will correspond to the personal file filed on the employee.

Table 1

	Decryption	Data type
*code*	Employee record number
Code_kateg		Integer (Short)
Code_zvaniya	Military rank identifier	Integer (Short)	Matches related table values
Kod_doka	Document type identifier	Integer (Short)	Matches related table values
code_sost		Integer (Short)	Matches related table values
Code_family	marital status identifier	Integer (Short)	Matches related table values
	Locality ID	Integer(Short)	Matches related table values
Kod_Ulic	Street ID	Integer(Short)	Matches related table values
Code_profes	Profession ID	Integer (Short)	Matches related table values
	Personnel Number	Text(Alpha)
		Text(Alpha)
		Text (Alpha)
	Surname	Text (Alpha)
	Date of Birth
	Place of Birth	Text(Alpha)
	house number according to the passport	Text(Alpha)
	actual house number	Text(Alpha)
	apartment number according to the passport	Text(Alpha)
	apartment number actual	Text(Alpha)
		Symbol
Pasp_ser	Passport Series	Text(Alpha)
Pasp_nom	Passport ID	Text(Alpha)
Pasp_kem	Issued by	Text(Alpha)
Pasp_when	When issued
		Text(Alpha)
	insurance certificate	Text(Alpha)
Voi_prig	Military Service Identifier	Text(Alpha)
Voi_snyat	Deregistration mark	Text(Alpha)
Voi_komiss	District military commissariat	Text(Alpha)
Voi_spec	military specialty	Text(Alpha)

Entity attributes doki correspond to the fields of the document type reference table (table No. 2). Essence doki has a connection with kadri as one to many.

table 2

	Decryption	Data type
Kod_doka	Document type identifier	Autoincrement
	Type of document	Text (Alpha)

Essence Zvan organized to the table directory of military ranks (table No. 3) and has a one-to-many relationship with the same entity kadri .

Table 3

	Decryption	Data type
Code_zvaniya	Military rank identifier	Text (Alpha)
	Military rank	Text (Alpha)

Essence Kateg_zap organized to the table reference book "Stock categories" (table No. 4). Has a one-to-many relationship with the same entity kadri .

Table 4

	Decryption	Data type
Code_kateg		Text (Alpha)
		Text (Alpha)

Essence Voi_ sost organized to the table reference book "Military composition" (profile) (table No. 5). Has a one-to-many relationship with the same entity kadri .

Table 5

	Decryption	Data type
code_sost	Military personnel identifier	Text (Alpha)
	Name of military personnel	Text (Alpha)

Essence Vid_images organized to the table directory types of formations (table No. 6). As well as other directories, it has a one-to-many relationship with the same entity kadri .

Table 6

	Decryption	Data type
		Autoincrement
	Type of education	Text (Alpha)

Essence Vid_otp organized to the table directory Types of holidays (table No. 7). Has a one-to-many relationship with the same entity kadri .

Table 7

	Decryption	Data type
	Vacation type ID	Autoincrement
	Vacation type	Text (Alpha)

Essence professions organized to the table reference book "Professions" (table No. 8). Has a one-to-many relationship with the same entity kadri .

Table 8

	Decryption	Data type
Code_profes	Profession ID	Text (Alpha)
	Profession name	Text (Alpha)

The job directory table (table No. 9) corresponds to the entity Dolgn also has a one-to-many relationship with the entity Kadri .

Table 9

	Decryption	Data type
Kod_dolgn	Job ID	Autoincrement
code_syst_op	Payment system ID	Integer (Short)	Matches related table values
	Position	Text (Alpha)
Vrednost	Harmfulness	Integer (Short)
	Job Responsibilities	Text (Memo)

Table "Education" corresponds to the entity in the ER model Obrazov (Table No. 10).

Table 10

	Decryption	Data type
	Education record ID	Integer (Shotr)
	Identifier of the type of education	Integer (Shotr)	Matches related table values
Education_zav	educational institution	Text (Alpha)
God_okonch	Year of ending	Text (Alpha)
spec_dipl	Diploma specialty	Text (Alpha)
qualified_dipl	Diploma qualification	Text (Alpha)
Nom_dipl	Diploma number	Text (Character)

Essence Semya , corresponding to the table with the title « family members" (Table No. 11) also has a one-to-many relationship with the entity kadry .

Table 11

Information about hiring an employee is contained in the table " Priyom » (table No. 12)

Table 12

	Decryption	Data type
		Integer (Short)
	Date the employee was hired
foundation	Base	Text (Alpha)
	Employee salary	Text (Alpha)

Information about the certification of an employee is contained in the table " Attest "(Table No. 13):

Table 13

	Decryption	Data type
	Employee Record ID	Integer (Short)
	Date of certification
decision	Commission decision	Text (Alpha)
Nom_doka	Document Number	Text (Alpha)
foundation	Base	Text (Alpha)

Information on employee training is contained in the table " qualified "(Table No. 14):

Table 14

	Decryption	Data type
	Employee Record ID	Integer (Short)
	Start date of training
	Date of graduation
	Type of advanced training	Text (Alpha)
Naimen_uchr	Name of institution	Text (Alpha)
Naimen_dok	Title of the document	Text (Alpha)
	Series, document number	Text (Alpha)
data_doc	Document date
foundation	Base	Text (Alpha)

Information about employee incentives and awards is contained in the table " Poochr "(Table No. 16):

Table 16

Information about the employee's vacation is contained in the table " Vacation "(Table No. 17):

Table 17

	Decryption	Data type
	Employee Record ID	Integer (Short)
	Vacation type ID	Integer (Short)	Matches related table values
Period_s	Working period from
Period_po	Period of work for
data_nach	Vacation start date
data_kon	Vacation end date
	Vacation days	Text (Alpha)
	Base	Text (Alpha)

Information about the employee's social benefits is contained in the table " lgoti "(Table No. 18):

Table 18

	Decryption	Data type
	Employee record ID	Integer (Short)
	Benefit name	Text (Alpha)
	Document Number	Text (Alpha)
	Document date
	Base	Text (Alpha)

Information about the dismissal of employees is contained in the table "Uvoln" (table No. 19):

Table 19

Essence podrazd organized to the table directory of divisions (table No. 20). Has a one-to-many relationship with an entity priyom .

Table 20

Essence syst_opl organized to the table directory of payment systems (table No. 21). Has a one-to-many relationship with an entity dolgn .

Table 21

Essence Ulic organized to the table directory of divisions (table No. 22). Has a one-to-many relationship with an entity Kadri .

Table 22

Essence Nas_punkt organized to the table directory of divisions (table No. 23). Has a one-to-many relationship with an entity Kadri .

Table 23

2.1.2 Used classqualifiers and coding systems

The system uses two all-Russian classifiers:

· - All-Russian classifier of information about the population OK 018-95 (OKIN);

- All-Russian classifier of professions of workers, positions of employees and tariff categories OK 016-9 (OKPDTR)

The following local classifiers are also used:

- settlements

- payment systems

- types of holidays

- types of formations

- subdivisions

All local directories use an ordinal coding system. This is justified by the fact that the set of attribute values is very limited and practically does not change. The sequence number is assigned auto-incrementally, i.e. automatically and consistently. The infobase is represented as a collection of local files.

2.1.3 Characteristics of the reference andinput operational information

As a rule, work with any task begins with filling out reference books. In the future, as you work with the program, directories are also replenished and changed.

The project contains the following guides:

1. Directory "Professions" (Figure 3).

Figure 3. Screen form of the directory "Professions"

The classifier of workers' professions contains information about the code and name of the profession. Filled in according to All-Russian classifier professions of workers, positions of employees and wage categories (OKPDTR).

2. Directory "Military ranks" (Figure 4).

The classifier of military ranks contains military ranks in accordance with the All-Russian classifier of information about the population (OKIN).

Figure 4. Screen form of the directory "Military ranks"

3. Directory "Subdivisions" (Figure 5).

Figure 6. Screen form of the directory "Subdivisions"

All divisions of the enterprise are entered into the “division” directory.

3. Directory "Types of education" (Figure 7).

Figure 7. Screen form of the reference book "Types of education"

4. Directory "Types of holidays" (Figure 8).

Figure 8. Screen form of the directory "Types of holidays"

5. Directory "Types of documents" (Figure 9).

Figure 9. Screen form of the reference book "Types of documents"

This directory contains the types of documents that are used when recording passport data.

6. Directory "Streets" (Figure 10).

Figure 10. Screen form of the directory "Streets"

7. Directory " Settlements» (Figure 11).

Figure 11. Screen form of the directory "Settlements"

7. Directory "Payment systems" (Figure 12).

Figure 12. Screen form of the "Payment systems" directory

The input information is understood as all the information necessary to solve the problem and located on various media: primary documents, machine media. For this purpose, a list input information and the composition of the details of each type of input information, the location of the details of the input information, the description of the fields (details) of the input documents. The main documents when entering information about an employee and coming directly from him are: an employee’s passport, a military ID (certificate of registration), documents on the employee’s education (diplomas, certificates), an employee’s work book, a questionnaire filled out by an employee.

1.2. Equipping the workplace of a personnel officer

It is important for each employee of the personnel service to organize his workplace, including a rational layout (external in relation to other workplaces and items of equipment and internal, providing a rational arrangement of objects and means of labor in the workplace), as well as equipment, incl. information documents, and maintenance, creation of favorable working conditions.

The layout and equipment of workplaces depend on the specifics of the employee's work activity and position. You can use standard projects that contain a list of works, appropriate equipment and layout, maintenance, including an information link diagram, a list of incoming documents for storage and use, etc.

With regard to the workplaces of personnel officers, this is a typical set of furniture that meets both the anthropometric and functional data of a person, and the aesthetic perception of design. The complexity of equipment provides for the presence at the workplace modern technology and its rational placement, including safe for health. Maintenance of the workplace should include information communications, document flow, etc., ensuring the efficiency, objectivity and reliability of obtaining and processing information. All together should contribute to the effective performance of the employee during the working day, the high-quality performance of functions and duties.

The workplace of the HR inspector, as a rule, includes a set of furniture (a table, a swivel chair, a chair for visitors), as well as a mini-computer, document trays, a telephone, a telephone directory, etc.

A typical timekeeper's workplace is equipped with a table, a swivel chair, a safe for storing documents (forms), etc.

Sanitary and hygienic working conditions at the workplace are regulated by sanitary norms, regulatory documents, and safety standards. When establishing a rational regime of work and rest, it is recommended to use the first half of the day for performing basic functions, the second half for holding production meetings, etc., the end of the day or certain days of the week for consultations and receiving visitors. In some cases, it is advisable to use individual modes of work, sliding work schedules.

The effectiveness of the labor activity of personnel of the personnel service is largely determined by the organization of the labor process and also by the methods of its implementation. The labor process, as a rule, consists of a complex of operations or procedures, each of which has its own purpose and execution order (sequential, combined, etc.). Thus, the “hiring” procedure includes 42 operations; “drawing up documents when hiring employees” - 10 (including filling out registration, alphabetical, personal cards, drawing up an order, writing in a work book, etc.).

The method of labor characterizes the way the worker performs the labor process in order to obtain the maximum result with the minimum expenditure of working time and stable performance during working hours.

The methods of work of any employee are largely determined by the organization of his workplace, the chosen forms of division and cooperation of labor functions (work), technology and other aspects that regulate the labor process. However, the use of rational techniques and methods for performing specific work largely depends on the workers themselves. For example, when keeping a time diary, an employee can more successfully prioritize the solution of certain tasks, perform appropriate operations, resolve the issues of delegating individual works (functions) without exemption from liability (especially important for a manager), take into account the use of working time and determine the causes of its loss, take appropriate measures, achieve optimal performance within the framework of a natural rhythm, taking into account their own characteristics, etc.

The application of rational methods of work in the field of information and communications is of great importance. So, the processing of information can be streamlined, systematized and focused on the effective achievement of the task when using various methods and techniques for performing certain functions (works). This affects the timing of the work, their timeliness and reliability of the results when transferred to other employees in the conditions of the accepted division and cooperation. job duties etc. In the field of communications, for the successful work of HR personnel, it is necessary to apply rational methods of holding meetings, receiving visitors, conducting telephone conversations and correspondence, etc. These issues are widely discussed in the special literature on personnel management, but, in our opinion, without sufficient orientation of their decision on the final results, both in essence and in terms of the working time of the executor of the functions of personnel management.

1.3. Rationing of the work of employees of personnel services

Improving the organization of labor of employees of personnel services in the main areas is directly related to solving the problems of rationing, i.e., studying, designing and establishing the necessary labor costs (labor standards) and its results, the number and ratios of the number of employees in various positions.

The solution to the issues of labor rationing for personnel of personnel services is not adequately provided with regulatory, methodological and reference materials. In this regard, it is proposed to use the domestic experience of labor rationing for similar categories of workers, taking into account the specifics of the content, nature and subject of labor of personnel personnel.

The main types of labor standards, methods for their establishment, implementation, justification and other issues of regulation are determined by law in Ch. 22 of the Labor Code of the Russian Federation “Rationing of labor”.

The main types of labor standards include the norms of time (production), service, number, number of subordinates, etc. Based on the norms of time and service, normalized tasks are established.

The application of certain types of labor standards is determined by the degree of stability, repeatability and the level of duration of normalized work (operations, complexes of operations, procedures).

Time standards are set for work on recruiting and accounting for personnel, including for individual operations (for example, “drawing up documents when hiring workers and employees”), for a set of techniques (“drawing up and accounting for work books”), procedures ( “preparation of technical reports and certificates for the registration of personnel”).

For office work (for example, forwarding, clerical, archival) it is advisable to establish standard time standards. When performing time work (checking the availability of employees at workplaces, compiling reports on the movement of personnel of employees, recording the use of working time, etc.) and using traditional accounting systems (report-sheet, access cards, bypass), it is recommended to establish service standards.

A promising direction for improving the rationing of personnel officers is the establishment and application of standardized tasks.

A normalized task is the composition and scope of work that an employee must perform for a certain period of time in compliance with accepted quality requirements. Normalized tasks for employees who are engaged in the performance of periodically recurring work (functions) are recommended to be established by the current methods of labor rationing.

The expediency and possibility of establishing and applying normalized tasks for personnel officers must be determined on the basis of an analysis of the content of normalized labor functions, the degree of their repetition and other factors.

The establishment of normalized tasks will allow rationally distributing functions between performers in accordance with their position and qualifications, assessing labor productivity and increasing the interest of employees in performing more work and combining professions and positions.

The period for establishing normalized tasks is determined by the complexity and laboriousness, the degree of repetition of the functions (works) performed:

For simple jobs that have a specific, predictable result - for a decade or a month according to a specific algorithm;

For complex - for a longer period, taking into account their nature and content.

The degree of detail of the normalized task depends on the number of items of work, the frequency of their repetition, and other factors.

The development of normalized tasks for employees of personnel services and personnel management services is recommended to be carried out in several stages:

study of the content of labor of service workers (based on taking photographs of the working day, a questionnaire survey, compiling a classifier of work performed, their repeatability and expediency, etc.);

preparation of regulatory documents (time standards for the types of work performed, designing a rational organization of labor, etc.);

establishment of a normalized task based on the list of works planned for a certain period, taking into account factors affecting the amount of time spent, normalizing types of work, planning the labor intensity of the volume scheduled work, determination of the reserve of time for the performance of operational work.

The established normalized task, if necessary, requires clarification by evaluating the work performed, identifying the time spent on work not provided for by the task, calculating the labor intensity of the work performed, determining the actual hours worked, etc.

The standardized task is considered completed provided that the entire scope of work is carried out on time and with the appropriate quality (result).

To normalize the work of personnel of personnel services, it is recommended to use experimental-statistical and analytical methods of normalization.

Experimental-statistical method involves the determination of labor costs on the basis of similar statistical data, summary observations of the use of working time, etc. It is less labor intensive, but does not provide sufficient accuracy and validity of the established labor standards.

Analytical method allows you to establish reasonable standards of labor costs, ensuring their optimal intensity and reliability. Depending on the method of determining the value of the labor norm, there are analytical research and analytical calculation methods.

Initial information for establishing labor costs for the performance of certain functions of personnel management analytical research method are obtained based on the results of the study of labor processes by taking photographs of working time, timing, photo timing, as well as self-photos, which is especially important in relation to the rationing of the work of personnel service workers.

At analytical and calculation method labor standards are calculated on the basis of normative materials on labor. This provides the necessary degree of validity of the norms with much less time and money spent on collecting initial information compared to research. So, for the normalization of work on the recruitment and accounting of personnel, intersectoral enlarged standards time for recruitment and staffing.

Chapter 2 2.1. Socio-economic characteristics of the enterprise

Mosvodokanal is a powerful industrial complex for the production of drinking water and the receipt and purification of Wastewater, which has a developed infrastructure, which includes dozens of pumping stations, treatment facilities and engineering systems for the supply and distribution of water.

Moscow Vodokanal operates the largest in Europe and one of the oldest urban water supply systems in Russia. The length of the Moscow water supply network is more than 11 thousand kilometers.

Today, Mosvodokanal employs more than 10,000 people, of whom 63% are workers, 28% are specialists, 8.8% are managers, and 0.2% are employees. Stability and succession of personnel are maintained, the most experienced and professional workers aged 36 to 55 make up 60% of the total number of employed in production. The average age of the company's employees is 46 years, including workers - 45 years, specialists - 43.7 years, executives - 47.3 years. Work is constantly being done to improve the quality of the staff.

More than 500 employees successfully combine work with education at the leading specialized universities in Moscow: MGSU, MICHiS, MPEI and others. The company employs 47 candidates of sciences, 19 people are postgraduate students.

At present, the number of employees with higher education at the enterprise amounted to 3548 people. (28.0%), secondary special - 2806 people. (22.7%), medium - 5485 people. (44.3%) and incomplete secondary - 616 people. (5%).

In the 1st quarter of 2009, 438 managers and specialists and 556 workers were trained and advanced in various areas of the enterprise.

On October 1, 2008, the Standard & Poor's rating service assigned credit ratings to Mosvodokanal, which make it possible to consider the enterprise as investment-attractive. The assignment of investment grade credit ratings to Mosvodokanal indicates that it is open and keeps pace with modern development trends.

2.2. Analysis of the activities of the personnel service

The staff structure for personnel management at MGUP “Mosvodokanal” is as follows (Fig. 1.):

Rice. 1. The personnel management structure of MGUP “Mosvodokanal”

Consider the functions performed by the HR department.

Personnel records management and personnel accounting carried out by the HR and Personnel Records Department, which performs technical functions: registration of personnel orders and orders, registration of admission, transfer and dismissal of employees, pension files, formation and maintenance of personal files, time sheets, preparation of job descriptions, job descriptions and qualification requirements.

Recruitment, Adaptation and Development Department. This department has several functions:

- Personnel planning.

If the enterprise is developing, then someone must draw up a recruitment plan in advance, plan his training, evaluation and other activities. Qualified personnel are in short supply. In one day you will not pick up, you will not retrain. This must be done in advance, that is, planned.

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

- staff adaptation

After hiring, it is very important that the employee quickly enters the work and becomes effective. To do this, it is necessary to organize work on the initial adaptation of a new employee, help him understand what is required of him, how he should do the job, with whom to interact. To this end, the Moscow State Unitary Enterprise Mosvodokanal has been cooperating since 2001 with the State educational institution secondary vocational education by the Polytechnic College No. 19.

The students of the college have an internship at the subdivisions of Mosvodokanal, during which they receive wages from the enterprise. Industrial training of college students is organized at the Training Center of Mosvodokanal. Work is underway to conclude contracts with some students for further employment at the enterprise. And also in 1973 the Training Center of Moscow State Unitary Enterprise "Mosvodokanal" was opened. Thus, in 2007, 5,801 people underwent training and advanced training in the classrooms and workshops of the Training Center.

For "beginners" in MGUP "Mosvodokanal" a mentor is appointed for up to 1 year.

- on the assessment and certification of personnel

It is better for the manager to know how the staff works. For an objective assessment of the work, obviously, there is little informal approach to this. Certifications and other formal forms of determining the effectiveness of employees are also needed. Performance appraisal allows management to identify the most outstanding employees and really raise their level of achievement by moving them to more attractive positions. Basically, performance appraisal serves three purposes: administrative, informational, and motivational.

At the expiration of probationary period, (for “beginners” - at the discretion of the mentor) an assessment of the activity and professional suitability of the employee is assigned. Certification of all employees is carried out at the discretion of the head of the personnel management department.

- staff motivation

The effectiveness of personnel management, the most complete implementation of the set goals, largely depends on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people. Of great importance are the guarantee of employment, working conditions, the level of payment, the nature of interpersonal relations in the team of workers, etc. Thus, at the beginning of 2008 at the enterprise MGUP “Mosvodokanal” a “Department for the Development and Motivation of Personnel Work” was created, the purpose of which is to create an adequate system of stimulation and motivation of work.

Recruitment system.

Recruitment and recruitment is carried out by the recruitment and selection team. MGUP Mosvodokanal uses both external and internal recruitment methods.

The use of external sources of staff recruitment allows for a wider choice among applicants for the position. This satisfies the absolute need for personnel. New person, as a rule, easily achieves recognition in the team, which reduces the threat of intrigues within the organization. There is a new impetus in the development of the organization.

The disadvantages of attracting personnel from external sources, as a rule, are: high costs for attracting personnel, a high proportion of employees taken from outside. Also external sources contribute to the growth of staff turnover, there is a high degree of risk during the probationary period; poor knowledge of the organization; long period of adaptation; blocking career opportunities for employees of the organization, which worsens the socio-psychological climate among long-term employees in the organization. There is another minus - the new employee is not well known in the organization.

To fill positions in the company's staff, the internal method of recruiting is most often used. Promoting your employees is cheaper. In addition, it increases their interest, improves morale and strengthens the attachment of employees to the organization.

The advantage of the internal recruitment method is that the employee has chances for career growth, the social and psychological climate in the team improves. They also attract low recruitment costs. The level of pay in the organization remains stable (applicants from outside may present higher requirements for wages). There is an increase in the young staff of this organization, the rapid filling of the vacant position, without adaptation.

Usage internal sources attracting personnel allows to ensure the “transparency” of personnel policy, a high degree of controllability, the possibility of planning this process and purposeful staff development. The problem of employing own personnel is being solved, the motivation and degree of job satisfaction among employees are increasing. If the transfer to a new position coincides with the desire of the applicant himself, then there is an increase in labor productivity.

An organization that recruits staff through internal sources of attracting applicants has the opportunity to avoid unprofitable staff turnover.

The disadvantages of internal sources of attracting personnel are the appearance of familiarity in solving business issues, a decrease in the activity of an ordinary employee applying for the position of a manager, and tension and rivalry in the team may also appear if several applicants for a position appear. In addition, it is not possible to fully satisfy the quantitative need for personnel, only the qualitative need is satisfied, but through retraining or promotion of personnel, which requires additional costs.

MGUP Mosvodokanal does not use special tests and tests for employment. The applicant sends a resume, which is studied by the Department of recruitment, adaptation and development of personnel, then this department organizes an interview with the head of the department or a representative of the department with the candidate. If necessary, a specialist or manager is invited for an interview who can assess the knowledge and professional skills of the candidate. The head of the HR department analyzes the results of the interview, examines the documents provided by the candidate, decides whether to accept (transfer) the candidate or refuse.

2.3. Equipping the workplaces of employees of the personnel department of MGUP "Mosvodokanal"

The job description of a labor inspector for MGUP Mosvodokanal includes a general part, qualification requirements, professional requirements, methodological training, main tasks and duties, rights of the inspector, responsibility (seven sections).

Basic rights and duties of a labor inspector:

Registration of documentation for the admission, transfer (relocation) and dismissal of employees;

Maintaining document flow and accounting for the movement of personnel;

Accounting and control of attendance at work, transfer of the necessary information to the MCC;

Processing sick leave certificates, documents for overtime and other work;

Registration of all types of holidays;

Clarification and adjustment of the hours worked by employees based on the results of work for the month;

Preparation of reports, certificates, applications, their submission to higher organizations and interested specialists.

The labor inspector is responsible for:

For accounting of expenses of working hours;

Preparation and timely submission of reporting and information documentation.

Qualification requirements:

Secondary specialized education (no work experience requirements);

Practical skills of working on electronic computing devices, counting and other office equipment;

Knowledge of the basics of personnel management, terms of remuneration and the basic provisions for accounting for working time.

At the same time, the inspector must be able to professionally:

Calculate and apply work and rest schedules for employees;

Prepare the necessary documents for employment, transfer (relocation) and dismissal;

Use the codifier of professions, positions and other documentation;

Analyze the cost of working time, process documentation on accounting for working time;

Use current guidance and organizational materials.

Let us give a calculation of the operational time for the performance of individual operations and their complexes according to the Intersectoral aggregated time standards for work on recruitment and accounting of personnel.

In the specified Intersectoral standards, the norms of time for work are established:

· on registration of documents at employment and dismissal of workers and employees;

preparation and accounting of work books;

· registration of documents on the accounting of the movement of personnel;

preparation of statistical reports and certificates on personnel records;

· preparation of references;

participation in the development of plans and other work performed by staff recruiting and accounting personnel;

· associated with the employment and information offices of the population;

associated with the automated control system and with the pass office, etc.

These standards are developed in relation to a typical workplace of a personnel inspector and a timekeeper. The normative part is made in a tabular form indicating the content of normalized works and operations and has the following form.

Table 1

1. familiarization with the relevant documents (passport, work book, diploma or certificate of education, etc.) and, on their basis, filling out an employment order (form);

2. filling in an alphabetical card (form);

3. placing it in a file cabinet;

4. filling in the specialist's registration card (form) and placing it in the file cabinet;

5. drawing up an order for admission to work;

6. an entry in the work book and a mark on employment;

7. registration of a personal file (form);

8. drawing up a report on employment;

9. familiarization of the employee with the labor regulations;

10. filling out a safety checklist.

The time limit for performing a normalized operation is determined by the following formula:

Hvr \u003d Top (1 + K / 100),

where Hvr - the norm of time to perform a specific type of work (function), man-hours;

Top - the standard time for the performance of this work, established according to the collection of standards, man-hours;

K is a coefficient that takes into account the time spent on organizational and technical maintenance of the workplace, rest and personal needs, as well as preparatory and final time. According to the results of photographs and self-photographs of working time, K is taken equal to 8%.

Thus, the norm of time for performing the operation “documentation when hiring one worker” will be:

Hvr = 0.46 (1 + 8:100) = 0.50 man-hours

According to regulatory materials, the procedure for “registration and accounting of work books” consists of a set of operations for which their own time standards are established:

1. issuance of a new work book or an insert to it with a mark in the accounting book or an extract of a duplicate of the work book (unit of measurement - one work book or insert, one duplicate; time standard - man-hour);

2. entry in the work book (insert) of information about work, incentives, etc. (unit of measurement - one entry; standard time - man-hour);

3. making a copy of the work book (factors - the number of entries in the work book; unit of measurement - one copy; standard time - man-hour).

The norm of time for the execution of the procedure “registration and accounting of work books”, subject to the issuance of one work book, one entry and the removal of one copy with ten entries in it, will be:

Hvr \u003d (0.11 + 0.07 + 0.62) (1 + 8/100) \u003d 0.864 man-hours.

A more difficult task is to determine the required number of employees of personnel management services and personnel departments.

· according to the actual share of individual groups of personnel, in which the number is not standardized, but artificially maintained at the previously achieved level;

Based on the analysis of working time costs by taking photographs of the working day, using the method of instantaneous observations of studying the costs of working time, etc. The method allows you to determine the optimal number, take into account specific aspects of the labor activity of employees, identify the possibility of changing the number in one direction or another in order to ensure economic results. However, observations of the use of working time, underlying it, are often subjective in nature and come down only to establishing the share of lost working time and the subsequent proportional reduction in the number of employees. In addition, due to the complexity of this method, in most cases, it is used selectively to develop standards intended for repeated use in individual units, services;

· according to the project of placement of personnel on workplaces or attachment to permanent performance of certain functions (works);

・According to runtime standards certain types works (functions). A list of works and their volume are established, according to the standards, the total normative labor intensity of the entire volume of work (functions) is determined, which is divided by the useful time fund of one employee and thus the number of personnel necessary to perform normalized work (functions) is determined. The application of this method is difficult, especially for rationing the number of specialists and other employees due to the wide variety of work (functions) they perform, the lack of a clear sequence for their implementation and the ability to foresee the entire scope of work in advance, and also due to insufficient coverage of all work (functions) standards and their high degree of differentiation, which increases the complexity of regulation;

according to the norms of the number or norms of service. The methodology is simple and boils down to the fact that, depending on any factors, the number of employees in a given profession is calculated using tables or normative formulas. The development of headcount standards is a rather complex regulatory research work that requires the use of mathematical methods, software, etc.

Let us calculate the number of labor inspectors and timekeepers performing the traditional range of work (functions) using the Intersectoral aggregated time standards for recruitment and accounting of personnel. We will assume that the labor inspector during the year performs all operations for the recruitment and accounting of personnel at the enterprise (organization) under the traditional variant of personnel management.

The calculation procedure is as follows:

· for each operation, the norm of time is set (in man-hours) depending on the factors influencing its value, taking into account the unit of measurement of the normalized operation;

· taking into account the volume of planned work for the year for each operation, the labor intensity of standardized work and the labor intensity of work not provided for by regulatory materials are established;

The total labor intensity for normalized operations and unforeseen regulatory materials is divided by the useful working time fund of one employee.

The headcount is calculated (with conditional volumes of work per year) according to the formula:

H \u003d That: Fp,

where To is the total labor intensity of work for the year, man-hour;

Фп - useful working time fund of one employee per year (accepted - 1910 hours).

Then N \u003d (5500 + 70): 1910 \u003d 2.9 people; accepted H = 3 people,

where 70 is the annual labor intensity of work not provided for by the collection of standards, man-hours.

table 2

Calculation of the number of inspectors by personnel

Name of performed operations	Unit of measure for the amount of work (operations)	Influencing factors	Time limits, person-hour	Time limits, person-hour	Volume of work per year	transaction capacity,
Preparation of documents for employment	One worker
Preparation of documents upon dismissal	One worker
Execution of documents for an employee upon retirement due to age or disability	One worker
Drawing up a report on the number of employees by sex, age, etc.	One report	payroll personnel - 10,000 people.
Registration of characteristics for the employee	One worker
Other operations
capacity of normalized work

The number of timekeepers is determined by dividing the average number of employees of the enterprise (organization) by the service rate established according to time standards according to the formula:

H = Chsp: Nobs,

where Chsp - average headcount workers, people;

Nobs - service rate, pers.

For example, with a report-departmental timekeeping system, a decentralized form of its organization, the average number of employees is 10,000 people. and the rate of service for 490 people. the number will be:

H \u003d 10,000: 490 \u003d 20 people.

Workplaces of personnel officers are equipped in accordance with job categories and instructions. When planning and equipping workplaces for employees of the personnel department, it is recommended to consider the following requirements:

Install furniture, equipment, racks for sorting documents so that they are convenient to use;

Place objects and means of labor, taking into account the operations performed;

Materials that do not require urgent processing should be stored in special folders. If documents require further processing, they are placed in places accessible to other employees;

Means of small office equipment should be placed in certain places in order to achieve automatic movements. Arrange all permanently used materials so that they can be immediately obtained when they are needed;

To quickly and accurately find documents, use folders of different colors.

The schemes for organizing the workplaces of a personnel inspector and a timekeeper are shown, respectively, in fig. 2 and 3.

Rice. 2. Equipping the workplace of the HR inspector

Rice. 3. Equipment of the timekeeper's workplace

The primary documents for recording personnel at an enterprise (in an organization) are orders (instructions) on hiring, dismissal and transfer to another job, notes on the provision of vacations, on the basis of which they make appropriate entries in accounting documents (personal cards, work books, etc. .). Personal cards are filled out by the personnel department for all employees hired for permanent, temporary or seasonal work, based on a survey of the worker or employee and relevant documents: passport, diploma, work book, certificate, etc. About all subsequent changes in the employee's work path in personal cards appropriate marks are made, after reading which he puts his signature.

For specialists with higher education, in addition to a personal card, an registration card is also filled out. The completed registration card is signed by the applicant for work and certified by the head of the personnel department.

Personal cards of employees are completed according to structural divisions businesses in alphabetical order. They make up a file of personnel of the organization. According to personal cards, they keep records of the number, composition of employees and its changes in accordance with standard and industry instructions on statistics on the number of workers and employees. In large enterprises, to facilitate work with a card index, an auxiliary alphabetic card is created for each employee. The card file of these cards is maintained for the enterprise (organization) as a whole, the cards in it are laid out in alphabetical order and contain the following information: last name, first name, patronymic, workshop, department; position held; personal file number and personnel number. Personal cards of employees after their dismissal are stored in the personnel department of the enterprise for two years, and then in the archive of the enterprise for another 33 years.

For managers, specialists, as well as financially responsible persons, in addition to personal and registration cards, the personnel department maintains personal files, which are a set of various documents characterizing their biographical, business and personal qualities. Personal files are systematized in alphabetical order or by structural units in accordance with the approved staffing table. They include the following documents: an inventory of documents, a personal personnel record sheet, an addition to a personal personnel record sheet, an autobiography, copies of documents on education, an application for employment, copies of submissions for appointment or approval in a position, copies of materials based on the results of competitions specialists and election of managers, characteristics (reviews), attestation sheets, copies of orders for incentives and penalties, other documents characterizing the employee. Each personal file is assigned a serial number corresponding to the number in the staff book, which is recorded in the alphabetical book of personal files of the enterprise.

The staffing book is the main working document of the personnel department, which reflects the state of staffing of the apparatus of the enterprise, organization and their divisions with managers, specialists and employees. The specified book is compiled by personnel employees on the basis of the staffing table in the following form: serial number, name of departments and positions, official salary (rate); category of personnel, last name, first name, patronymic, year of birth, education and specialty, date and number of the appointment order. The serial numbers of the records of employees in the staff-duty book, in order to quickly search for the necessary data, assign them to personal files and a personal card.

To obtain various certificates about employees, transferred, retired, about the total and continuous work experience for marking in social security bulletins, an alphabet book is maintained in the personnel department. It is compiled for all workers and employees by departments or categories of personnel, depending on the structure of the enterprise, organization and number of employees. In the alphabetical book, as well as in the regular official, an entry is made simultaneously with the execution of orders for the admission, transfer, dismissal of workers.

Filling out a personal sheet on personnel records. The employee fills out a personal sheet on personnel records with his own hand, answering all the questions posed: last name, first name, patronymic; floor; year, day and month of birth; education (the name and location of the educational institution, the name of the received specialty and diploma qualifications are indicated); knowledge of foreign languages; academic degree and academic title; scientific works and inventions; work performed since the beginning of employment; state and other awards; attitude to military duty and military rank; marital status; home address; Date of completion.

At the end of the personnel record sheet, the personal signature of the person filling it out is put.

An autobiography is a document that the author draws up independently, in any form, but subject to certain requirements. When applying for a job, an autobiography is written by hand on a sheet of A4 paper or on a special form. The form of presentation is narrative (in the first person).

All information is given in chronological order and so that you can get an idea of life path, business qualifications and personal qualities of a person. When describing labor activity, one should not be limited only to listing positions, it is necessary to explain the reasons for moving from one job to another. If temporarily not working, you must specify the reason. It is also necessary to write about the change of residence.

The autobiography usually indicates the title of the document; name, patronymic and surname of the author; date, month and year of birth, place of birth; information about parents (last name, first name, patronymic, place of work); education and specialization in education; type of labor activity; last place of work; awards and promotions; marital status and family composition; home address and phone number; date; put a personal signature.

Characteristic - an official document that the administration of an enterprise, institution, organization issues to its employee when resolving a number of issues (such as admission to an educational institution, secondment to work in another country, certification for a position, etc.). It can be issued on a common form of A4 format.

The characteristic gives feedback on the performance of the employee, an assessment of his business and personal qualities.

Details of the characteristic: name of the type of document (characteristic); an indication of the position of the person to whom the characteristic is issued; the name of the organization issuing the characteristic; name, patronymic and surname of the employee; text; signatures; seal. In the text of the characteristic, logically interconnected components can be distinguished:

The first part is personal data following the title of the document, where they indicate the name, patronymic and surname, position, degree and title (if any), year of birth, education;

The second part is data on labor activity (specialty, duration of work at a given enterprise or organization, information about promotion, level of professional skills, etc.);

The third part is the characteristic itself, that is, the assessment of personal and business qualities (attitude towards work, raising the professional and cultural level, behavior in everyday life, attitude towards colleagues); the presence of awards and other employee incentives;

The fourth part - the final one - contains a conclusion, which indicates the purpose of the characteristic.

The text of the characteristic is stated from the third person. The characteristic is signed by the head of the enterprise. The signature is certified official seal. Below is the date of signing the characteristics. The characteristic is handed over to the employee or, with his knowledge, sent to the institution, organization, enterprise that requested it.

MGUP "Mosvodokanal" uses the automated control system "Kadry".

Information processing in the ACS subsystem "Personnel" is carried out in two main modes:

According to the established schedule with the issuance of timesheet data and data for reporting;

In a request-response mode at the request of the heads of structural divisions.

The issuance of personal data is possible in the following modes:

Sections of a personal sheet on personnel records (rereading mode);

Data from a personal sheet for standard queries (standard query mode);

Data on an arbitrary set of personnel indicators (non-standard request mode);

Analytical tables, including the results of calculations according to a given algorithm (calculation mode);

Data to be entered and corrected (input mode).

With the help of computers, it is also possible to solve the tasks of the "Personnel" workstation (preparation of various certificates for the management of an enterprise, association, industry, state statistical reporting, accounting and analysis of personnel movement, selection of candidates for promotion, referral to study, awards, etc.).

Further development of automated information and reference systems for personnel management in production is closely leading to the creation of an electronic service of the personnel department, which will allow the organizer of personnel work to receive any necessary information contained in the information base in a dialogue mode with a computer.

Introduction into the practice of personnel work of modern management tools and methods, equipping personnel services with the necessary computer technology, as well as increasing the role of personnel departments in activating the human factor in the development of production, also provide for the rational organization of jobs and the creation of better working conditions for personnel officers. According to experts, the working premises of the personnel service, depending on the nature of the work performed in them, should be divided into functional zones:

Departments (working premises of the deputy head of the enterprise (organization) for personnel, heads of personnel departments, personnel training and other senior personnel of the personnel service);

Expectations (here, visitors are waiting to be received by personnel officers and at the same time receive primary information about the enterprise, if necessary, fill out forms of personnel documents);

Work with visitors (includes a zone of workplaces for HR inspectors and a zone for visitors equipped with the necessary furniture);

Work with documents (here are the workplaces of most personnel officers, equipped with everything necessary for obtaining information, processing, storing and issuing documents and materials);

Contact, or confidential communication with visitors (it is an isolated room with an interior conducive to a confidential conversation);

Coding documents (intended for coding various personnel information in the conditions of using a computer);

Storage of documents (here are file cabinets, personal files and work books of employees, reports on personnel work and other personnel documentation).

Conclusion

In the course work, an analysis of the equipment of the personnel department of MGUP "Mosvodokanal" was carried out.

Moscow State Unitary Enterprise "Mosvodokanal" is the largest water company in Russia, providing water supply and sanitation services to more than 13 million residents of the Moscow region.

Today, Mosvodokanal employs more than 10,000 people, of whom 63% are workers, 28% are specialists, 8.8% are managers, and 0.2% are employees. The stability and succession of personnel is maintained, the most experienced and professional workers aged 36 to 55 make up 60% of the total number of employees in production. The average age of the company's employees is 46 years, including workers - 45 years, specialists - 43.7 years, executives - 47.3 years. Work is constantly being done to improve the quality of the staff.

The number of employees and the structure of the personnel service depends on the functions that the “personnel officers” perform or “should” perform in the organization. The most common proportion that is found in the literature or in the lectures of HR professionals as desirable is 1/100. In reality, in Russia, in large organizations, there are ratios of both 0.3/100 and 1.3/100. However, some trends are observed. It can be said that the introduction of modern technologies leads to a complication of labor, an increase in the qualifications and level of development of personnel and, at the same time, to a decrease in the labor intensity of work and the number of personnel required to perform a particular amount of work. A developed workforce requires a more sophisticated approach to managing it.

In MGUP “Mosvodokanal” the percentage ratio of staff in personnel management to the number of employees of the company is 0.9/100. Thus, the desired proportion is observed.

The workplaces of personnel officers are equipped with a standard set of furniture that meets both the anthropometric and functional data of a person, and the aesthetic perception of design.

The workplace of the personnel inspector includes a set of furniture (a table, a swivel chair, a chair for visitors), as well as a mini-computer, document trays, a telephone, a telephone directory, etc.

The timekeeper's workplace is equipped with a table, a lifting and swivel chair, a safe for storing documents (forms), etc.

The creation of favorable working conditions presupposes the presence of normal lighting, acceptable noise levels, optimal microclimate, aesthetics, a rational work and rest regime, as well as a psychological climate in the team.

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3. Dyatlov V.A., Kibanov A.Ya., Odegov Yu.G., Pikhalo V.T. Personnel Management: Textbook. - M.: Publishing House. center "Academy", 2007.-574s

4. Zudina L.N. Organization of managerial work. Novosibirsk, NGAEiU, 2008.-623p.

5. Kibanov A.Ya. Fundamentals of personnel management: Textbook. - M.: INFRA-M, 2008, - 304 p.

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Organization personnel management. Workshop: Textbook / Ed. Dan. prof. A.Ya Kibanova. - M.: INFRA-M, 2008 - P.105.

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1.3 Organization of the workplace of management personnel

In a set of measures that ensure high labor efficiency of managerial personnel, an important role is given to the rationalization of jobs.

Based on the requirements of the scientific organization of labor, the organization of the workplace includes: equipping it with everything necessary in accordance with the nature of the work performed, rational arrangement of the necessary equipment, creating convenient and comfortable working conditions, preventing the harmful effects of adverse factors on a person external environment.

Rational organization of the workplace involves its proper layout and equipment. The layout of the workplace is the rational spatial arrangement of the workplace itself, as well as all necessary elements equipment in the work area of the employee. Therefore, the rational layout of the workplace involves such placement of all technical means and working materials, which allows you to work without unnecessary movements, leading to fatigue and additional time.

The layout of the workplace should be based on the requirements of the organization of a rational labor process and ergonomics.

Regulatory data determine the size of the zones of optimal reach, in which work is most tiring. Taking into account these dimensions, it is possible to start solving the issue of placing individual means of labor and working materials, taking into account their purpose and frequency of use.

Distinguish between normal and maximum working areas. In the normal zone of activity (work is carried out with the hand and fingers bent at the elbow), the most frequently used tools, objects of labor should be located and the main types of work should be performed. In the maximum zone (work here is carried out with outstretched arms), means and objects of labor are placed, which are used much less frequently.

Equipping workplaces involves providing them with the necessary means of communication, the required types of computer and office equipment, office furniture, etc. At the same time, it should be remembered that there should not be anything superfluous in the workplace, which makes it difficult to work and maintain the workplace.

Considering the wide variety of computer and organizational equipment used, an obligatory element of servicing the workplaces of employees engaged in managerial work is the timely provision of the services of the relevant repair services. Currently, the most progressive form is scheduled scheduled maintenance, which allows not only timely elimination of emerging malfunctions in the operation of technical means, but also their prevention by carrying out appropriate preventive work based on the use of specially developed maintenance schedules.

The main requirement for a rational layout of the workplace is to ensure time savings in the search for funds and objects of labor. When designing the layout of the workplace, you must be guided by the following requirements:

There should be nothing superfluous on the surface of the desktop;

The means of labor and the equipment used must have a strictly defined place, while the most frequently used of them must be located within the normal reach zone;

Working papers should be arranged in such a way as to ensure their best visibility. Good visibility, combined with the persistence of storage locations, should negate the loss of time searching for the necessary documents. Normal is such an organization of labor, in which the word "search" is generally excluded from the lexicon of the manager;

The movements of the employee must be economical in terms of time and effort.

The rational organization of workplaces involves equipping them with the necessary furniture and, if necessary, modern means of registering, processing and transmitting information. With this in mind, jobs in office space should be placed taking into account the relationship of workers in the process of labor activity, taking into account the sequence of work performed by them.

The area of the workplace must be determined and comply with current sanitary standards, and the furniture must meet functional, hygienic, psycho-physiological and aesthetic requirements. According to the sanitary standards established in our country, the minimum area of one workplace is 4 m2. For heads of organizations, this area is 24-55 m2.

The range and quantity of appropriate technical means at the workplace should be determined based on the nature of the job duties performed by the employee and the amount of work associated with them.

Along with the traditional workplaces of employees of management personnel, automated workstations (AWPs) are now widely used. The organization and equipment of these workplaces has its own specifics and features.

An automated workplace is a problem-oriented software and hardware complex, including hardware and software, information and methodological support, designed to solve user problems in a certain subject area and promptly satisfy his information and computing requests directly at the workplace in a dialogue mode with a computer . The principal feature of the use of workstations is to involve consumers of information or end users directly, without the help of programmers and computer operators, in the active use of computer technology.

AWS, as a tool for rationalizing and intensifying the activities of managerial employees, ensures the automatic performance of such functions as information and reference services, accounting, analysis, control, as well as the implementation of certain tasks of a predictive nature.

AWS serves to automate a set of works on the preparation, conversion, editing, transfer of digital and textual information, performing the necessary calculations, and organizing user interaction with a computer.

The design and implementation of an automated workplace assumes that the main operations for the accumulation, processing and storage of information are assigned to computer technology; the user performs manual operations that require creativity, and, using the output information, makes the necessary decisions. Controlling the operation of computing facilities, the user makes the necessary changes to the values of the parameters of the simulated processes and the initial data in the process of implementing the types of activities regulated by the job description.

With all options for designing workstations, the user must be able to personally use devices that allow him to perform the required amount of work. Such devices include alphanumeric or graphic displays, information input-output devices, and magnetic storage media. Indirect use can find computer communication devices between themselves and with upper-level computers, means of transmitting and receiving information at a distance.

The economic effect of the introduction of automated workplaces consists of two components. Firstly, it is an improvement in the quality of management decisions made with the help of information provided by the automated workplace. Secondly, this is the effect obtained by reducing the complexity of performing individual operations.

With the help of the automated workplace, it is advisable to solve problems that are limited in their information connections at the input and output with other tasks, i.e. local tasks in terms of information.

AWP is inherent in the interactive method of solving problems, which allows you to use the practical experience of employees in solving problems with an insufficiently clearly formalized algorithm.

Design and implementation of workstations is based on the principles of designing data processing systems, the main of which are:

The principle of maximum orientation to the end user. The implementation of this principle is achieved by creating means for adapting the workstation to the level of user training and the possibility of his training (self-learning) directly on this workstation;

The principle of problem orientation. Provides the orientation of the workstation to solve a certain class of tasks, united by a common data processing technology, the unity of operation and operation modes;

The principle of compliance with the information needs of the user. The determination of the composition and functions of the workstation should be started only after the establishment of the information needs of the user, which ensure the performance of the functions assigned to him.

A prerequisite for the development of an effective workstation is the joint participation of the future user and developer in this process. This provides a better understanding of all problem situations, stimulates creative activity workstation user, contributes to improving the quality of workstation development.

High efficiency AWS should ensure their transformation into reliable and affordable means of accumulating the experience of managerial workers, analyzing, evaluating and developing cost-effective solutions.

The main element of the personnel management system is the workplace. For the analysis, the workplace of an intern of a specialist in the personnel department was selected.

The trainee was interviewed using the Job Analysis Information Standard Questionnaire (see Annex 3) and interviewed using the Structured Interview Questionnaire for Job Analysis (see Annex 4).

Job specialization. The Human Resources and Social Affairs Department employs 5 people: the Head of the Department, the Deputy Department, two leading specialists of the Human Resources Department, and the Leading Social Affairs Specialist. The head of the department, the deputy of the department and the leading specialist sit in one office, two other specialists in different offices. For analysis, an office was selected, in which there was a place for a leading specialist in the personnel department and an intern. The workplace of the intern of the personnel and social affairs department, who works an 8-hour working day (8-00 to 17-00), is analyzed.

For a clearer picture of the workplace, a general analysis of the organization is needed, carried out using two models:

* Organizational

* Procedural

While the organizational chart provides insight into the structure of the organization, the process chart facilitates detailed analysis of specific activities.

According to the respondent's answer to questions 3 and 4, the procedural scheme at the trainee's workplace is as follows:

Figure 2. Process diagram.

Thus, we can clearly see the whole scheme of work in the personnel department.

Labor cooperation. In the personnel department, labor cooperation was carried out on a functional basis. Cooperation was between the director and the head of the department, the HR department of SUEK-Kuzbass OJSC and the head of the department, the head of the department and the deputy, the deputy and specialists, between the specialists, the head of the department and the trainee, the deputy department and the trainee, specialists and the trainee.

The trainee performed both the functions of a specialist in the personnel department, deputy, and the head of the personnel department (for example, working with military ID cards). More detailed cooperation of the trainee can be traced in Table 1.

Table 1. Types of working relationships of an HR trainee

Contact type	Interaction frequency	The purpose of the interaction
Internal contacts
Head of HR Department	Daily every hour
Deputy HR department	Daily every hour	Advice on work performance, daily reports
HR department specialists	Daily	Discussion of work issues, advice on emerging issues, daily reports
Specialists from other departments	Of necessity	Solving problems that require the involvement of other departments
External contacts

In this way, each employee is aware of the work performed by the other employee, and can help in any matter, the trainee can delve into the specification of the work of each level.

Workplace organization. Analyzing the respondent's answers to questions 11 to 17 of the questionnaire, the equipment is presented in the form of pens, pencil, eraser, corrector ruler, computer, printer, paper. The workplace was located in a room with favorable lighting, the furniture was comfortable wide tables with easy chairs, the room was cleaned every day and throughout the working day, because. this is the Loading and Transport Department, next to it lies Railway, along which trains passed every hour, which periodically affected the performance.

The total area is 10m2, i.e. per person 5 m2. Which is quite a lot, because This office has one employee and a trainee for the duration of the practice.

When considering the external layout of the workplace (Appendix 6), it can be seen that there is enough furniture in, but some of the aisles are too narrow. And at the same time interacting jobs are located in close proximity to each other. The respondent's workplace is perpendicular to the lead specialist's desk, which allows them to interact freely. All equipment necessary for work is located within the reach of the employee.

Having considered the internal layout of the workplace (Appendix 7), we can conclude that the passage to the working chair is not wide enough, which can cause inconvenience. However, all equipment necessary for work is located within the reach of the worker.

The trainee himself considers the location of the workplace to be at a high level, and the working environment is inviting.

Workplace services. The organization of workplace maintenance is the formation of a production environment for the employee, his material environment.

1. The maintenance of labor tools was presented in the form of a minor repair of doors by a computer system administrator.

2. Maintenance of objects of labor consisted of providing jobs with raw materials - papers and documents for work on the composition, personnel work.

3. Service for employees consisted of occupational health and safety, public catering - lunch break (you could go to the canteen and have lunch at the workplace, for this there is a corner with a table, refrigerator, microwave, kettle and containers), household services (closet with hangers in the room, safe, filing cabinets, bedside table).

Based on the foregoing, we can conclude that the organization of workplace services was decentralized.

Techniques and methods of work. With regard to techniques and methods of work, the answers of the respondent were as follows:

checking the data collection of census takers,

Providing reports to the head of the census section;

control and motivation, training of census takers,

· error correction.

Labor standards. The reception of labor is a certain combination of labor actions and movements of the worker, his fingers, arms, legs, and head that continuously follow each other and have a specific purpose.

The method of labor is a way of carrying out the labor process, a certain sequence and composition of operations and techniques.

Formation and unloading of employment contracts of employees from the 1C program;

Familiarization of employees with employment contracts; reception of employees, entering information on disciplinary punishment in the SAP ERP and 1C program;

Preparation of vacation schedules for 2011. according to Leninsk-Kuznetsk vocational school and vocational school "Eastern Kuzbass";

Formation and printing of the protocol on the length of service for all employees of the enterprise from the 1C program;

Work in the archive with the orders of the director of personnel for 2009-2010;

Work with personal affairs work books employees.

Working conditions.

1) Sanitary-hygienic, characterized by a positive temperature, periodically opened a window for ventilation, which had a very good effect on performance. In the daytime, the room was lit with daylight, in the evening - artificial general lighting from incandescent lamps, which was evenly distributed throughout the room and had good power, from time to time, of course, the eyes got tired, but more because of the computer, because I had to do very delicate and careful work. Noises in the room from the following sources: sounds penetrating from the outside of the door (workers, visitors before lunch), noise outside the window (railway).

2) Aesthetic: the color of the room is gently grayish, which evoked a calm mood, had a calming effect when the sun was shining, it was very pleasant to be in the office.

3) Psychophysiological: gradual entry into work, alternation of work and rest, five-minute breaks for rest (at 10-00, from 12-00 to 13-00 - lunch, at 16-00).

Working conditions at this workplace are positive.

Salary. According to employment contract, the amount of remuneration was set as student (5,730 rubles).

Stimulation of labor. As an incentive (non-material) was the entry of a record of work in the work book.

Labor planning. The trainee himself was engaged in the planning of working time and the production process, on the instructions of a higher worker. The trainee distributed tasks according to the degree of importance and the order in which they were completed.

Labor accounting. Labor accounting took place as follows: the one who appointed this or that activity (specialist, deputy, boss) accepted the work of the trainee, this process took place as the work was done.

As a result of the analysis of the workplace of a specialist in the personnel department, the following conclusions were made:

The work of an intern includes a set of quite diverse functions, so the intern must have an incomplete higher or higher education and 1 year work experience, possess a significant amount of knowledge, skills and abilities;

There are opportunities for career advancement for the employee.

At the same time, the following problems were identified in the workplace:

The trainee cannot perform some duties without prior training and supervision;

The layout in the office can create minor inconvenience due to narrow aisles and dashes from the boss's office to his office;

The trainee cannot make decisions on his own, you need to propose an idea to the boss, and then enter your own solutions.

Thus, shortcomings have been identified at the workplace that can significantly negatively affect labor efficiency, therefore, it is necessary to eliminate these errors in the organization of labor.