Practice report example of human resource management. Report on the practice of personnel management. List of used literature
Introduction
1. Individual work plan
2. general characteristics T.S.V. Transcompany LLC
3. Analysis of the number and structure of personnel
4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC.
5. Personnel policy OOO T.S.V. Transcompany
6. Conclusions and recommendations for improving the personnel management system and individual functions of personnel management
Conclusion
List of sources used
Introduction
Internship is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire skills and abilities. practical work according to the chosen specialty and assigned qualification.
The main goal of the production practice is the practical consolidation theoretical knowledge received during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.
The objectives of the practice are as follows:
Studying and participating in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of managing the organization's personnel at the place of internship;
Development of proposals for improving the personnel management subsystem of the organization's management system;
Collection necessary materials and documents for the implementation of course projects in the disciplines "Organization's personnel management" and "Motivation of labor activity" in accordance with the chosen topic.
This report consists of an introduction, conclusion, list of references and the main part, which in turn consists of a list of production and introductory issues on which the main analytical work was carried out.
The basis for the internship was the logistics company T.S.V. Transcompany LLC, which operates in the field of transportation and rental of vehicles.
1. Individual work plan
The internship period is from 22.10. to 11/18/2008
Place of internship – T.S.V. Transcompany LLC
Internship Position - Human Resources Manager
Table 1. Individual work plan
2. General characteristics of T.S.V. Transcompany LLC
Society with limited liability T.S.V. Transcompany LLC was established in 1995. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have extensive work experience.
The main activity of T.S.V. Transcompany LLC is transport logistics.
Having a wealth of experience, T.S.V. Transcompany LLC provides high-quality and timely maintenance of its own projects.
Speaking about the management structure of T.S.V. Transcompany LLC, we can say that management depends on the form of legal existence of the organization.
T.S.V. Transcompany LLC is a limited liability company, i.e. it is commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in the constituent documents. The number of founders is 5 people.
1. Responsibility of participants. Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.
2. Constituent documents. At T.S.V. Transcompany LLC, the organizational basis for legal registration consists of two main documents:
– Memorandum of Association, which is signed by all founders.
- Charter, which is approved by the founders.
3. Management. supreme body management is the general meeting of participants. The executive management body is the Director.
4. The right to withdraw from the partnership. Members may withdraw from the partnership at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.
Commercial management implements the marketing strategy of the enterprise, concludes and maintains contracts with suppliers, forms and maintains a regulatory framework for labor.
The Engineering Department is responsible for the operation of the warranty and post-warranty service stations.
Financial - economic management deals with financial reporting and reporting to relevant organizations, as well as controls the financial flows of the company, and distributes them in accordance with the strategic plan of the enterprise.
The Project Management Department is responsible for the scientific validity of the chosen management strategy and economic development enterprises.
The technical management at the enterprise assumes the functions of technical control, is engaged in a technical check of cars entering the sale for the absence of marriage, for authenticity trademark and for compliance with the requirements that Russian legislation imposes on such types of services.
The financial condition of T.S.V. Transcompany LLC is characterized by a system of indicators reflecting the availability, placement, use financial resources enterprises and all production and economic activities of the enterprise.
The main form in the analysis financial condition is balance. According to the current regulatory documents the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.
An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that T.S.V. Transcompany LLC employs not only economic, but also managerial professionals.
3. Analysis of the number and structure of personnel
Speaking about the team working for T.S.V. Transcompany LLC, we can say that it consists of 26 people, including the General Director. If we talk about the distribution of workers by functions and departments, then we get the following picture:
Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management (7 people).
In order to characterize the structure of the personnel of the enterprise and its professional - qualification level we will use a number of auxiliary materials, among which the personal files of employees and enterprise statistics turned out to be especially informative. The data obtained were summarized in the following table:
Table 2. Indicators characterizing the personnel structure of T.S.V. Transcompany LLC
From the above data, it can be seen that the category of employees whose professional training more than a year, during the reporting period has noticeably changed, there is a downward trend from 27% to 22%, and the category of workers whose professional training is based on higher education increased by 7% and accounted for 27% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.
4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC.
It is advisable to start the analysis of personnel management with an assessment of the security of T.S.V. Transcompany LLC labor resources in the reporting year 2008 (see Table 3)
Table 3. Availability of labor resources for OOO T.S.V. Transcompany in 2008 (pers.)
It is also necessary to carry out a qualitative analysis for LLC “Top Business Integrator”, i.e., the distribution of employees by age (for workers), by level of education and by length of service.
Table 4. Distribution of workers by age LLC "Top Business Integrator"
The tension in providing LLC “Top Business Integrator” with labor resources can be somewhat relieved due to a more complete use of the available work force, the growth of labor productivity of workers, the intensification of production, comprehensive mechanization and automation production processes, improvement of technology and organization of production.
We estimate the completeness of the use of labor resources by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.
The working time fund (FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:
PDF = HR * D * P
At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:
∆FRV chr \u003d (CR f -CH pl) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.
In T.S.V. Transcompany LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional vacations with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the fund of working time. Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in T.S.V. Transcompany LLC are also unproductive labor costs, which are made up of working hours as a result of the provision of low-quality services for the installation and adjustment of networks. They make up 1640 hours.
Reducing the loss of working time is one of the reserves for increasing output. To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of the T.S.V.
∆VP \u003d PDF * CV pl \u003d (20 330 + 1640) * 284.9 \u003d 6259.2 thousand rubles
Unproductive labor costs due to defects in the work of T.S.V. Transcompany LLC amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.
6. Personnel policyOOOT.S.V. Transcompany
The personnel policy of the enterprise includes the following areas of activity:
- recruitment and selection of personnel
- adaptation
- job descriptions
- personel assessment
- staff development
- creation of a personnel reserve
Let's take a closer look at each of the HR functions.
Recruitment and selection of personnel
The main tasks of personnel selection are:
– creation of a reserve of candidates for employment;
- formation of requirements for professions and positions;
- Evaluation of potential candidates.
The search for candidates for vacancies is carried out both within the enterprise and outside it.
The starting point for the selection and recruitment of personnel in T.S.V. Transcompany LLC is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for staffing needs, the requirement for the candidate and the job description.
The application for staffing requirements is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work.
Based on the request for staffing, the personnel management department advertises vacancies. First, advertising is carried out within the company OOO T.S.V. Transcompany itself. The advertisement is placed on the bulletin board and distributed electronically.
For all candidates wishing to work at T.S.V. Transcompany LLC, questionnaires are filled in the personnel management department, on the basis of which a electronic base data.
Applicants who meet the requirements are interviewed by the Human Resources Department and are also tested by an enterprise psychologist.
The Human Resources Department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review.
The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.
After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants with negative decisions receive polite refusal in hiring. Information about them is entered into the database of potential candidates.
After the candidate is approved for the position, an employment contract is drawn up. Labor contract endorsed by the head of the structural unit, as well as by the following persons:
- director of the branch;
- Head of the Human Resources Department;
- Legal specialist.
The employment contract is signed by the citizen hired and submitted for signature to the General Director of T.S.V. Transcompany LLC.
Employment contract signed CEO, is the basis for registration of the admission of a citizen to work.
Employment is issued orders for the enterprise.
The newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.
Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of T.S.V. Transcompany LLC. These include:
– short description organization, its structures and management systems, the history of T.S.V. Transcompany LLC;
- collective agreement;
– internal labor regulations;
– regulation on bonuses for the main results economic activity.
According to the author of this work, who had an internship at T.S.V. Transcompany LLC, the main problem in the personnel management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.
The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.
Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.
Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.
In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.
There are several effective ways to manage a conflict situation. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.
As a way to prevent the very appearance of conflict situations, the author of this work proposes to use the method of interpersonal contact, which would be of an organized nature.
The plan of such events can be presented in the form of the following table. (see table 5)
Table 5. Activities aimed at improving the psychological situation in the team
This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.
Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:
– formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this methodology is to direct the efforts of all participants towards a common goal;
- development of interpersonal styles of conflict resolution, including the style of avoidance, smoothing, coercion, compromise and problem solving.
Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.
List of sources used
1. Abramova G.P. Marketing: Questions and Answers. - M.: Agropromizdat, 2000
2. Karlof B. Business strategy (Concept, content, symbols). - Per. from English. - M.: Economics, 2001. - 248 p.
3. Kibanov A.Ya. Personnel management of the organization: workshop. M. Economics, 2006. 232s
4. Lapin A. Formation of the personnel management system. M. Nauka., 2003. 342s,
5. Livshits A.Ya. Introduction to the market economy. Lecture course. – M., PMT TPO “Kvadrat”, 2001. – 225 p.
6. Magura M.I. Place of search and selection of personnel in the overall system of personnel management. M. Economics. 2003. 454s
7. Maslov E.V. Enterprise personnel management. M. MGU. 2006. 344s
8. Moseikin Yu.N. Strategic planning. Course of lectures: Textbook. - M.: Publishing House of RUDN University, 2005. - 80 p.
9. Help Guide director of the Production Association, enterprise: (Economics, organization, planning, management), in 2 volumes. - M.: Economics, 2000.
10. Explanatory terminological dictionary-reference book on economics. – M.: SP Infokont, 2001.
11. Tyurina I.O. Personnel management: personnel selection process, Moscow State University. 2006. 433s
12. Frank E. Consulting firms and the selection of human capital: Services for the selection of personnel. M. Science. 2003 . 343s.
Practice Report at T.S.V. Transcompany LLC updated: July 31, 2017 by: Scientific Articles.Ru
1. Brief description of the company and its main activities.
2. Measures and forms of organization of work on the formation of the internal image of LLC _______________.
3. Organization of work and procedures for the selection and recruitment of personnel.
4. Organization of the personnel assessment and certification procedure.
5. The main provisions of the internal labor regulations in LLC _________.
6. The main provisions of the scheme for building material motivation in LLC _______.
7. The main provisions of the scheme for building non-material motivation in LLC ______.
8. Evaluation of the organization of personnel management in LLC _______.
An individual task for an internship in the specialty “Personnel Management”
Name of the object of practice OOO _____
The purpose of the practice (according to the program)
Practice objectives (according to the program)
1. Acquaintance with the company, which is the base of practice
2. The study of the organizational structure and forms of organization of work in the organization's personnel management
3. Acquaintance with the structure of specialized units in the personnel management system and job descriptions
4. Acquaintance with the regulatory and methodological documentation governing the processes of personnel management of the enterprise, the system and procedure for the implementation of document management
5. Acquisition of practical skills in working with documents that determine the organization of the work of individual subsystems in the personnel management system
What documents will be presented to the student for review
2. Internal labor regulations
3. Regulations on the personnel department
4. Job descriptions of employees of the personnel department
5. Regulations on the selection, selection and hiring of personnel
6. Questionnaire for employment
7. Regulations on the assessment and certification of personnel
8. Regulations on the system of material and non-material motivation of personnel
In the performance of what work and the preparation of what documents the student will take a personal part
1. Collecting statistics and filling out recruitment reports
2. Inviting candidates for an interview
3. Participation in the interview and primary selection of candidates
4. Development of alternative sources of staff recruitment
5. Advising applicants on open vacancies by phone
The form of student participation in the performance of work and the preparation of the document:
Get advice Yes No
Will take part in the survey Yes No
Perform calculation of indicators yes No
Create an auxiliary table yes No
Working with initial information Yes No
Practice leader
from the enterprise _____________/____________(_________)
signature, date
Head of SFU Practice _____________/____________ (____________-)
signature, date
Student _____________/____________ (_____________)
signature, date
1. Brief description of the company and its main activities
__________ LLC (chain of stores) is a universal type supermarket and offers more than 35 thousand items: household goods and stationery, souvenirs, gifts, cosmetics, perfumery, accessories. The seasonal assortment is regularly updated (gifts for the holidays, gardening equipment, school supplies).
From the very beginning of its activity, the company used elements of self-service in the trade of stationery and household chemicals.
In accordance with the Charter, the Company was established to carry out economic activities in order to meet public needs for its products, goods, works, services and to sell, on the basis of the profits, the economic interests of participants and members of the Company's workforce.
To achieve the goals and objectives, the Company carries out the following activities:
1. Trade and procurement activities, including wholesale consumer goods, foodstuffs, industrial and technical products;
2. Foreign economic activity;
3. Organization of items Catering(cafes, bars, restaurants);
4. Production and sale of food products, consumer goods;
5. Manufacture and sale of stationery and interior items;
6. Organization service centers maintenance of the goods sold;
7. Manufacture of medical equipment and medical products, medicines, implementation medicines, raw materials;
8. Intermediary, dealer, distribution;
9. Carrying out construction, repair and construction, installation, commissioning, production of building materials;
10. Printing activities, replication and sale of printed materials;
11. Wholesale, retail and commission trade;
12. Household services;
13. Organization of exhibitions, fairs, auctions.
The supreme governing body is one Founder, whose share in the authorized capital is 100%. All decisions on issues related to the competence of the general meeting of the Members of the Company are taken by the Founder of the Company solely and are drawn up in writing.
Management of the current activities of the Company is carried out by the sole executive body represented by the director, who is appointed by the Founder for a period of up to 5 years and is accountable to the Founder of the Company.
Labor relations of the Company's employees are built on a contract basis. Labor income of each employee is determined by his personal contribution, taking into account the final results of the Company's work, is regulated by taxes and is not limited to maximum amounts.
The minimum wage for the Company's employees is established by the laws of the Russian Federation.
The form, system and amounts of remuneration, as well as other types of income of employees, are established by the Company independently, depending on the profession, qualifications of employees, the complexity and conditions of the work performed.
Contract workers may receive remuneration in the form of wages, and in the form of a share of profit in the presence of a mutual agreement between the employee and the Company.
Employees of the Company are subject to social, medical insurance, social security in the manner and on the terms established for workers, employees of state enterprises of the Russian Federation.
The Company provides employees with safe working conditions and is liable in accordance with the procedure established by law for damage caused to their health and ability to work. The employee is responsible for the damage caused to the Company in case of violation of the technical safety rules by the employee.
Labor relations of the Company's employees, including their social and pension provision, as well as issues of the Company's social development, are determined in the Company's internal documents, including the collective agreement.
The structure of LLC __________ has a linear-functional principle of construction based on unity of command (Appendix 1). The number of staff is 300 people.
The Human Resources Department is represented by the HR Director, the HR Development Manager, the HR Manager, the HR Records Specialist.
The HR Director is the head of the Human Resources Department and performs the following functions:
1. Ensuring the competitive advantages of the company through the creation of an effective personnel policy that allows forming a team of highly qualified specialists;
2. Development and implementation of the personnel policy of the enterprise;
3. Development of standards and regulations for the selection, adaptation, placement, retention of personnel;
4. Coordination of the implementation of technologies in the field of HR by all employees of the Department;
5. Setting goals and organizing the practice of fulfilling tasks in the field of human resource management in all departments;
6. Increasing the professional level of employees;
7. Staff motivation;
8. Security effective use personnel;
9. Establishment and control of the personnel movement accounting system;
10. Ensuring healthy and safe working conditions;
11. Ensuring compliance with labor laws.
HR Development Manager:
1. Conducts focus groups with company personnel to determine the need for training programs;
2. Develops special trainings for staff;
3. Plans, accompanies and supervises special courses;
4. Researches, evaluates and selects third party programs;
5. Provides leadership in the development and delivery of programs;
6. Improves teaching aids and resources;
7. Manages the maintenance of documents related to the training of employees;
8. Performs typical managerial duties in planning, evaluating, organizing, debriefing and monitoring;
9. May also be responsible for overseeing staffing, conducting performance appraisals, training and professional development of subordinates, promotions, salary increases, layoffs, disciplinary action, etc.
HR manager:
1. Determines the company's need for personnel;
2. Studying the state of the labor market, the level of wages, social programs at various enterprises to develop the concept of recruitment;
3. Develops cards of vacancies and vacancies;
4. Draws up a schedule for the search for workers needed by the enterprise;
5. Determines the sources of personnel search;
6. Gets acquainted with the resumes of applicants; meets with applicants; conducts interviews with applicants; organizes professional, psychological questioning and testing of applicants; studies the business and professional qualities of applicants; checks the recommendations of applicants; examines the characteristics and information from the previous jobs of applicants;
7. Evaluates the results of interviews and testing of applicants, selects applicants that meet the requirements of the enterprise.
8. Maintains recruitment statistics (Appendix 2).
The Human Resources Specialist is responsible for:
1. Accounting for the personnel of the organization, its divisions;
2. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations and orders of the head of the organization;
3. Keeping personal files of employees, making changes in them related to labor activity;
4. Filling, accounting and storage of work books;
5. Accounting for the granting of vacations to employees;
6. Registration of documents on pension insurance and their submission to the social security authorities;
7. Drawing up the established reporting;
8. Timekeeping.
2. Activities and forms of organization of work on the formation of the internal image of LLC _______________
The success of the company, in many ways, lies in the fact that it began with creative and cheerful people. This is still of great importance in the policy of recruitment. Employees of _______________ LLC are successful positive people who skillfully combine freedom combined with responsibility, innovation and creativity, appreciating the traditions of partnership with customers, suppliers and colleagues.
The employees of the chain of stores have every reason to be proud of their work, because the company provides all the conditions for this: decent, regularly indexed wages that objectively reflect the professional level of the employee, social guarantees, opportunities career development, confidence in the future. As well as:
1. Corporate discounts on the employee's personal card for goods and services of the company;
2. Organization of preferential hot lunches for employees of all departments;
3. Providing material assistance to employees of the enterprise in extreme situations;
4. Annual free flu vaccination of employees;
5. Gifts for employees' children;
6. The most comfortable workplaces;
7. Overalls;
8. The opportunity for all employees to visit the sports complex free of charge ( gym, swimming pool, volleyball, basketball, football).
3. Organization of work and procedures for the selection and recruitment of personnel
Recruitment policy
The site formulates the basic principles that the company adheres to when recruiting for vacant positions:
1. “Competence is the main requirement for candidates. We study biographical data, professional career and recommendations, determine the level of professional knowledge and skills, business and personal qualities, health status, predict the success of adaptation in the team. We focus on growing specialists and heads of structural divisions within the enterprise;
2. Objectivity - we strive to minimize the influence of the subjective opinion of persons making a decision on the admission of a candidate;
3. Continuity - we are constantly working on the selection the best specialists, the formation of a personnel reserve of external candidates and employees of the enterprise;
4. Scientific - we use the most modern methods in the recruitment process.
|
Assessment method |
Advantages |
Flaws |
Reliability |
|
Questionnaire |
Allows you to collect key information about the candidate that is important when making a decision |
High probability of exaggeration by the candidate of his qualities, skills, knowledge |
Average, additional clarification needed |
|
Initial interview |
Allows you to personally verify the accuracy of the information contained in the questionnaire and evaluate the behavior of the candidate |
Inability to fully assess the candidate's abilities and motivation, a high degree of influence of subjective factors |
|
|
Psychological testing |
Allows you to assess the degree of compliance of the psychometric characteristics of the candidate with the specifics of the workplace, as well as the compatibility of the candidate with the socio-psychological climate of the organization |
Difficulty in interpreting results, special training required, strong influence external factors on the condition of the candidate at the time of testing |
Medium or high when using several types of testing that evaluate the same factors |
|
Workplace internship |
Opportunity to look at the candidate "in work" |
Separation from the work of a specialist mentor |
Average, because in the process of acquiring skills and adapting to the company, the candidate is not able to fully express himself |
|
Assessment of the conformity of the information provided with reality |
The procedure for selection and selection of personnel
1) Determining the need for personnel:
Stage 1 - Application for a job opening. Responsible for stage 1 - line manager. The application justifies the need to open a vacancy, the need for workplace equipment, and the job responsibilities of a new employee. An application for opening a vacancy is filled out on a special form by the line manager in whose department the opening of a vacancy is planned, and submitted to the Human Resources Department.
Stage 2 - Examination of the vacancy. Responsible for stage 2 - HR Director. Based on the application for opening a vacancy, an examination of the vacancy is carried out (identification of the objective need of the department for a new employee). With a positive result of the examination of a vacancy, an application for opening a vacancy is sent for approval to the director.
Stage 3 - Description of the requirements for the candidate in the form of a specification as an addition to the application for a vacancy. Responsible for stage 3 - HR Director. The specification is drawn up by a specialist of the Human Resources Department together with a line manager on the basis of an application for opening a vacancy signed by the director.
2) Technology of personnel search:
The HR Director determines the list of vacancies based on the requests of managers, develops a strategy and tactics for searching for candidates (depending on the vacancy, the time required to close the vacancy, requirements for candidates and financial resources), as well as the choice of candidate selection methods.
The search for candidates is carried out by posting vacancy announcements in the following resources: mass media (newspapers), recruitment agencies, recruiting agencies, specialized and higher educational institutions, employment centers, the Internet, specialized stands in stores. Responsible for posting information about vacancies - recruitment specialist.
The company's requirements for candidates and the form for submitting an advertisement and specific media are determined by the HR director.
The recruitment specialist controls the release of announcements and files it into the archive, as well as requests and submits to the accounting department all the necessary reporting accounting documents (invoice, certificate of completion, etc.).
3) Technology of selection of candidates. The following methods are used in the selection of candidates:
1. Questioning.
All incoming calls for vacancies are taken by a recruiter. Responsible for the positioning of the company, the correctness of the information provided - a recruitment specialist.
Applicants at the professional level and above are encouraged to send a resume or application form to email recruitment specialist. Once every 2-3 days, the recruiter sends the resumes of applicants for current vacancies in printed form to the HR director.
Candidates below the level of a specialist are invited to fill out questionnaires of the established form in stores. Candidates leave completed questionnaires in mailboxes. Every day at 9-00, the recruiter takes out questionnaires from the store's mailbox and registers them indicating the desired position, the source of information about the vacancy and the required salary level, i.e. collects statistical data.
The recruitment specialist ensures the formation of a personnel reserve of candidates by registering and storing questionnaires / resumes potentially interesting companies candidates.
2. Initial interview.
The recruiter informs the HR manager about the number of applicants. The HR manager coordinates the date and place of interviews with the head of the department and informs the recruiter of the need to schedule an interview.
The initial interview with candidates from the specialist level and above is conducted with the obligatory participation of the HR Director. Initial interviews with candidates below the specialist level are conducted by the HR manager and the head of the department. The initial interview with the "grassroots" personnel (electricians, drivers, cleaners, janitors) is conducted by a recruiter and the head of the unit.
Responsible for organizing initial interviews is a recruitment specialist. The recruiter records scheduled interviews and their outcome in an interview log.
3. Psychological diagnostics(if necessary).
Responsible for conducting diagnostics recruitment specialist. The place of diagnostics is the central office. Time - every working day from 11-00 to 13-00.
4. Workplace internship. Duration 2-5 days
Based on the results of the interview and testing, the line manager together with the HR manager make a decision on the candidate's exit for an internship and determine a mentor.
Invites a candidate for an internship - a recruiter (after the interview) or a HR manager (during the interview). Informs the mentor about the date of release of the trainee - the head of the unit (mandatory).
Documents accompanying the internship: an intern's memo (issued to the intern), an internship program and an evaluation sheet (issued and filled out by the mentor). Responsible for maintaining the specified documentation and presenting it at the final interview is the head of the unit.
At the end of the internship, a commission consisting of: the head of the department, the line manager, the HR manager, the HR director (if necessary) conducts a final interview and decides on inviting the candidate to work.
Responsible for assessing personal qualities, motivation and forecasting the professional success of candidates is the HR director / HR manager. Responsible for evaluation professional qualities, knowledge and skills, as well as for the decision to hire a candidate for work - the head of the unit.
The official invitation to work is made by the HR director or HR manager.
Documents, the presence of which at the final interview is mandatory: the candidate's profile, the results of psychological testing, the five-day internship program. Responsible for the organization and control of the internship procedure and the final interview is the HR manager.
At the stage of the candidate's internship, the recruitment specialist checks the candidate's recommendations. The reference form is attached to the questionnaire. Responsible for checking references is the recruiter.
Registration procedure labor relations with a candidate
1. Preparation for applying for a job.
Upon the invitation of the candidate to work, the candidate writes an application for employment. The application is endorsed by the head of the unit (with a pencil).
Responsible for the correctness of filling out the application, the date of admission and the name of the position - the head of the unit. The candidate takes the application with him and submits it, along with other documents, to the inspector of the personnel department on the day the employment relationship is formalized.
The candidate is given a list of documents that you need to have with you when applying for a job. Job application forms and a list of documents are kept by office managers. Responsible for issuing forms - office manager.
2. Registration for work and initial adaptation.
Responsible for the implementation and correctness of registration for work in accordance with the Labor Code of the Russian Federation is the personnel inspector. Registration of labor relations with the employee is carried out every day at 9-00 in the central office.
The HR inspector introduces the employee to the organizational company structure, the main regulatory provisions, rules, social package, official duties etc.
Responsible for the development of the familiarization package (adaptation) is the HR manager. Responsible for familiarization - the inspector of the personnel department.
4. Organization of the personnel assessment and certification procedure
Personnel assessment is carried out in the form of a monthly assessment (assessment of the results of the employee's work and their compliance with the standard of work at a given workplace) and in the form of periodic certifications (assessment of the compliance of an employee's qualifications with the requirements of this position)
Assessment goals:
Monthly assessment
Monthly assessment of employees is carried out by the line manager as a summing up of the results of the month. Until the 3rd day, the line manager evaluates each of his employees according to three blocks of criteria (heads of sections and departments according to four blocks of criteria):
Block A: Disciplinary work standards
Block B: Technological work standards Compliance with established technology (no errors)
Block B: Behavioral performance standards
Block D: Standards for organizing the work of the department (for heads of sections and departments)
On a monthly basis, the line manager submits a proposal for consideration by the commission to change (increase or decrease) the category (for each position there are 15-25 categories and, accordingly, 15-25 salary steps) with mandatory arguments.
The proposal of the line manager in the period up to the 7th day of the current month is discussed by the commission consisting of: line manager + direction director + deputy. director + HR director. The final decision on the proposed changes is made on the basis of its comparison with the results of the work of the entire unit or department.
Prior to the issuance of wages for the past month, the line manager must conduct an interview with each of his employees and announce a decision to change or not change his rank.
Certification
Certification is subject to all employees of the enterprise with work experience at the enterprise from 1 month (including all heads of all departments and divisions).
Certification can be of the following types:
- at the end of the probationary period
- another
- extraordinary
When hiring or transferring to another position, the deadline for the first certification is assigned (not earlier than one month after the actual admission to work and not later than 2 weeks after the end of the probationary period).
The next certification is carried out every 6 months for the following positions: sales assistant, cashier, storekeeper, office manager, freight forwarder. For other positions, the next attestation is carried out annually.
Extraordinary certification is carried out on the proposal of the immediate supervisor of the person being certified. The employee himself can also declare his desire to undergo extraordinary certification. In the event that the immediate supervisor refuses to recommend him for early recertification, the employee with this question can contact a higher manager (through the level), whose decision on admission to certification is final.
The results of certification are the basis for establishing the qualification category of the size of the base part of the salary (the cost of an hour with hourly pay).
Certification procedure
Stage 1 - filling out the certification sheet by the certified employee. Responsible - employee of the personnel department.
Stage 2 - professional testing. To assess employees in positions such as a salesperson, cashier, storekeeper, accountant, personnel inspector, etc., professional tests are used (questionnaires consisting of 10-50 questions related to the employee's subject activity). Responsible for updating the questionnaires, conducting testing and checking tests - the director of personnel.
Stage 3 - analysis of the results of work for the certified period.
Responsible - the immediate supervisor (prepares a characteristic for the certified employee).
Stage 4 - certification interview. To conduct an attestation interview, an attestation commission (3-7 people) is created, which includes the immediate supervisor of the certified employee, the head of the unit, a representative of the Human Resources Department (permanent staff), heads of related departments, deputy. CEO (variable composition). The chairman of the attestation commission is a representative of the Human Resources Department.
The meeting of the attestation commission should be held in a friendly, unbiased atmosphere in working time. The certification committee before the start of the interview gets acquainted with the characteristics of the immediate supervisor. Members of the attestation commission ask questions to the person being certified and put down marks in an anonymous evaluation sheet according to the established factors. For all completed evaluation sheets, the average mark is displayed, which is rounded off - this is the qualification category of the certified employee. When attesting managers and some specialists of an enterprise, the result of certification is a quality grade A,B,C,D(real results of work and competencies at the level of expected, lower, significantly lower or higher than expected). At the end of the attestation interview, the first part of the attestation sheet is filled in, where the recommendations of the attestation commission are made.
Certification results
The results of the attestation are brought against signature to the attested employee no later than 1 week after the attestation interview. Responsible - immediate supervisor (during a personal meeting, the immediate supervisor explains the results of certification, the assigned category and the corresponding salary, as well as comments and recommendations of the certification commission, personal tasks for the specified period). The result of certification can be both an increase in the qualification category and its decrease, in addition, the category may remain unchanged.
Based on the results of certification, a personnel reserve of the enterprise is formed (the first candidates for promotion and for vacant positions in other divisions of the enterprise). All information obtained as a result of an employee's appraisal (including the appraisal results) is confidential and is stored in the personnel department.
5. The main provisions of the internal labor regulations in LLC _____
Internal labor regulations - local normative act ___________________, which regulates in accordance with the Labor Code of the Russian Federation and other federal laws the procedure for hiring and dismissal of employees, the basic rights, obligations and responsibilities of the parties to the employment contract, working hours, rest periods, incentives and penalties applied to employees, as well as other issues related to the regulation of labor relations in the Company.
Employment in the Organization is carried out on the basis of a concluded employment contract. When concluding an employment contract, a person entering a job submits to the personnel department of the Company the documents specified in Art. 65 of the Labor Code of the Russian Federation. Employment is formalized by the order of the Director of the Company, issued on the basis of the concluded employment contract.
For all employees hired under an employment contract for the main job, who have worked in the Company for more than 5 days, work books are maintained in the manner prescribed by current legislation.
An employment contract may be terminated at the initiative of the Employee and the Employer on the basis and in the manner prescribed by the Labor Code of the Russian Federation. The termination of the employment contract is formalized by the order of the director.
On the day of dismissal, the Employer is obliged to issue to the employee his work book with the record of dismissal entered into it, other documents related to work - at the written request of the employee and make the final settlement with him.
LLC ____________ and employees of the company have rights and bear obligations in the manner prescribed by the Labor Code of the Russian Federation. The list of duties (works) that each employee performs in his position, specialty, profession, is determined by job descriptions (functional duties) drawn up taking into account the provisions of the Unified Tariff and Qualification Handbook of Works and Professions of Workers, the Qualification Handbook of the Positions of Managers, Specialists and Other Employees.
The Company establishes three types of work schedules:
1) daily work with a five-day work week with normal
working hours (40 hours per week). Start of work - 09:00 End of work - 18:00. Break time from 13:00 to 14:00. Days off: Saturday, Sunday.
2) daily work with a six-day work week with normal
working hours (40 hours per week).
3) shift mode of working time; weekends, according to the shift schedule. Cycle - five working days, two days off.
The work schedule is specified in the Employment contract by the employee;
Based on production tasks and functional duties certain categories of employees, individual labor contracts may establish flexible working hours, irregular working hours or part-time working hours.
Work outside the normal working hours is carried out at the initiative of the employee - part-time work or at the initiative of the Employer - overtime work, and cannot exceed 4 hours a day and half of the monthly norm of working time. Application overtime work The employer may carry out in exceptional cases with the written consent of the employee, in the manner and within the limits provided for by labor legislation.
The employer is obliged to remove from work (not allow to work) the employee on the grounds specified in Art. 76 Labor Code RF.
Work on weekends and non-working holidays is allowed only for employees of those departments in which shift work is established; for all other categories of employees, work on weekends and holidays is not allowed. The working time on the day preceding the non-working holiday is reduced by 1 hour.
Employees are provided with an annual basic paid leave of 28 calendar days. Non-working holidays falling on the period of vacation are not included in the number of calendar days of vacation and are not paid.
By agreement between the employee and the Company, annual paid leave may be divided into parts; In this case, the duration of one of the parts of the vacation must be at least 14 calendar days.
The provision of annual paid leave is carried out in accordance with the vacation schedule and on the basis of a written application from the employee.
At the written request of the employee, the company provides an additional paid leave of 3 working days in the following cases: marriage registration (to spouses), birth of a child (to the child's parents), death of a close relative (parents, children, spouses, brothers, sisters).
For exemplary performance of labor duties, success in labor competition, increasing labor productivity, improving product quality, continuous and flawless work, innovation in work and for other achievements in work, the following incentives are applied:
1) rewarding with a valuable gift;
3) payment of a cash bonus;
3) declaration of gratitude.
Incentives are announced in the order, brought to the attention of the entire team and entered in the work book of the employee. When applying incentive measures, a combination of moral and material incentives for labor is provided.
6. The main provisions of the scheme for building material motivation in LLC ________
The system of remuneration and motivation of the personnel of LLC _________ is aimed at ensuring stable guaranteed development of its production and commercial divisions. The purpose of the wage system is to determine the share and contribution of each employee as a result of the work of the unit and distribute in accordance with these criteria the income of the unit.
The basis for the payment of wages to employees of subdivisions is the payroll fund, which includes the following payments in cash:
Salary in cash:
- wages for work performed;
- incentive payments;
- compensatory payments related to a special mode of work and working conditions;
- payment for time not worked.
The system of remuneration and motivation of personnel is based on the following principles:
- focus on achieving the final result;
- a combination of collective and personal interest;
- payment depending on the quantity and complexity of work;
- refusal to equalize wages;
- normative method of labor planning;
- encouragement for combining professions;
- the employee's salary is an official secret;
- evaluation of work is carried out directly by the head;
- additional payment at the expense of social benefits and guarantees;
- additional payment for seniority;
- fines for causing material and moral damage.
The total salary of a full-time employee (manager, specialist) consists of the official salary and bonus based on the results of work for the quarter. The salary of employees of the trade department consists of the official salary and remuneration for the final result of the activity, and for employees trading floor set hourly wages. The official salary of an employee of the company is determined by the staffing table and is fixed in his contract.
Fixed part of salary ( official salary) employees of subdivisions are determined on the basis of a system of categories. Assignment of work performed to certain tariff categories(positions) and the assignment of appropriate qualifications to employees is carried out by the immediate supervisor in the manner determined by the documents regulating relations between the employee and the company. Assignment to an employee of a higher rank and, accordingly, an increase in wages is carried out based on the results of periodic certification.
Tariff rates (salaries) by categories are differentiated according to the complexity of the work performed and the assessment of the employee's potential. The amount of remuneration for the final result is determined by the results of work for the month.
7. The main provisions of the scheme for building non-material motivation in LLC ______
The system of non-material motivation of employees of LLC _______ includes the following methods:
- gratitude announcement;
- awarding with Certificates of Honor LLC __________
- inclusion in the reserve for promotion to a higher position;
- Gratitude is declared to the staff of the company for the following achievements:
- performance at a high level of their labor functions;
- a significant improvement in the technologies used in the company;
- overfulfillment of planned targets;
- progress in improving the quality of work performed and services rendered;
- carrying out separate, one-time events on behalf of the management of the company or division;
An honorary diploma is awarded to employees for conscientious and impeccable work, professional excellence and having work experience in the organization for at least 1 year, as well as contributing to the development of the organization and the achievement of the company's strategic goals.
Inclusion in the reserve for promotion to a higher position. The attestation commission, based on the results of the attestation, has the right to submit motivated recommendations to the head of the organization for consideration on including him in the reserve for promotion to a higher position.
If the head of the department considers it necessary to encourage the employee, he prepares a presentation addressed to the head of the organization on declaring gratitude to the employee, rewarding diploma or making a decision to promote an employee to a higher position. All incentive decisions are made by order of the General Director or by order of his deputies and heads of departments and are announced at a general staff meeting.
An entry about announcing gratitude, awarding a certificate of honor or making a decision to promote an employee to a higher position, indicating the date and number of the order (instruction) on promotion, is entered into the employee’s personal card in the information base.
8. Evaluation of the organization of personnel management in LLC _______
Personnel management in LLC __________ is distinguished by a fairly high level of organization. All personnel processes are clearly regulated, almost all procedures are enshrined in regulations, instructions, rules, etc. There is a clear division of personnel management functions into areas: recruitment, development and evaluation, personnel records and general management of the department, as well as the development of a human resource development strategy.
________ LLC uses modern personnel technologies in the recruitment process, in the system of material and non-financial incentives, evaluation and certification of personnel. Corporate ethics developed and based on mutual assistance, creativity and self-realization of each employee.
The organization regularly conducts all kinds of trainings, training seminars that allow maintaining and improving the skills of employees at the proper level. For new employees, the onboarding program provides for introductory training and mentoring.
The results of developments and projects are carefully monitored through comprehensive statistical analysis to identify the most effective ways of implementation.
___________ LLC also cooperates with recruiting and consulting organizations to improve the effectiveness of personnel decisions.
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
KAZAN STATE TECHNOLOGICAL
UNIVERSITY
graduate School economy
Speciality -
REPORT
Pre-diploma practice at the enterprise CJSC "Testron-Kazan"
Kazan, 2011
| INTRODUCTION | 3 |
| 1. THEORETICAL FOUNDATIONS OF THE ORGANIZATION'S HR MANAGEMENT SYSTEM | |
| 1.1. The place of the personnel management system in the overall enterprise management system | 5 |
| 1.2. The essence and objectives of the personnel development management system | 11 |
| 1.3. Methods of personnel development management in modern conditions | 19 |
| 2. ANALYSIS OF THE HR MANAGEMENT SYSTEM IN ZAO TESTRON-KAZAN | 23 |
| 2.1. Analysis of the activities of ZAO TESTRON-KAZAN. Mission, goals of the organization, organizational structure of management. | 23 |
| 2.2. Personnel structure analysis | 29 |
| 2.3. Analysis of personnel management system | 34 |
| CONCLUSION | 41 |
| LIST OF USED LITERATURE | 44 |
| Applications |
INTRODUCTION
The personnel management system is a complex of technologies developed, implemented and used in the company that determines all the main HR processes (for example, recruitment, training and development, adaptation, remuneration, personnel decision-making procedures, etc.). It is the implementation of this approach that allows short time and with minimum investment and create risks effective system company personnel management. In addition, there are a number of requirements for the personnel management system, determined by the specifics modern market insurance services (and the labor market of the industry). For example, among these specific features This includes the need for constant hiring of technical staff, caused by a significant turnover of personnel in the face of the demands put forward for quick commercial success. This also implies the requirement to ensure the transparency of personnel management processes in order to increase the staff's confidence in the full compliance with the obligations to them on the part of the employer.
The personnel management system in an organization is a dynamically developing system that has gone a long way from the planned distribution of young specialists to the modern market.
The urgency of the problem is aggravated to a greater extent in connection with the development of the market system in Russia, in which the labor market acquires great importance. That's why modern tendencies in the development of personnel management systems are a priority for the company, as it plays an important role in achieving the mission and goals of the organization.
The purpose of undergraduate practice is to study and analyze the personnel development management system at CJSC "Testron-Kazan".
Based on the goal of the work, it is necessary to highlight several tasks that need to be solved:
1. Consider the theoretical foundations of the organization's personnel management system.
2. Analyze the personnel management system at CJSC "Testron-Kazan".
1 THEORETICAL FOUNDATIONS OF THE ORGANIZATION'S HR MANAGEMENT SYSTEM
1.1 The place of the personnel management system in the overall enterprise management system
Labor is the process of conscious purposeful human activity, its impact on the objects of labor in order to create material and spiritual benefits to meet personal and social needs. Labor is the most important form of being, main sphere life, a way of transforming oneself and society through relationships with others.
Factors of production (i.e., the composition of the elements necessary for the production of products), according to K. Marx, are the means of labor, objects of labor, labor itself. According to J.-B. Say, such factors are land (natural resources), capital and labor itself. In both the "socialist" and "capitalist" sets of factors of production, as shown in Fig. 1.1 includes living labor, the only active factor influencing all other factors. For the production of simple products, it is enough to be able to carry out certain types of work: for example, an artisan is able to produce a pair of shoes, a peasant can grow crops, but if the production process and / or product is complex, there are many participants in production, there is a need for division of labor, its coordination, cooperation and implementation of a specific form of living labor - management. Even in a peasant family in the conditions of subsistence farming, planning of work, distribution of duties, coordination and correction of labor behavior, and stimulation were required. All types of joint work of people and all aspects of its implementation require the organization of activities, management of activities.
In fact, management is a form of living labor aimed at meeting the needs of people in such an organization of joint labor in order to achieve goals as soon as possible and minimize the costs of all types of resources.
Regarding the factors of production, the factor "management", being a form of living labor, is already perceived as independent, according to the first director of the Kazan Institute for the Scientific Organization of Labor I. Burdyansky, "the fourth factor of production."
Rice. 1.1.1. Factors of production according to K. Marx and J.-B. sei
You can control the behavior and mood of a person by shaping the environment and / or directly influencing the cash, "playing on the strings of the human soul." Influencing behavior, it is very easy to slip into the manipulation of a person, and the line here is quite thin. So, when manipulating, the manipulator has hidden goals, towards the achievement of which he encourages another person, latently influencing and changing his values, attitudes, motives, beliefs; management, influence on behavior, should be carried out against the background of the openness of the final goals for both parties and the recognition of their value by both parties, there are no goals known only to the manager. It is no coincidence that one of the promising methods of management is now considered "management of open ledgers".
Personnel Management:
1. This is an element of organization management, the main function of a manager in achieving organizational goals. Personnel management consists in activities to meet the needs of the organization (current and prospective) in employees of all categories.
Here is the definition of personnel management: “Personnel management of an organization is a purposeful activity of the management team of an organization, managers and specialists of departments of the personnel management system, including the development of a concept and strategy for personnel policy, principles and methods of personnel management. Personnel management consists in the formation of a personnel management system; planning personnel work, development of an operational plan for work with personnel; personnel marketing; definition human resources and the staffing needs of the organization. Personnel management of an organization covers a wide range of functions from recruitment to dismissal of personnel” /13, p.79/.
The subjects of personnel management - managers of organizations - treat the personnel of the organization in the same way as all other categories of employees, and in this context we can talk about the self-management of personnel.
The functions of personnel management, based on its specifics, are broadly defined as follows: hire, develop, stimulate the development and necessary labor behavior, achieve expected results, and retain employees in the organization.
2. This is the management of the main factor of production, living labor, which differs from material and financial factors in its living nature, consistency, activity, ability to develop potential, which has all the properties of living systems. Personnel management is the management of people: individuals, groups, teams, teams, communities.
The object of management are the employees of the organization, who simultaneously act as subjects, i.e., having, as a rule, their own opinion, position, reflected in behavior, and subject - labor the behavior of workers and groups and the factors that determine it. Influencing these factors (personal, social, economic, moral), managers try to achieve the necessary labor behavior. Ideally, this is the creation of a developing organization that works on the principle of cooperation, in which the movement towards organizational, group and individual goals is realized.
3. As a science, personnel management is a complex applied science of organizational, economic, administrative, managerial, technical and technological, planning, group and personal factors, ways and methods of influencing the personnel of an enterprise to increase efficiency in achieving the goals of the organization. Personnel management as a science is based on the achievements of fundamental and applied humanities (psychology, sociology, social psychology, pedagogy, economic psychology and sociology, management, etc.). The object of this science is individuals and communities (formal and informal groups, professional qualification and social groups, collectives and the organization as a whole) in the organization (Fig. 1.2).
Rice. 1.1.2. Object of science and practice of personnel management
The subject "organization" is considered both as an integral organism (according to Fayol, "the unity of material and social"), and as the entire labor collective, but often it is necessary to consider personalities, management or owners of the organization, representing, personifying its interests and determining its features and behavior .
The subject of the science of personnel management are the basic laws and driving forces that determine the behavior of people and communities in conditions of joint work.
The task is to understand the patterns and factors of behavior and their application in achieving the goals of the organization, taking into account the personal and group interests of the personnel. Ideally, this is the creation of an organization operating on the principle of cooperation, in which the movement towards organizational, group and individual goals is optimally combined.
It is expedient to include in the composition of the personnel all employees whose living labor contributes to the production of final products, the production of works, services of the organization, regardless of the form and nature of the relationship between them and the organization. This understanding of personnel is based on the fact that even with civil law relations between employees and the organization, the organization performs a number of functions for managing them people, including selection (attraction, selection, hiring), remuneration, evaluation of results, conflict resolution, accounting, often provides them and use of resources of various kinds. The variety of organizational-legal (and non-legal) forms of relations between the employee and the organization makes it difficult to clearly fix the composition of the organization's personnel. By default, most materials on personnel management assume the existence of an employment relationship between the employer and the employee, i.e., based on the conclusion of an employment contract and the labor legislation of the Russian Federation.
Let's define the characteristics of personnel, in contrast to other factors of production:
¾ personnel is a key factor in production, which completely determines the success and failure of the company;
¾ worker - a person, a complex and large system that has all the properties of systems;
¾ personnel, unlike material and monetary factors, is an active factor that makes and implements all decisions;
¾ the employee shows uniqueness and subjectivism in almost all of its manifestations (the influence of ontogeny, personality, group on behavior is undoubtedly and significant);
¾ has a significant, but poorly defined and poorly predictable individual and group potential, both positive and negative;
¾ capable of development and self-development under appropriate conditions and at the same time capable of self-destruction;
¾ systems "worker, group, team" have a complex and dynamic structure;
¾ the staff is, to a certain extent, self-governing, since managers of all levels are part of the staff;
¾ is characterized by the inseparability of the rational and emotional, which complicates the predictions of behavior and reactions to the impact;
¾ personnel is capable not only of system formation (formation of new groups, teams of different directions), but also of system destruction;
¾ unpredictable, behavior cannot be predicted with a high degree of probability;
¾ initiative, including the factors that stimulate his labor behavior, and this requires constant research into the motives of behavior and updating incentives;
¾ not entirely reliable;
¾ is influenced by factors hidden from other people;
¾ is characterized by such complex psychological concepts as orientation, principles, ideals, desires, needs, interests, stereotypes, prejudices, beliefs, susceptibility to environmental influences;
¾ collectively, the staff is a powerful group of interests, capable of replacing the goals of the organization with their own in full force or by separate subgroups (for example, the interests of top management and owners, administration and other employees may not coincide);
¾ the staff is able to act simultaneously in several roles: both as shareholders (owners of shares), and as consumers (clients), and as carriers of information, including external environment, and as agents of their organization. There is a variety of roles performed, their inconsistency, or synergy, or diffusion (interpenetration and mutual influence of roles), or specificity (separation, "immiscibility").
Managing the behavior of such a complex phenomenon requires both special training and constant work on deeper knowledge. This work requires the acquisition of a variety of skills and the use of the most adequate models for cognition and regulation of behavior. In connection with the constant development of the control object (which is always a subject, an active person in interaction with the leader), a constant process of accumulation and comprehension, scientific knowledge of the essence and ongoing changes, correction and replacement of models that explain behavior and its causes are necessary.
1.2. The essence and objectives of the personnel development management system
In the literature, one can find examples of different interpretations of the concept of "personnel management". Some authors in the definition operate with the goal and methods by which this goal can be achieved, i.e. focus the reader's attention on the organizational side of management. Others in the definition emphasize the substantive part, reflecting the functional side of management. A typical example of the first approach is the definition given by B.M. Genkin: "Personnel management is a complex of interrelated economic, organizational and socio-psychological methods that ensure the efficiency of labor activity and the competitiveness of enterprises" /17, p.73/.
Another approach is reflected in the definition of personnel management adopted in the German school of management: "Personnel management (personnel management, personnel economics) is an area of activity, the most important elements of which are determining the need for personnel, attracting personnel (recruitment and selection of personnel), engaging in work, release, development, personnel controlling, as well as work structuring, remuneration policy and social services, the policy of participation in success, personnel cost management and employee management" /18, p.112/.
Thus, the main thing that makes up the essence of personnel management is a systematic, systematically organized impact with the help of interrelated organizational, economic and social measures on the process of formation, distribution, redistribution of labor at the enterprise level, on creating conditions for using the labor qualities of an employee (working forces) in order to ensure the effective functioning of the enterprise and the comprehensive development of its employees.
Personnel development is a strategic function of personnel management. At present, in theory and practice, the question of the essence of the concept of "development" has not been sufficiently studied. AT practical activities In the field of human resource management, development is understood as staff training. Development is the leading factor in the system of education of a person, the personnel of an organization, along with training and education.
The development of personnel can be determined through the characteristics of its indicators (Table 1.2.1).
Table 1.2.1
Characteristics of the concept of "development"
| Index | Characteristic |
| As an object of study | Represents a set of functionally interconnected elements, links, dependencies that change with the transformation in the internal structure, structure. Development occurs procedurally in certain conditions of interaction with "neighboring systems" |
| Structure (mechanism) | It is characterized by the number of constituent elements, the order of their location and qualitative changes in the development process. |
| Source of development | Arises as a result of contradictions between the old and the new |
| Form of development | Evolutionary (slow, gradual, qualitative change); revolutionary (sudden, abrupt, spasmodic) change in qualitative characteristics in the structure of an object |
| Orientation | progressive; regressive |
| Dynamics | time; growth rate |
Leading organizations spend significant amounts of money on professional development - from 2 to 10% of the payroll. These costs are the organization's investment in the development of its employees, from whom it expects a return in the form of increased productivity, i.e. increasing the contribution of each employee to the achievement of organizational goals. In addition to a direct impact on financial results, investments in professional development contribute to the creation of a favorable climate in the organization, increase the motivation of employees and their dedication to the organization, and ensure continuity in management.
Professional development also has a positive impact on the employees themselves. By improving their qualifications and acquiring new skills and knowledge, they become more competitive in the labor market and receive additional opportunities for professional growth both inside and outside their organization. This is especially important in today's conditions of rapid obsolescence of professional knowledge.
The traditional methods for identifying and recording professional development needs are assessment and preparation of an individual development plan. During the certification, the employee discusses with the manager the prospects for his professional development. The result of this discussion is an individual development plan, which is transferred to the personnel department. Professional development specialists evaluate the plan for its feasibility, feasibility, suitability for the needs of the organization and its financial capabilities, and make the necessary adjustments to it. The combined employee development plans become a program for the professional development of the organization's personnel. This program defines the goals of professional development, the means to achieve them and the budget.
AT last years methods of psychological testing are becoming increasingly popular, with the help of which the degree of development of certain professional skills among employees of the organization is determined. Comparing the results of the assessment with the portrait of the "ideal" employee makes it possible to identify gaps in professional training and provide for measures to eliminate them.
Personnel professional development activities are marketing seminars for HR department employees, business school visits by a commercial agent, study of English language as a mechanical engineer, the work of the head of the planning department just accepted into the organization as an assembler on a factory conveyor, etc. In large multinational corporations, there are special professional development departments headed by a director with the rank of director or vice president, which emphasizes their importance to the organization. The importance of professional development for modern organizations is also evidenced by the fact that goals in this area are included in personal plans(on the performance of which the amount of remuneration depends) the top managers of many corporations: presidents, regional vice presidents, directors of national companies.
In modern organizations, vocational training is a complex continuous process that includes several stages. Management of the professional learning process begins with the definition of needs, which are formed on the basis of the development needs of the organization's personnel, as well as the need for employees of the organization to fulfill their current production duties/43, p.150/.
In order for an enterprise to remain on the market for a long time, it needs flexible core processes that adapt to external changes. Of course, external changes also affect support processes, and personnel management is no exception. The requirements here have increased significantly, since decentralization, process orientation and the pursuit of a general optimum of the main processes require an integrated development of personnel. It is necessary to systematically familiarize workers with new requirements in order to meet this challenge.
As can be seen from fig. 1.2.1, decentralization requires versatile specialists with whom it is possible to produce small batches of unique products oriented to the international market; people who can work in a team, cope with increasing complexity and master new technologies. Without skilled workers, there is no innovation, no improvement, no high productivity, and therefore no competitiveness.
In personnel management, it is therefore necessary to look ahead, determining what qualifications will be primarily in demand in the long term, developing the skills of employees to cooperate, work together, independently master new technologies and methods, assisting them in acquiring special knowledge. It is essential that qualification compliance should be focused on both the client and the employee. The first characteristic determines the responsibility of the employee for customer satisfaction, the second - his willingness to learn, so that process-oriented professional development contributes to the development and consolidation of process thinking.
Social competence involves the ability to distinguish casual contacts from situations that are significant in communication, methodological - the ability to make decisions on a wide range of issues and solve problems of a different nature. Special competence ensures the fulfillment of tasks at a high professional level. Competence in the field of learning means the ability to independently obtain and apply necessary knowledge. All these skills complement previously acquired professional qualifications (which remain the main component), helping a person to effectively apply all his knowledge, skills and abilities in his work.
On fig. 2.2.2. the individual tasks of advanced training in a process organization are listed, which are all united by a common goal - independent management. Such management within a decentralized organizational structure requires the skills of self-organization, self-management, self-controlling, self-education, self-discipline and self-service. Thus, the employee is valued not only for high professionalism, but also for the ability and desire to learn, the ability to work in a team, readiness for cooperation, and reliability. All this implies a versatile qualification, including social, methodological, professional and educational components /64, p.150/.
The personnel development process has a huge impact on all subsequent sub-processes within the framework of personnel management: after all, it is here that the number and qualifications of employees that the enterprise will need in the future to ensure its main and auxiliary (as well as management) processes are determined. The continued success of the newly created process-oriented organizational structures and the ability of the business to adapt to external changes are crucial to the correctness of the assessments made.
1.3. Methods of personnel development management in modern conditions
It is necessary to distinguish between methods of management and methods of the management process. Control methods characterize the completed act of influencing the control object, while using the methods of the control process, only individual works are performed.
Management methods are classified according to various criteria. Thus, methods of direct and indirect influence are often distinguished. When using the former (order, incentive), a direct result of the impact is assumed, some are aimed at creating conditions for achieving high results (quality of working life).
There are methods of formal and informal influence. Their ratio in management practice reflects the characteristic features of the management style. Methods of informal influence include the educational work of the leader, the psychological atmosphere of his interaction with subordinates, behavior in a team, etc.
¾ economic;
¾ socio-psychological.
Management methods are used in combination, as the relationships on which they are based are inseparable and organic. The successful use of management methods largely depends on the depth of knowledge of the objective laws of the development of production and management (ontogenetic and phylogenetic patterns of development and functioning of the controlled system). The practical use of these laws finds its expression in management methods /55, p.14/.
Organizational management methods are based on organizational relationships between people. The whole set of organizational management methods can be classified into three groups: methods of organizational-stabilizing, administrative and disciplinary influence. Methods of organizational and stabilizing influence are designed to create an organizational basis for joint work. This is the distribution of functions, duties, responsibilities, powers, establishing the order of business relationships. They include: regulation - a clear assignment of functions and work; rationing - the establishment of standards for the performance of work, permissible boundaries of activity; instruction - familiarization with the circumstances of the work, its explanation. Methods of managerial influence are designed to respond to unaccounted moments of the organization's activities, adjust the existing system of the organization to new tasks and working conditions. The methods of this group are implemented in the form of directives, orders, instructions, orders, resolutions, orders, etc. The methods of disciplinary action are designed to maintain the organizational foundations of work, the clear and timely fulfillment of established tasks and responsibilities, and the elimination of emerging deviations in the organization system.
Administrative, or administrative-legal methods of management have the peculiarity that they are associated with the imperious nature of management: one side (a higher authority, executive) is endowed with authority and, as a result, can order the other side - the controlled. In this case, there is, as a rule, direct subordination. Each lower link is organizationally subordinate to a higher body and is obliged to comply with all its decisions, regardless of its own opinion. Administrative decisions are legal basis, must be based on the law, may have legal consequences.
Economic methods of management are designed to influence economic relations. Here are the following methods: economic calculation, capital investments, depreciation system; fund fees; use of production development funds; systems of material incentives, distribution of profits, etc. Economic methods of management also include pricing, lending, a system of subsidies, and the implementation of material sanctions. Each of these methods is specific. Some of them can only be used on a large scale of management - the national economy, industry, etc., while others are used regardless of the level of management.
Socio-psychological methods of management are designed to influence the socio-psychological relations between people. The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the management process. We are talking about areas of activity, methods, techniques, tools to influence the behavior of people in organizations that determine the scope of competence of a modern manager and HR specialist. Socio-psychological methods include: 1) social planning and social support, 2) development of the potential of the team, groups and employees, 3) the formation and maintenance of a favorable socio-psychological atmosphere in the organization, 4) the formation of teams, 5) the participation of employees in decision-making, 6) the formation of an attractive mission and vision of the future team, group, organization , 7) improving the quality of working life, 8) an individual approach to employees, 9) creating a high level of quality of working life, etc.
A prerequisite successful development personnel is the availability of all the information necessary for this. The source of primary data is a systematic analysis of business processes, during which the actual state of the processes is examined, their weaknesses are identified, a model is built and, in accordance with it, new tasks and activities are described. The diagram of the future process (prepared, for example, in the SYCAT system) becomes the basis for describing the organization of work, the required organizational measures and IIS resources. Further, the spheres of authority and responsibility of the participants in the process are determined, and according to them, in turn, the necessary qualifications. Then you can move on to detailed planning of staffing needs and skills development activities.
The staffing can help in developing the concept of advanced training for employees of the enterprise. The corresponding procedure consists of eight steps. In step 1, it is necessary to revisit the job content analysis data and draw up an employee profile, in step 2, to establish the existing qualification requirements, and in step 3, to present them in the form of a formal specification. At step 4, by comparing the skills (actual profile) of the employee with the profile of qualification requirements, it is determined what knowledge and skills he lacks, and a plan of measures to improve skills is drawn up. In step 5, these measures are fixed in the curriculum and goals agreements, and in step 6 they become the basis for determining staffing needs. Step 7 is directly training sessions, step 8 is controlling the success of training.
3. ANALYSIS OF THE HR MANAGEMENT SYSTEM IN ZAO TESTRON-KAZAN
2.1. Analysis of the activities of ZAO TESTRON-KAZAN. Mission, goals of the organization, organizational structure of management
Closed Joint Stock Company TESTRON-KAZAN, founded in 2002, is one of the most dynamically developing enterprises in the bakery industry of the Republic of Tatarstan.
The enterprise is equipped with modern equipment, which allows to produce a wide range of bakery and confectionery products. At its own expense, CJSC carries out continuous reconstruction and acquires modern equipment. In 2005, a unique automatic line for the production of wheat, rye and rye-wheat pan bread. And in 2006, an automatic line for the production of loaves was launched.
Today, the problem of quality is more acute for manufacturers than ever. Moreover, the quality must be confirmed by relevant documents. TESTRON-KAZAN CJSC was the first in the industry to work on these issues: they created a quality service with great powers, improved all stages of production from input control of raw materials and water treatment to storage finished products. The management system was reorganized, specialists were trained.
Location of the Company - Republic of Tatarstan, Kazan. Postal address: 420103, Kazan, Serov st.
Wholesale./73/
The organizational structure is shown in Figure 2.1.1.
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Fig.2.1.1. Organizational structure of CJSC "Testron-Kazan"
Operational management of CJSC "Testron-Kazan"
carried out by the general manager.
Directly reporting to the director are: - financial director; - chief engineer; - deputy director for general issues. Chief Engineer defines technical policy and directions technical development enterprises under market economy, ways of reconstruction and technical re-equipment of existing production, the level of specialization and diversification of production in the future.
Provides the necessary level of technical preparation of production and its constant growth, increasing production efficiency and labor productivity, reducing costs (material, financial and labor), rational use production resources, high quality and competitiveness of products, works or services, compliance of manufactured products with current state standards, technical conditions and requirements of technical aesthetics, as well as their reliability and durability.
In accordance with the approved business plans of the enterprise for the long and medium term, he manages the development of measures for the reconstruction and modernization of the enterprise, the prevention of the harmful effects of production on the environment, the careful use of natural resources, the creation of safe working conditions and the improvement of the technical culture of production.
Organizes the development and implementation of plans for the introduction of new equipment and technology, the implementation of organizational and technical measures.
Ensures the effectiveness of design solutions, timely and high-quality preparation of production, technical operation, repair and modernization of equipment, achievement High Quality products during their development and production.
Organizes work to improve the range and quality, improve and update products and technology. Exercises control over compliance with design, engineering and technological discipline, rules and regulations on labor protection, safety, industrial sanitation and fire safety, requirements of environmental, sanitary authorities, as well as bodies exercising technical supervision.
Takes measures to improve the organization of production, labor and management based on the introduction of the latest technical and telecommunication means for performing engineering and management work.
Organizes training and advanced training of workers and engineering and technical workers and ensures continuous improvement of personnel training.
Manages the activities of the technical services of the enterprise, controls the results of their work, the state of labor and production discipline in subordinate departments.
During the absence of the director of the enterprise, he performs his duties and uses his rights, is responsible for their proper execution and use.
The Deputy Director for General Affairs ensures the smooth operation of non-core production equipment.
He manages the development of regulatory materials for the repair of equipment, the consumption of materials for repair and maintenance needs, the analysis of indicators of its use, the preparation of estimates for repairs, the execution of applications for the purchase of materials and spare parts necessary for the operation of the equipment.
Organizes overhaul maintenance, timely and high-quality repair and modernization of equipment, work to improve its reliability and durability, technical supervision of the condition, maintenance, repair of buildings and structures, ensures the rational use of materials for performance repair work.
Takes part in the preparation of proposals for certification, rationalization, accounting and planning of jobs, for the modernization of equipment, reconstruction, technical re-equipment of the enterprise, the introduction of integrated mechanization and automation technological processes, environmental protection, in the development of plans to improve production efficiency.
Organizes an inventory of production fixed assets, determines obsolete equipment, facilities requiring major repairs, and establishes the order of repair work.
Studying the operating conditions of equipment, individual components and parts.
Develops and implements measures to prevent unscheduled shutdowns of equipment, extend the service life of components and parts, overhaul periods, improve the safety of equipment, increase its reliability in operation.
Organizes specialized repairs at the enterprise, centralized production of spare parts, assemblies and replacement equipment.
Participates in the study of the causes of increased wear and tear of equipment, its downtime, the investigation of accidents, the development and implementation of measures to eliminate and prevent them.
Leads the development and implementation of measures to replace low-performance equipment with high-performance ones, to reduce unscheduled repairs and equipment downtime, reduce the cost of repairs and its maintenance based on the use of new progressive methods of repair and restoration of parts, assemblies and mechanisms.
Provides control over the quality of work on the installation of equipment, the rational use of funds for major repairs, the correct storage of equipment in warehouses, the timeliness of verification and presentation to the authorities exercising state technical supervision of lifting mechanisms and other objects, changes in passports for equipment.
Takes measures to identify unused equipment and its sale, improve the operation of existing equipment, organize repair work based on labor mechanization and the introduction of advanced technology, and improve the organization of work of repair service workers.
Ensures compliance with labor protection and safety regulations during repair work.
Participates in the development and implementation of measures to create safe and favorable working conditions during the operation and repair of equipment, in the consideration of rationalization proposals for improving the operation of equipment, gives feedback and opinions on the most complex of them, as well as on draft industry regulations and state standards, promotes implementation of accepted rationalization proposals.
Organizes work on accounting for the availability and movement of equipment, compiling and processing technical and reporting documentation.
Supervises the employees of the department and subdivisions that carry out repair maintenance of equipment, buildings and structures of the enterprise, organizes work to improve their skills.
The financial director, together with the chief accountant, organizes the accounting of economic and financial activities enterprises and control over the economical use of material, labor and financial resources. Provides organization of accounting and reporting at the enterprise. Supervises compliance with the execution of primary and accounting documents. Participates in carrying out economic analysis economic and financial activities of the enterprise. Conducts analytical work on the state of the financial activity of the enterprise. The head of the personnel department keeps records of the personnel of the enterprise and the established documentation on personnel. Handles the recruitment, transfer and dismissal of employees in accordance with labor legislation, instructions and orders of the head of the enterprise. existing regional customer base, does not allow for excess and/or overdue receivables from customers. He also organizes the procurement of spare parts and materials for the entire range of the company. Organization by “functions” means that all markets and types of products can be considered as some homogeneities, for which a clear specialization of its divisions in areas is quite sufficient. This is the optimal organization of the structure when there are few types of products and markets.
2.2. Personnel structure analysis
The personnel development management system at CJSC "Testron-Kazan" is designed to provide the enterprise with competent, loyal and job-satisfied personnel.
The main data for the operation of the system are:
– staffing;
- a list of vacancies and applications for staffing;
– applications for training submitted by structural divisions of the enterprise.
The personnel development management system is based on the following principles:
– openness of management to employees;
- sufficient funding for training and advanced training of the organization's personnel;
- assessment of the potential of each employee at the enterprise.
The main qualitative characteristics of the personnel of CJSC "Testron-Kazan" are given in Tables 2.2.1-2.2.4 and in Figures 2.2.1-2.2.4.
Table 2.2.1
As can be seen from these graphs, the main composition of the organization is workers (79.1%). Specialists and managers make up about 10% of the total staff.
The dynamics show that it is declining total working in the enterprise. The number of workers decreased in 2008 by 10.2%, in 2009 by 4.5%. The number of specialists increased in 2009 by 8% compared to 2007. This is due to the introduction of new complex equipment at the enterprise, which made it possible to reduce the total payroll.
Table 2.2.2.
From Table. and graph shows that the staffing of the organization changes over time. If in 2007 the majority of employees had only secondary specialized education, then already in 2008 the basis of the team was people with higher and incomplete higher education, i.e. senior students.
In the same way, everyone who had an incomplete secondary education received it. The number of people with secondary specialized education has also increased.
Table 2.2.3.
The main backbone of the company's employees are young workers aged 18-25 years. Moreover, the number of this category is constantly growing and in 2009 it is 30% of the payroll. The number of employees aged 26-30 is also increasing. In 2009, this category made up 36% of the workforce.
But at the same time, the figure of those aged 41-50 remains significant. In 2009, the category is 10% of the composition.
We present the distribution of personnel in the organization by length of service.
Table 2.2.4.
Many young employees with less than a year of experience - in 2009 33%.
At the same time, there are enough experienced personnel with 9-11 years of experience – in 2009 -15%.
Analyzing the personnel structure at CJSC "Testron-Kazan" we can draw the following conclusions:
The work experience in CJSC "Testron-Kazan" for the majority of employees does not exceed 1-3 years (46%).
2.3. Analysis of the personnel development management system
AT modern organization there are two fundamental instrumental options for personnel development /11/:
1) differentiation of personnel development according to various criteria (for example, target groups, individuals, areas of entrepreneurship);
2) integration of individual parts of the system in the targeted development of personnel.
One of the forms of personnel development is a career. Under the quarry th and, accordingly, the passage of the labor path is understood as any sequence of job changes (horizontally and vertically) by workers in their production area.
A condition for planning a labor path is information about the trajectories of career advancement, job changes. There is a difference between horizontal and vertical lines of advance. The first is characterized by the fact that the change of jobs occurs at one hierarchical level without increasing authority. The motivation of the person working at this place is usually associated with the performance of a task that requires great responsibility. With a vertical line of advancement in the system of the production hierarchy, the capabilities of the employee expand. The goals of the labor path are perceived as a special motivation in the course of promotion. This is especially noticeable when the person himself takes part in the formulation of the goal.
There are three factors that determine the choice of line of promotion: the need for workers; production suitability; personal desire for advancement.
Systematic career planning is of great importance for leadership in the framework of strategic personnel management. With the existence of a personnel development system, it becomes necessary to determine the criteria for the promotion and movement of personnel. For a decision regarding promotion, as a rule, two evaluative positions are fundamental: personal contribution to production and length of service at a given enterprise.
In practice, both promotion criteria are often combined. Development assessment helps to determine how ready an employee's hidden potential is for development. The subject of evaluation is labor productivity. Mainly professional knowledge and skills are taken into account. Personnel development activities should be aimed not only at adapting to a given situation, but at the ability to be ready for change in the light of future developments. They include the following requirements:
The result to be achieved;
The specific content of the task to be performed;
Responsibility for conducting;
The due date or duration of the activity. Evaluation of development is associated with an assessment of the employee's potential to take on more responsibility than that which has been hitherto. To do this, the features and abilities for future production results are evaluated. The idea behind the quality circle is that problems and weaknesses are likely to be recognized and addressed where they appear. Quality Circles are small groups of people working in a business that meet voluntarily (usually weekly) to discuss collaboration issues. The subject of work in quality circles is not only the quality of products and productivity, but also the quality of work and the flow of the work process.
The head of the circle, if necessary, attracts specialists who can convey information, ideas (express their opinion) and make suggestions. In order to facilitate mutual understanding between circles, departments, services and management, a coordinator can be connected. The quality circle is characterized by two general main goals: 1) increasing the productive capacity of the organization, greater flexibility, readiness for change and innovation; 2) humanization of labor, promotion of job satisfaction and labor motivation, as well as the disclosure of personality and its self-realization.
In most Japanese companies, quality circles are an integral part of the typical organizational structure of an enterprise; they regularly identify needs for performance improvement actions and ideas with the support and active participation of top management.
Quality circles use relatively simple means of organizing activities. For example: data collection technique (checklists, attendance lists, shortcomings summary cards); data analysis technique (cause and effect diagrams); work activation technique ("brainstorming", "solving problems in the mind"). The technique used is supplemented by methods of scientific data processing and control, diagrams and diagrams, which significantly increases the developmental effect of the activities of the staff in the circle. Instead of quality circles that were created in Japan, in European countries these can be circles (training, workshop, qualifications, employees), the content of which is similar to quality circles /16, p.37/.
Industrial training. This is an activity aimed at improving the knowledge, skills and abilities of personnel in order to ensure by human resourses all spheres and levels of production. Preparation for the profession should provide an opportunity to acquire the necessary professional experience. Based on this, a distinction is made between general vocational education and vocational training in a specialty.
General vocational education is the first stage of vocational education. It should be wide enough to give access to a diverse profile of similar specialties. Thus, with this concept, the student is given greater mobility in the face of technical, economic and social changes. The transition from a general education school to work in an enterprise can also be facilitated if the trainee does not associate the beginning of his studies with some specific, later activity. Having already professional practical experience in the framework of a broad general education, he has the opportunity to get a general idea in accordance with individual interests and assess suitability for further activities. General vocational education should:
To give the knowledge base necessary for the subsequent professional training of the specialty;
To set and consolidate the skills that are needed for servicing machines, handling raw materials, for subsequent professional activities;
Contribute to the development of the manner of behavior that is expected when mastering a specialty.
During the general vocational training of a specialty, training is carried out simultaneously in various areas. At the same time, it is necessary to deepen professional knowledge and instill skills in the trainee so that he can then quickly adapt and enter the labor force.
Special vocational training is the next step in mastering a specialty. The student must acquire the theoretical knowledge and practical skills necessary for practical activities. Vocational training is built on the basis of basic education. So, in Germany it is carried out mainly at the enterprise or in educational institution. Simultaneous training at an enterprise (institution) and in a vocational school is considered as vocational training in a dual system /17, p.39/.
The need for retraining has increased in recent years. This trend of development, which is associated with changes in all spheres of society, is characteristic of all professions.
In order to identify " bottlenecks» in the personnel development management system, a survey of employees of CJSC TESTRON-KAZAN was conducted. The survey was conducted in the following areas: the adaptation of personnel to a new workplace, the possibility of advanced training and the possibility of moving up the "service" ladder. 2 types of questionnaires were developed: an adaptation questionnaire for employees of TESTRON-KAZAN CJSC and a questionnaire for advanced training of employees of TESTRON-KAZAN CJSC (see Appendix). 45 employees of TESTRON-KAZAN CJSC were interviewed.
The results of the professional development survey are given in Annexes 1-3.
The results showed that for the majority (53%) of employees, the onboarding process took less than 1 month, but at the same time, for 17.7% of new employees, the onboarding process takes more than 3 months. The greatest difficulties arise due to the lack of skills in working with people (44%). Most employees received effective adaptation assistance from colleagues and management (53%). Also, the majority of employees are interested in further promotion in the company (62%), but they assess their prospects as unsatisfactory (35%) or see no prospects (35%).
Regarding the possibility of advanced training, the majority of respondents believe that the company's work is promising (97.8%), and they see the company's prospects in holding the won positions (80%).
Although the skill level of workers is quite high (71.1%), there is a possibility to improve it. 55.6% of employees took refresher courses less than 4 years ago, 44.4% more than 4 years ago.
53.3% of respondents believe that they need an internship in other companies. The main method of advanced training was the active method (trainings) - 53.3%, for the traditional method (lectures, seminars) - 26.7%, 20% prefer on-the-job training (mentoring, internships).
It can be concluded that the system of advanced training needs to be improved.
Thus, as a result of the survey, it was revealed that, in general, the personnel development management policy needs to be finalized.
Building a business career at CJSC TESTRON-KAZAN occurs with horizontal rotation - when a person moves from one department to another, consciously changing the direction of his activity.
Let's give concrete examples.
Ludmila A. - head economic department. 25 years. In 2006 she graduated from the Kazan State Financial and Economic Institute with a degree in Economics and Labor Organization.
Work experience in the company 4 years. Lyudmila began her career at the age of 19 as a secretary at Rosgosstrakh OJSC. Lyudmila after graduation went to work as an accountant. Then she moved to TESTRON-KAZAN CJSC as an economist, and then as a senior economist. Perhaps, good theoretical training and extensive practical experience will allow Lyudmila Petrovna to hold a position in the company's management in the near future. Here we see that the career develops according to the “snake” model.
Boris B. began his career at one of the Kazan plants on July 3, 2002, as a mechanical engineer. Moved to the company "DOMO" as the head of the group for working with clients. He graduated from the second institute and has two higher educations: in mathematics and economics. At the initiative of Boris B., one of the branches of DOMO introduced into the work of the company software new generation. Knowledge in the field of accounting, economics, finance and reinsurance allowed Boris B to move to the position of CFO of TESTRON-KAZAN CJSC.
The planned rotation in the company, caused by the development of the company, allows employees to cost a career in the company. The main reasons for the promotion of employees, as we see, are in the expansion of the company, and in the receipt by employees of higher and second higher education.
Conclusion
The report on undergraduate practice presents the result of the study and analysis of the personnel development management system at CJSC "Testron-Kazan".
In the first part of the work, the theoretical foundations of the organization's personnel development management system are considered.
Personnel management is based on the achievements of fundamental and applied humanities (psychology, sociology, social psychology, pedagogy, economic psychology and sociology, management, etc.).
When managing the development of personnel, it is advisable to use the results of the theory of management of socio-economic systems obtained in the following areas:
Incentive mechanisms;
Development management mechanisms, including the functioning of dynamic organizational systems;
Mechanisms for managing the composition of organizational systems;
Mechanisms for managing educational systems.
Under the management of personnel development is understood the impact on the employees of the organization, carried out in order to increase the efficiency of their activities from the point of view of the interests of this organization.
The objectives of the personnel development system are:
Personnel adaptation is the process of adapting a team / employee to changing conditions of external and internal environment organizations;
Personnel motivation is the creation of conditions and encouragement for self-development (including, firstly, the use of a motivation system that stimulates the disclosure of the capabilities of employees, their professional growth and self-development).
Personnel training (including training itself, advanced training, retraining, etc.);
Personnel promotion (career management, including career planning, reserve training, etc.);
Of greatest importance is the classification of management methods on the basis of objective laws inherent in production as an object of management, on the basis of the specifics of the relations that develop in the process of joint labor. On this basis, methods are distinguished:
¾ organizational (including administrative and legal);
¾ economic;
¾ socio-psychological.
In the second part of the work, an analysis of the personnel development management system in CJSC "Testron-Kazan" was carried out.
The mission of CJSC "Testron-Kazan" is to provide the population with high-quality bakery products.
The main goal of the organization is to be a leader in its fields professional activity, forming high quality standards in the field of production, management and control.
The main activities of CJSC are:
Production of bakery and confectionery products;
Sale of bakery and confectionery products through company stores and trading network cities;
Wholesale trade.
Analysis of the personnel structure showed:
The majority of the organization's employees are young people aged 26 to 30 (30%) with secondary specialized education (35%).
The work experience in CJSC "Testron-Kazan" for the majority of employees does not exceed 1-3 years (46%).
Analyzing the data, we can say that the personnel composition of the organization changes slightly. The increase in the number of employees is due to the influx of young workers.
Analysis of the personnel development management system showed:
For the majority (53%) of employees, the adaptation process took less than 1 month, but at the same time, for 17.7% of new employees, the adaptation process takes more than 3 months. The greatest difficulties arise due to the lack of skills in working with people (44%). Most employees received effective adaptation assistance from colleagues and management (53%). Also, the majority of employees are interested in further promotion in the company (62%), but they assess their prospects as unsatisfactory (35%) or see no prospects (35%).
In addition, the majority of employees (72%) are only 50% informed about the affairs of the team and the company. At the same time, it can be noted that 44.4% of employees are dissatisfied with the living conditions at the enterprise with the labor incentive system (29% are not satisfied with the salary and 75% with the bonus system).
The results of the survey showed that the level of adaptation of personnel in the organization of TESTRON-KAZAN CJSC is low. This is due to the insufficiently developed system of labor motivation, as well as the lack of skills in working with people. It was also noted that due to poorly organized cultural and mass work, it is more difficult for young specialists to join the team.
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Attachment 1
Questionnaire for interviewing employees of CJSC "Testron-Kazan" on the topic of adaptation and building a career of employees in the company
| Completely Satisfied | Satisfied | Difficult to answer | Not satisfied | Completely dissatisfied | |
| 1. Content of labor | |||||
| 2. Position held | |||||
| 10. Living conditions of work | |||||
| 11. Organization of work | |||||
| 12. Mode of operation | |||||
| 13. Salary | |||||
| 17. Relationships with colleagues |
Appendix 2
Questionnaire for the survey of employees of CJSC "Testron-Kazan" on the topic of advanced training
| Questionnaire Questions | Possible answer |
|||
| 1. Work experience | 1 year | 2 years | over 2 years | |
| 2.Do you consider your work | prestigious | highly paid | promising | |
| 3. Are there prospects for growth in the organization | Yes | No | ||
| youth | lack of experience | other | ||
| 5.Prospects of the company | will develop | hold positions | will be forced out by competitors | |
| 6. What is right | build a career in the company | |||
| 7. What attracts you to work | earnings | attitude in the team | company fame | |
| high | not high enough | short | ||
| Yes | No | |||
| 2005-2009 | before | |||
| 2 times per year | 1 time per year | 1 time in 3 years | ||
| theoretical knowledge | ||||
| Yes | No | |||
| active (trainings) | on the job training | |||
APPENDIX 3
The results of a survey of employees of CJSC "Testron-Kazan" on the topic of adaptation and building a career for employees in the company
| Name of production factor | Completely Satisfied | Satisfied | Difficult to answer | Not satisfied | Completely dissatisfied |
| 1. Content of labor | 29 | 12 | 4 | ||
| 2. Position held | 12 | 17 | 6 | ||
| 3. Compliance with the work of the specialty according to the diploma | 12 | 25 | 8 | ||
| 4. Compliance with qualifications for work | 16 | 16 | 7 | ||
| 5. Compliance of the nature of the work with my abilities and inclinations | 24 | 16 | 5 | ||
| 6. Availability of prospects for promotion | 4 | 24 | 11 | 4 | |
| 7. Opportunity for advanced training | 8 | 5 | 16 | 16 | |
| 8. The presence of a high degree of responsibility for the result of labor | 16 | 24 | 5 | ||
| 9. Awareness about the affairs of the team and the company | 8 | 32 | - | 5 | |
| 10. Living conditions of work | 16 | 20 | 6 | 3 | |
| 11. Organization of work | 12 | 20 | 8 | 5 | |
| 12. Mode of operation | 16 | 20 | - | 8 | |
| 13. Salary | 16 | 16 | 13 | ||
| 14. Existence of a system of benefits for employees | 8 | 4 | - | 33 | |
| 15. Help and support from the manager | 24 | 16 | 5 | ||
| 16. Relationship with immediate supervisor | 40 | 5 | |||
| 17. Relationships with colleagues | 23 | 22 |
APPENDIX 4
The results of a survey of employees of CJSC "Testron-Kazan" on the topic of advanced training
| Questionnaire Questions | Possible answer | Number of respondents | % to total quantity |
| 1. Work experience | 1 year | 20 | 44,4 |
| 2 years | 9 | 20,0 | |
| over 2 years | 16 | 35,6 | |
| 2.Do you consider your work | prestigious | 20 | 44,4 |
| highly paid | 4 | 8,9 | |
| promising | 44 | 97,8 | |
| 3. Are there any prospects in NASCO | Yes | 20 | 44,4 |
| No | 25 | 55,6 | |
| 4. What hinders career growth | youth | 8 | 17,8 |
| lack of experience | 28 | 62,2 | |
| the company prefers to hire specialists "from outside" | 0,0 | ||
| 5.Prospects of the company | will develop | 9 | 20,0 |
| hold positions | 36 | 80,0 | |
| will be forced out by competitors | 0,0 | ||
| 6. What is right | build a career at NASCO | 45 | 100,0 |
| go to more high position to another company | 0,0 | ||
| 7. What attracts you to work | earnings | 32 | 71,1 |
| attitude in the team | 32 | 71,1 | |
| company fame | 28 | 62,2 | |
| 8.Skill level of employees | high | 32 | 71,1 |
| not high enough | 13 | 28,9 | |
| short | 0,0 | ||
| 9. Is professional development necessary? | Yes | 40 | 88,9 |
| No | 5 | 11,1 | |
| 10. When did the advanced training courses take place | 2005-2009 | 25 | 55,6 |
| before | 20 | 44,4 | |
| 11. How often do I need to conduct refresher courses | 2 times per year | 9 | 20,0 |
| 1 time per year | 32 | 71,1 | |
| 1 time in 3 years | 4 | 8,9 | |
| 12. What would you like to receive from the courses | theoretical knowledge | 44 | 97,8 |
| practical skills of working with a group of people | 1 | 2,2 | |
| 13. Do I need an internship in other companies | Yes | 24 | 53,3 |
| No | 21 | 46,7 | |
| 14. Which teaching method do you prefer | traditional (lectures, seminars) | 12 | 26,7 |
| active (trainings) | 24 | 53,3 | |
| on the job training | 9 | 20,0 |
Introduction
Educational practice is one of the integral parts of the training of qualified specialists of all specialties. During the internship, the results of theoretical training are consolidated and concretized, the student acquires the skills and abilities of practical work in the chosen specialty and the qualifications assigned.
The main purpose of the practice is the practical consolidation of theoretical knowledge gained during the training. The main result of this work is an internship report, which contains all the results of activities for the period of internship and an analysis of the main indicators of personnel management in the organization.
The objectives of the practice are as follows:
familiarization with the organization and organizational- legal forms and enterprise management systems;
study and participation in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of managing the organization's personnel at the place of internship;
development of proposals for improving the personnel management subsystem of the organization's management system;
This report consists of an introduction, conclusion, list of references and the main part, which in turn consists of a list of production and introductory issues on which the main analytical work was carried out.
The basis for the internship was JSC "NOVGORODOBLELEKTRO", which operates in the field of providing the city of Veliky Novgorod and the Novgorod region with high-quality electricity.
1. General characteristics of JSC "NOVGORODOBLELEKTRO"
.1 History of OJSC NOVGORODOBLELEKTRO
The history of JSC "NOVGORODOBLEKTRO" began in October 1944 at the moment when the Executive Committee of the Regional Council of Workers' Deputies and the Bureau of the Regional Committee of the All-Union Communist Party of Bolsheviks on the construction of a site for a power train in the Kolmovo area, the first stage of a high-voltage power transmission network and four transformer substations were adopted. The first high-voltage power transmission networks connected the site of the power train with the city water supply - and on November 1, 1944, the Novstroyelectro office began its work in the city of Novgorod.
Very soon, by the beginning of 1945, the first light bulbs lit up on the streets of the dilapidated city, light appeared in the city - a new life began.
Over the past years, the company has changed its name several times: the Novstroyelectro office from 1944 to 1945, then the Management of the City Electric Network from 1945 to 1982, the Novgorod Production Association of Electric Networks from 1982 to 1992, NOVGORODOBLKOMMUNELEKRO CJSC from 1992 to 1996, OJSC NOVGORODOBBLKOMMUNELECTRO from 1996 to 2011, and finally, OJSC NOVGORODOBLEKTRO from 2011 to the present.
69 years have passed since the founding of the Novgorod Power Grid, and a lot has changed. Over the years, the enterprise has expanded and filled with electricity not only Veliky Novgorod, but also such district centers as Okulovka, Chudovo, Borovichi, Staraya Russa, Valdai and other settlements. NOVGORODOBLELECTRO has made every effort to fill the Novgorod region with light.
1.2 Characteristics of JSC "NOVGORODOBLEKTRO"
The main activity of JSC "NOVGORODOBLELEKTRO" is a stable supply of high-quality electricity to the city of Veliky Novgorod and the surrounding areas, such as Borovichiy, Chudovskoy, Okulovsky, Valdaisky and Starorussky districts. Having a wealth of experience, NOVGORODOBLELEKTRO JSC provides high-quality and timely maintenance districts and cities.
Speaking about the management structure of JSC "NOVGORODOBLELEKTRO", we can say that management depends on the form of legal existence of the organization. OJSC "NOVGORODOBBDELEKTRO" is an open joint stock company, i.e. it is a joint stock company where participants can alienate their shares without the consent of other shareholders. The size of the share of each participant is fixed in the constituent documents.
1. Responsibility of participants.
The Company shall be liable for its obligations with all its property. The Company is not liable for the obligations of its shareholders.
Constituent documents.
At OJSC NOVGORODOBLELEKTRO, the organizational basis for legal registration is made up of two main documents:
Memorandum of Association, which is signed by all founders.
Charter, which is approved by the founders.
Control.
The supreme governing body is the general meeting of shareholders. The executive management body is the Director. 4 The right to withdraw from the partnership.
Members may withdraw from the Society at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.
The general meeting of shareholders includes the following persons, such as Muravin A.A., Komarov S.K., Polevik O.V., Kaverin S.S., Polovnev I.G.
The Novgorod branch serves electric networks with a total length of 1362.99 km. Of these, 448.37 km of cable lines, 275.88 km of overhead lines. As well as street lighting networks 308.6 km. The company has 465 transformer substations and 39 distribution points on its balance sheet. The Novgorod branch serves more than 103 thousand consumers. Over 358 people work in the Novgorod branch.
competitive offer staff
1.3 Normative documents of the enterprise
The organizational structure of the enterprise can be represented as follows:
Scheme 1
Organizational structure of OAO NOVGORODOBLELEKTRO. Commercial management implements the marketing strategy of the enterprise, concludes and maintains contracts with suppliers, forms and maintains a regulatory framework for labor.
The Engineering Department is responsible for the operation of the warranty and post-warranty service stations.
Financial - economic management is engaged in financial reporting and reporting to the relevant organizations, and also controls the financial flows of the company, and distributes them in accordance with the strategic plan of the enterprise.
The Project Management Department is responsible for the scientific validity of the chosen management strategy and economic development of the enterprise. The technical management at the enterprise assumes the functions of technical control, is engaged in technical verification of incoming electricity for sale.
The regulations governing the activities of the enterprise are the Charter.
Forms of statistical and financial statements are the company's balance sheet and income statement.
Table 1 Main indicators of production and economic activity of the enterprise
Indicators Absolute growth Growth rate The volume of products sold, thousand rubles Ball. cost of fixed assets, thousand rubles Issue cost products, thousand rubles Net profit of the enterprise, thousand rubles Number of employees, pers. Labor productivity, thousand rubles/person Return on assets, thousand rubles Looking at the table, we can say that... Regarding the planning system, we can say that the main goal of planning at an enterprise is to develop and build a system of plans aimed at meeting consumer demand and obtaining sufficient and stable profits from the results of its economic activities for a long time. The objectives of the planning system are as follows: planning - calculation task (calculation of the need for material, labor, financial resources, capacity calculations); information and reference task (formation of the necessary reference and regulatory information, planning documentation, their accumulation and storage); functional task (preparation and development of planning documents, solving personnel issues, data processing and optimization of planning decisions). Planning is a complex and multi-stage process based on a specific methodology, i.e. system of requirements, principles and methods. 2. Personnel management at JSC "NOVGORODOBLELEKTRO" .1 Analysis of the number and structure of personnel
Speaking about the team working at JSC "NOVGORODOBLEKTRO", we can say that it consists of 358 people, including the general director. If we talk about the distribution of workers by functions and departments, then we get the following picture: Commercial management. (5 people, including the general director), engineering management (106 people), financial and economic management (14 people), project management department (3 people), technical management (230 people). In order to characterize the structure of the enterprise's personnel and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and enterprise statistics turned out to be particularly informative. The data obtained were summarized in the following table: Table 2 Indicators characterizing the personnel structure of JSC NOVGORODOBLELEKTRO
Indicator value Index in 2013 Senior managers Middle managers Specialists Employees men women working pensioners from 45 to retirement age 35 to 45 years old from 25 to 35 years two higher, postgraduate, doctoral studies higher education specialized secondary general average lower secondary Based on the data in the table, it can be concluded that the company has a large number of pensioners with higher education, and we can say that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories. 2.2 Personnel policy of OJSC NOVGORODOBLELEKTRO
The personnel policy of the enterprise includes the following areas of activity: Recruitment and selection of personnel Adaptation Personel assessment Staff development Creation of a personnel reserve Let's take a closer look at each of the HR functions. Recruitment and selection of personnel The main tasks of personnel selection are: creation of a reserve of candidates for employment; formation of requirements for professions and positions; evaluation of potential candidates. The search for candidates for vacancies is carried out both within the enterprise and outside it. The starting point for the selection and hiring of personnel in JSC "NOVGORODOBELEKTRO" is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for staffing needs, the requirement for the candidate and the job description. The application for staffing requirements is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work. Based on the request for staffing, the personnel management department advertises vacancies. First, advertising is carried out within the company OAO NOVGORODOBLELEKTRO itself. The advertisement is placed on the bulletin board and distributed electronically. For all candidates wishing to work in OAO NOVGORODOBLEKTRO, questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed. Applicants who meet the requirements are interviewed by the Human Resources Department and are also tested by an enterprise psychologist. The Human Resources Department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review. The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements. After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates. After the candidate is approved for the position, an employment contract is drawn up. The employment contract is endorsed by the head of the structural unit, as well as by the following persons: branch director; head of the department of personnel management; legal specialist. The employment contract is signed by the citizen hired and submitted for signature to the General Director of OAO NOVGORODOBLELEKTRO. An employment contract signed by the general director is the basis for registering the employment of a citizen. Employment is issued orders for the enterprise. The newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules. Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of OAO NOVGORODOBLEKTRO. These include: a brief description of the organization, its structure and management system, the history of OAO NOVGORODOBLELEKTRO; collective agreement; internal labor regulations; regulation on bonuses for the main results of economic activity. According to the author of this work, who educational practice in JSC NOVGORODOBLELEKTRO, the main problem in the personnel management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations. The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual. In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular. There are several effective ways to manage a conflict situation. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology. As a way to prevent the very appearance of conflict situations, the author of this work proposes to use the method of interpersonal contact, which would be of an organized nature. The plan of such events can be presented in the form of the following table. (see Table 3). Table 3 Activities aimed at improving the psychological situation in the team
event title the date of the The purpose of the 1. Sports competitions between divisions quarterly Nothing unites the team better than a common goal and conditions of competition. In this, sporting events are ideal. 2. Field trips (Sea Day, System Administrator Day, Programmer's Day, Goblin's Day, Harvest Festival, etc.) Depending on seasonal and weather conditions, at least once every six months An informal atmosphere always helps to find a common language, distract from work problems and promotes the search for common interests, areas of contact between people's behavior 3. Corporate parties Once a quarter, it can be timed to coincide with some kind of event, while not necessarily an official one. You can just have a "Burn Light Bulb Day" It has approximately the same goals as the previous group of events, generally aimed at establishing interpersonal contacts in an informal setting 4. Family holidays (Father's Day, Mother's Day, Children's Day) Father's Day - the third Sunday of July, Mother's Day - the last Sunday of November, Children's Day - June 1 Holding family events provides another additional opportunity to establish not only interpersonal, but also interfamily ties, which strengthens the connection between generations. And contributes to the development of working dynasties in the enterprise This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work. Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish: formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this technique is to direct the efforts of all participants towards the achievement of a common goal; development of interpersonal styles of conflict resolution, including the style of avoidance, smoothing, coercion, compromise and problem solving. Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand. Conclusion
In conclusion, we can say that the entire period of internship was full of analytical work on various points of the company's activities. These areas of activity included not only the personnel management system, but also economic and financial questions functioning of the company in the market. In the course of writing this internship report, the author analyzed and researched the main issues related to the personnel management system. As a result of the analysis, it turned out that JSC "NOVGORODOBLEKTRO" is a successfully operating company that has high competitive advantages, however, against the backdrop of successful economic prosperity, the company has a staff turnover. In the course of the study of various areas of the functioning of the personnel management system, the author of this work came to the conclusion that given fact is connected, first of all, with the psychological dissatisfaction of the personnel with the process of work activity. Bibliography
1. Qualification directory of positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor Russian Federation dated August 21, 1998 - No. 37. Arutyunov V.V. Personnel management: textbook. allowance / V.V. Arutyunov, I.V. Volynsky. - Rostov-on-Don, 2012 - 448s. Boronova G.Kh. Psychology of work. Lecture notes / G.Kh. Boronova, N.V. Prussova. - M.: Eksmo, 2013. - 163 p. Vesnin V.R. Personnel Management. Theory and practice: textbook / V.R.Vesnin. - M.: TC Velby, Prospect Publishing House, 2011. - 688s. Dyatlov V.A. Personnel management: textbook. allowance / V.A. Dyatlov. - M.: PRIOR, 2014. - 365 C. Zaitseva T.V. Personnel management: textbook / T.V. Zaitseva, A.T. Zub. - M.: ID "FORUM", 2012. - 336s. Kara A.N. Service economics: tutorial for stud. universities / A. N. Kara, E. E. Spiridonova, N. A. Voronina; ed. L. I. Erokhina. - M.: ITs "Academy", 2014. Kibanov A.Ya. Fundamentals of personnel management: textbook. / A.Ya.Kibanov. - M.: INFRA-M, 2013. - 304 p. Magura M.I. Place of search and selection of personnel in the overall system of personnel management. M. Economics. 2013. 454p. Orlov A.I. Probability and Applied Statistics: Basic Facts: A Handbook / A.I. Orlov. - M.: KnoRus, 2014. Fundamentals of personnel management: textbook. / Ed. Rozarenova T.V. - M.: GASBU, 2013. - 328 p. Forsif P. Development and training of personnel. - St. Petersburg: ID Neva, 2013. Shakhovoi V.A., Shapiro S.F. Motivation of labor activity: study guide. - M.: Vershina, 2013. Shepkin S.V. Personnel management in a modern organization: “Educational and practical guide. 4th edition. - M. Business School "Intel-Synthesis", 2013.- 300 p. Yakovenko E. G., Introduction to the specialty of an economist: textbook. allowance for universities / E.G. Yakovenko, N.E. Khristolubova - M.: UNITY-DANA, 2012 Yakhontova E.S. Efficient Technologies personnel management. - St. Petersburg: Peter, 2013. Levitina I.Yu. Electronic textbook on the discipline "Economics of an enterprise (organization) http://www.spbsseu.ru/index.php Http://www.aup.ru/ - administrative and management portal Http://law.edu.ru/ - legal Russia. Federal legal portal Http://www.hrm.ru/ - the leading portal on personnel management26. Information and legal systems "Consultant Plus" Http: // www.cir.ru / university system of Russia.
Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.
Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.
Work description
The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.
Introduction 3
1. Individual work plan 4
2. General characteristics of Grand LLC 5
3. Analysis of the number and structure of personnel 7
4. Characteristics and analysis of the personnel management system of Grand LLC. ten
5. Personnel policy of Grand LLC 13
6. Conclusions and recommendations for improving the personnel management system and individual functions of personnel management 16
Conclusion 19
List of used literature: 20
The work contains 1 file
Introduction
Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in their chosen specialty and the qualifications assigned.
The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.
The objectives of the practice are as follows:
Studying and participating in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of managing the organization's personnel at the place of internship;
Development of proposals for improving the personnel management subsystem of the organization's management system;
Collection of the necessary materials and documents for the implementation of course projects in the disciplines "Organization's personnel management" and "Motivation of labor activity" in accordance with the chosen topic.
This report consists of an introduction, conclusion, list of references and the main part, which in turn consists of a list of production and introductory issues on which the main analytical work was carried out.
The basis for the internship was the logistics company Grand LLC, whichworks in the field of transportation and rental of vehicles.
- Individual work plan
The internship period is from 01.11.10. to 20.12.10
Place of internship - OOO "Grand"
Internship Position - Human Resources Manager
| Functions performed | calendar term | Department name |
| Acquaintance with the organizational structure of the company, the principles of its work in the market. | 22.10-24.10 | OOO "Grand" generally |
| Acquaintance and analysis with the personnel management system at the enterprise. Acquaintance with the Charter of the company, job descriptions of the HR manager | 27.10-31.10 |
|
| Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports | 3.11 – 7.11 |
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| Identification of positive and negative points in the personnel management system at Grand LLC, development of recommendations for its improvement | 10.11 – 15.11 | OOO "Grand" |
| Drawing up a report on the completion of the internship together with the head of the internship from the enterprise | 17.11 – 18.11 |
|
2. General characteristics of Grand LLC
LLC "Grand" Limited Liability Company was established in 2005. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have extensive work experience.
The main activity of Grand LLC is transport logistics.
With a wealth of experience, Grand LLC provides high-quality and timely maintenance of its own projects.
Speaking about the management structure of Grand LLC, we can say that management depends on the form of legal existence of the organization.
OOO "Grand" is a limited liability company, i.e. it is a commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in the constituent documents. The number of founders is 5 people.
1. Responsibility of participants.
Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.
2. Constituent documents.
At OOO "Grand" The organizational basis of legal registration is made up of two main documents:
Memorandum of Association, which is signed by all founders.
Charter, which is approved by the founders.
3. Control.
The supreme governing body is the general meeting of participants. The executive management body is the Director.
4. The right to withdraw from the partnership.
Members may withdraw from the Society at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.
The organizational structure of the enterprise can be represented as follows: (see diagram 1)
Scheme 1.
Organizational structure of LLC " Grand »
Commercial Management implements the marketing strategy of the enterprise, concludes and maintains contracts with suppliers, forms and maintains a regulatory framework for labor.
Engineering management Responsible for the operation of warranty and post-warranty service stations.
Financial and economic management deals with financial reporting and reporting to relevant organizations, as well as controls the financial flows of the company, and distributes them in accordance with the strategic plan of the enterprise.
Project Management Department is responsible for the scientific validity of the chosen management strategy and economic development of the enterprise.
Technical management at the enterprise, it assumes the functions of technical control, is engaged in a technical check of cars entering the sale for the absence of marriage, for the authenticity of the trademark and for compliance with the requirements that Russian legislation imposes on such types of services.
The financial condition of OOO "Grand" is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.
The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents, the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet. one
An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that the OOO "Grand" not only economic, but also managerial professionals work.
- Analysis of the number and structure of personnel
Speaking about the team working for Grand LLC, we can say that it consists of 26 people, including the general director. If we talk about the distribution of workers by functions and departments, then we get the following picture:
Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management (7 people).
In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and the statistics of the enterprise turned out to be especially informative. The data obtained were summarized in the following table:
Table 2.
Indicators characterizing the personnel structure of Grand LLC
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The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:
Rice. 1 The level of professional training in the specialty of employees of the enterprise LLC "Grand".
It can be seen from the above data that the category of employees whose professional training is more than a year has noticeably changed over the reporting period, there is a downward trend from 27% to 22%, and the category of employees whose professional training is based on higher education has increased by 7% and amounted to 27% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.
4. Characteristics and analysis of the personnel management system of Grand LLC.
It is advisable to start the analysis of personnel management with an assessment of the security OOO "Grand" labor resources in the reporting year 2008 (see Table 3)
Table 3
Security of OOO "Grand" labor resources for 2008 (pers.)
It is also necessary to conduct a qualitative analysis of OOO "Grand" , i.e., the distribution of workers by age (for workers), by level of education and by length of service.
