Regulations for the interaction of structural divisions. Regulations on structural divisions: general provisions, rights and powers. IV. The order of interaction of the contract service with the structural divisions of the Klintsy city administration when concluded

A document that defines: the procedure for the creation (formation) of a unit; the legal status of the unit in the structure of the organization; unit structure; tasks, functions, rights and responsibilities of the unit; the procedure for interaction of the unit with other structural units of the organization.

The procedure for developing this document is similar to the procedure for developing job descriptions. Therefore, in this section, we will restrict ourselves to consideration of models of provisions and give recommendations on the development of some sections.

One of the simplest is a layout that highlights sections:

1. General Provisions.

2. The main tasks of the unit.

3. Functions of the division.

The following blocks can also be found in position layouts:

1. Organizational structure divisions.

2. The rights of the division.

3. Relationships (service relations) of the unit with other units.

4. Responsibility of the unit.

Now briefly on each of the sections.

Section 1. "General Provisions"

	The place of the unit in the management structure of the organization	Indicate whether the unit is independent or part of another unit
	The procedure for the creation, reorganization and liquidation of a division	It is determined: who (organ or executive) creates a division, what documents; who decides on the reorganization or liquidation of the unit
	Subordination	It is indicated to which of the management (the head of the organization or his deputies, other executives) the independent unit is subordinate. Subordination is determined by the scheme of the organization structure
	Division management
	Fundamental organizational and legal documents that guide the unit in its activities	It is indicated which official manages the activities of the unit, in what order the appointment and dismissal are made, qualification requirements to him
	Planning the activities of the unit	It indicates the plans for the work of the department
	Subdivision activity reporting forms	Here you can specify in what order the unit reports: submits a written report once a month (quarter, year); the head of the organization hears the report of the head of the unit; other forms
	Explanation of terms used	They are given if the units perform specific functions and are characterized by special terminology.

Section 2. "The main tasks of the unit." The main tasks of the unit, as a rule, are determined on the basis of the matrix of distribution of management functions. If the organization does without it, the provisions of the Qualification Directory for the positions of managers, specialists and other employees can be taken as a basis. If the subdivision includes structural units, then it is recommended to break down the tasks in the same areas.

Section 3. "Functions of the unit." When developing this section, a management distribution matrix is ​​also used. If there is none, then you can use the Qualification Directory for the positions of managers, specialists and other employees - “withdraw” functions from the job responsibilities of the heads of the relevant departments. It will help to determine the functions of a structural unit and GOST 24.525.5-81 “Management of a production association and industrial enterprise. Resource management. Basic Provisions"*.

* M.: Gosstandart of the USSR, 1981.

The structure of the "Unit Functions" section can be presented in the form of text or tables, diagrams. For example, for the position on the legal department:

III. Functions

The tabular form is convenient. The only difficulty is that the document is not the result of any function, so dashes will be placed opposite individual functions.

In order for the same functions not to be duplicated in the regulations for different departments, you can use the method that is used when developing job descriptions (see recommendations for developing the section " Job Responsibilities» job description in clause 3.1 of paragraph 3 of this chapter - p. 61). But, in principle, the use of the management functions distribution matrix should exclude duplication.

Section 4. "Organizational structure of the unit." The name of this section may be different, for example, “Structure” or “Structure and staffing”.

Proposals on the structure of the unit are developed by the head of the unit together with the department of organization and remuneration. As the unit operates, the structure may change.

The structure of the unit can be given by a simple enumeration, for example: "The personnel department includes: the recruitment sector, the dismissal sector, the accounting sector, the employee consulting sector." The structure can also be represented as a diagram, for example:

	HUMAN RESOURCES DEPARTMENT
Bureau (sector, group) of reception
Bureau (sector, group) of accounting

The scheme can be more complex - to reflect the relationship between the structural units that make up the unit.

In the "Structure" section, you should also determine the procedure for approving the provisions on the structural units of the unit.

V small organizations subdivisions may not be structured into smaller units. In this case, groups of specialists performing work in certain areas, or individual specialists in general, are indicated, and it is also determined in what order the job descriptions of the department's specialists are approved.

This section also indicates the staffing of the unit. It can be given in the regulation itself or made out as a separate application.

Section 5. "Rights of the division." Before developing this section, we recommend that you pay attention to the procedure for developing the “Rights” section of job descriptions (see clause 3.1 of paragraph 3 of this chapter - p. 66). In contrast to the job description, the position on the unit gives the rights not to an individual employee, but to the entire unit. If you wish, you can "paint" the rights of workers. But it is best to give a general list of rights for the head of the unit and his employees and single out the rights of the head in a separate block. Giving the latter rights, preference should be given to functional rights, since his labor rights are the same as those of the employees of the unit.

Here is a very general example of the "Rights" section of the provisions on the personnel department:

1.1. To control the activities of structural divisions of the organization and individual specialists on issues within the competence of the department.

1.2. Request from structural divisions information, documentation and materials necessary to resolve issues related to the implementation of the tasks assigned to the department.

1.3. Invite representatives of third-party organizations to resolve issues within the competence of the department.

1.4. Submit proposals on issues within the competence of the department through the Deputy General Director for Personnel for consideration by the General Director.

3. The head of the department has the personal right to:

3.1. Participate in the selection of department employees for vacant positions.

3.3. Represent the interests of the organization by proxy on recruitment issues in employment services, recruitment agencies.

3.4. Participate in the preparation and approval of the organization's personnel plans.

3.6. In agreement with the Deputy General Director for Human Resources, involve experts, specialists in the field of personnel management of third-party organizations for consultations, preparation of conclusions, recommendations and proposals.

5. Employees of the department are entitled to:

5.2. Require officials of the organization to comply with labor laws, eliminate violations of labor laws.

When developing this section, you should use the recommendations given in paragraph 3.1 "Job descriptions" of this book, as well as analyze the options for the provisions below.

Section 6. "Relationships (service relations) of the unit." All recommendations for the preparation of the section of the same name, but only job descriptions, are given in paragraph 3.1 "Job descriptions" of this book. You should only pay attention to the fact that the interaction of departments is “signed”, and not individual workers. Therefore, first of all, you need to focus on official relations between the heads of various departments, and secondly (if necessary) - on the coordination of official relations between ordinary employees of departments (i.e., to determine whether it is necessary to obtain consent from the head of your department, you need whether to coordinate their actions with the head of another department before interacting with its employees).

The formatting methods (text, diagrams, tables, etc.) may be the same as those specified in paragraph 3.1 of the "Job Instructions" of this handbook.

Section 7. "Responsibility of the division." The procedure for developing this block of provisions is also largely similar to the procedure for compiling the “Responsibility” section of the job description (see paragraph 3.1 of paragraph 3 of this chapter - p. 69). Meanwhile, there are some peculiarities. So, it is desirable in the position, along with the responsibility of the entire unit, to highlight the responsibility of its head, since according to general rule he is guided in his activities by the position and in most organizations job descriptions are not developed for him.

Responsibility can be divided into personal (for example, the head of a department) and collective (subdivision employees).

If the above sections are not enough for the developer, we recommend the following text structures for the provisions on subdivisions:

1. General Provisions.

2. Main goals and objectives.

3. Functions.

4. Rights and obligations.

5. Interaction.

6. Responsibility.

7. Rewards.

8. Property and funds.

9. Organization of activities.

10. Labor relations.

11. Structure and staffing.

Regulations on structural subdivisions are drawn up by the department of organization and remuneration of labor or the laboratory (bureau) for the organization of labor. If there are no such units, you can assign this function to the legal department or the personnel department. The development can also be entrusted to individual specialists, for example, a production control engineer.

General control and management of the development of regulations on structural divisions is carried out by the deputy head of the organization for personnel management.

Regulations on structural unit must contain the following details:

1. Name of the organization.

2. Name of the document.

3. Date and number.

4. Title to the text (name of the structural unit).

5. Stamp of approval.

7. Signature of the developer.

8. Approval visas (if the position is subject to external approval, then the approval stamp).

The list of persons who must issue their visas, as a rule, is determined by the head of the organization in accordance with the order on the distribution of duties, as well as based on operograms. In order to avoid inaccuracies and duplication of individual functions, service relationships, and, accordingly, subsequent disagreements between the heads of various departments, it is practiced to endorse the position of a particular department by the heads of those departments with which it interacts. If the number of visas is more than 3, then they are issued on a separate page or in the form of a separate "List of approvals".

In a number of organizations, the regulations on subdivisions are approved by the head of the legal department or the lawyer of the organization.

The head of the organization approves the regulations on structural divisions. The right of approval may also be vested in other executives (for example, deputy heads of the organization who ensure the activities of groups of units).

The employees of the department should be familiar with the situation. This may be a column on familiarization or a column on bringing the situation to the attention of employees. At the same time, signatures are affixed in order of seniority (first the head of the unit, then all the others). To fix familiarization with the position, the method indicated for job descriptions and consisting in drawing up a familiarization sheet can also be used.

The basis for amending the regulation on the structural unit is the order of the head of the organization. The procedure and methods for its execution are similar to the procedure for issuing an order to amend the job description. However, it should be borne in mind that amendments to the regulation on a structural unit may, and in some cases should, entail a revision of the job descriptions of employees of this unit.

In order to show the different models of positions, the examples below are designed for one department - the personnel department. Sample regulations for other divisions (over 60) are given in the practical guide “Personnel of the enterprise. 60 samples of regulations on departments and services "*.

* Schur D.L., Trukhanovich L.V. Enterprise personnel. 60 samples of regulations on departments and services: Practical guide. 2nd ed. - reworked and additional - M.: Publishing house "Case and Service", 2002.

CJSC "Alcotrade"		APPROVE
(name of company)		General manager
POSITION				O. A. Onufriev
		(signature)		(full name)
17.06.2003	№ 2
About the personnel department
(name of department)

1. General Provisions

1.1. The personnel department is an independent structural subdivision of the organization, reporting directly to its head.

1.2. The personnel department is headed by a chief.

1.3. The appointment and dismissal of the head of the personnel department is carried out by order of the general director.

2. The main tasks of the personnel department

2.1. Organization and implementation of work on the selection, placement and education of personnel.

2.2. The study of the qualities of employees by their practical activities.

2.3. Creation of a reserve of personnel for promotion to managerial and financially responsible positions.

2.4. Organization of all types of accounting and reporting on personnel.

3. Functions of the personnel department

Human Resources Department:

3.1. Develops proposals on the nomenclature of positions of employees appointed and dismissed by the General Director.

3.2. Together with the heads of interested departments, he selects employees and makes appropriate proposals for their appointment to the specified positions, draws up the necessary documentation for this.

3.3. Together with the heads of departments, he studies the business and moral qualities of employees in the course of their practical activities and makes proposals for the movement and promotion of employees.

3.4. Ensures the certification of employees, constantly monitors the implementation of the recommendations of the certification commission.

3.5. In accordance with the requirements of labor legislation, with the participation of heads of departments, he makes proposals for the release and relocation of employees and makes the necessary registration.

3.6. Taking into account the development of the organization, it determines the need for specialists and workers of mass professions, determines the sources of staff replenishment.

3.7. Takes measures for the placement of young professionals and ensures their proper use.

3.8. Considers complaints and applications of employees on issues of admission, relocation and dismissal, violations of labor laws, makes proposals for resolving these complaints.

3.9. Keeps records of employees of the organization, in accordance with the established procedure, draws up and stores their personal files and other personnel documents.

3.10. Performs receiving, filling, storing and issuing work books.

3.11. Controls the timely provision of regular vacations to employees.

3.12. Together with the legal department, controls the correct organization and application liability to the employees of the organization.

3.13. Together with other departments, he makes proposals and prepares relevant documentation on rewarding employees and other incentives.

3.14. Prepares reports on personnel according to approved forms.

3.15. On behalf of the organization, he represents on issues of work with personnel in state and municipal bodies, organizations, enterprises and institutions.

The Human Resources Department, within its competence, has the right to:

4.1. Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions.

4.2. Require, when applying for a job and in other established cases, the submission of relevant documents and materials (employment books, copies of diplomas of education, etc.).

4.3. To control in structural divisions the observance of labor legislation in relation to employees, as well as the procedure for providing established benefits and benefits.

4.5. Make proposals to the management of the organization on issues of work with personnel, including on improving the work of employees.

5. Guide

5.1. The department is headed by the Head of Human Resources.

5.2. Head of HR department:

Organizes the work of the department;

Takes measures to improve the work of the department;

Provides interaction with other structural divisions.

5.3. The head of the personnel department is personally responsible for the fulfillment of the tasks assigned to the department.

5.4. The duties, rights and responsibilities of employees of the personnel department are established by job descriptions.

Familiar with the situation	Head of Human Resources				VC. Smirnova
	(position)		(signature)		(full name)
	(position*)		(signature)		(full name)

CJSC "Alcotrade"		APPROVE
(name of company)		General manager
		(director; deputy director for personnel; other official authorized to approve the job description)
POSITION				O. A. Onufriev
		(signature)		(full name)
17.06.2003	№ 2
About the personnel department
(name of department)

I. General provisions

1. The personnel department is an independent structural unit of the organization.

2. The department is created and liquidated by the order of the general director.

3. The department reports directly to the General Director*.

* May also report to the Deputy General Director for Human Resources.

4. The department is headed by a chief* appointed to the position by order of the general director.

* The head of the HR department may be the deputy director of HR.

5. The head of the department must have a professional education and work experience in the organization of personnel management at engineering and technical and leadership positions at least 5 years.

6. In its activities, the department is guided by:

6.1. the Constitution of the Russian Federation.

6.2. Labor Code RF and other normative legal acts containing labor law norms.

6.3. Charter.

6.4. Staff Regulations.

6.5. By this Regulation.

7. The work of the department is carried out according to annual and quarterly plans.

8. The head of the department once a quarter* submits to the general director a report on the work of the department.

* Other regularity may be specified.

II. Structure

1. The structure and staffing of the department are approved by the general director, based on the conditions and characteristics of the organization's activities, on the proposal of the head of the personnel department and in agreement with the department of organization and remuneration.

2. The Human Resources Department includes structural units (groups, sectors, bureaus, sections, etc.) according to the scheme below *.

* Other structural units may be formed as part of the personnel department, for example, a bureau (sector) for registering pensions, for monitoring the state of labor discipline and etc.

	HUMAN RESOURCES DEPARTMENT
Bureau (sector, group) of reception			Bureau (sector, group) layoffs
Bureau (sector, group) of accounting			Bureau (sector, group) of workers' consultations

3. The distribution of duties between the employees of the bureau (sectors, groups) is carried out by the head of the personnel department.

4. Chief specialists (heads) of the bureau (sectors, groups, etc.) as part of the personnel department, other employees of the department are appointed to positions and dismissed from positions by order of the general director on the proposal of the head of the personnel department.

5. Employees of the department in their activities are guided by job descriptions.

III. Tasks

1. Selection, placement and education of personnel.

2. The study of the business and moral qualities of workers in their practical activities.

3. Personnel accounting.

4. Ensuring the rights, benefits and guarantees of employees of the organization.

5. Control over the state of labor discipline in the organization.

IV. Functions

1. Development of personnel policy and strategy of the organization.

2. Development of forecasts, determination of the current need for personnel and sources of its satisfaction based on the study of the labor market.

3. Providing the organization with personnel of workers, employees and specialists of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the organization, changing external and internal conditions of its activities.

4. Formation and maintenance of a data bank on the quantitative and qualitative composition of personnel.

5. Selection and selection of employees together with the heads of interested departments and making appropriate proposals for their appointment to the specified positions, execution of orders for employment and other necessary documentation.

6. Development of proposals for employment on a competitive basis in accordance with the procedure established by law, preparation and organization of the work of the competitive commission.

7. Informing employees of the organization about available vacancies; use of funds mass media to hire workers.

8. Establishing direct links with educational institutions and employment services.

9. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the General Director.

10. Accounting for personnel.

11. Issuance of certificates of current and past labor activity workers.

12. Reception, filling, storage and issuance of work books.

13. Maintaining the established personnel documentation.

14. Preparation of materials for the presentation of personnel for incentives.

15. Preparation of materials to bring employees to material and disciplinary liability.

16. Placement of personnel based on an assessment of their qualifications, personal and business qualities.

17. Control over the correct placement of employees and the use of their labor in the structural divisions of the organization.

18. The study of professional, business and moral qualities of employees in the course of their labor activity.

19. Organization of certification of employees of the organization, its methodological and Information Support, participation in the analysis of the results of certification, the implementation of constant monitoring of the implementation of the decisions of the certification commission.

20. Preparation of relevant documents on pension insurance and their submission to the social security authorities.

21. Issuance of certificates of work in the organization, position and size wages.

22. Ensuring social guarantees for workers in the field of employment, compliance with the procedure for employment and retraining of redundant workers, providing them with established benefits and compensations.

23. Drawing up a vacation schedule, accounting for the use of vacations by employees, registration of regular vacations in accordance with the approved schedule and additional vacations.

24. Registration and accounting of business trips.

25. Timesheet.

26. Control over the state of labor discipline in the divisions of the organization and over the observance by employees of the Internal Regulations.

27. Analysis of staff turnover.

28. Development of measures to strengthen labor discipline, reduce staff turnover, loss of working time, control over their implementation.

29. Consideration of complaints and statements of employees on issues of admission, relocation and dismissal, violations of labor laws.

30. Taking measures to identify and eliminate the causes that give rise to employee complaints.

1. To perform the functions assigned to it, the personnel department has the right to:

1.1. To control in structural divisions the observance of labor legislation in relation to employees, the established procedure for granting benefits and benefits.

1.2. Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions.

1.4. Give the heads of structural subdivisions binding instructions on issues within the competence of the department

1.5. Conduct correspondence on recruitment issues, as well as on other issues that are within the competence of the department and do not require agreement with the general director.

2. The rights granted to the department are exercised by the head of the department, as well as the employees of the department in accordance with the distribution of duties established by job descriptions.

3. The head of the personnel department is endowed with the following rights:

3.1. Submit proposals for consideration by the General Director on issues within the competence of the department.

3.2. Make proposals on the activities of other departments of the organization.

3.3. Represent in the prescribed manner on behalf of the organization on issues within the competence of the department in relations with state and municipal authorities, as well as other enterprises, organizations, institutions, including recruitment agencies and employment services.

3.4. Participate in the preparation and coordination of the plans of the organization in terms of personnel.

3.5. Give subordinate employees instructions that must be followed.

3.6. In agreement with the CEO, involve experts from outside organizations, specialists in the field of personnel management for consultations, preparation of conclusions, recommendations and proposals.

3.7. Manage allocated labor, material, financial and technical resources and distribute them among structural units.

4. The head of the personnel department signs (vises) documents related to the selection and movement of personnel, accounting forms.

5. Employees of the personnel department are entitled to:

5.1. Visit departments of the organization to monitor the state of labor discipline, compliance with labor rights workers.

5.2. Require officials of the organization to comply with labor laws.

5.3. Set deadlines and monitor compliance with requirements.

5.4. When violations of labor laws are detected, draw up acts, memorandums, reports and submit them to the legal department for legal analysis and subsequent submission to the CEO to bring the perpetrators to justice.

5.5. Attend meetings and participate in the discussion of issues within the competence of the department.

VI. Relationships (service relations)

To perform the functions and exercise the rights, the personnel department interacts with the departments of the organization according to the following scheme:

Subdivision name	Documents and information
	Receives	Provides (directs)
All structural divisions	Applications for workers and employees	Employee Incentive Decisions
	Submissions for promotions	Extracts from orders (copies of orders) on personnel (at the request of heads of departments)
	Characteristics on workers	approved vacation schedule
	Materials for bringing employees to disciplinary and material liability	Copies of orders to encourage employees, to impose disciplinary sanctions
	Explanatory notes from violators of labor and production discipline	Orders on elimination of violations of labor legislation
	Draft vacation schedules for departments	Decisions of the attestation commission
	Materials for business travelers	Copies of travel orders
Main Accounting	Payroll information for pensions
	Materials for issuing certificates to employees about work in the organization, position held and wages	Draft orders for the hiring, dismissal and transfer of financially responsible persons
	Information about financially responsible persons	Draft agreements on liability
		Timesheets
		Vacation schedule
		Leaves of temporary disability payable
		Information about changing the name of an employee
		Orders on business trips, other documents for the payment of travel allowances
		Writs of execution from the courts to deduct from the wages of employees
Department of organization and remuneration	staffing	Information about the hiring, transfer and dismissal of employees
	Scheme official salaries, surcharges, wage supplements	Information about payroll workers
	Labor standards	Staff turnover information
	Staff Regulations	Reports, statements on the state of labor discipline
	Regulations on material and moral incentives for employees
	Regulation on disciplinary responsibility
	Regulations on the structural divisions of the organization
	Payroll and headcount calculations
	Calculations of the need for workers and employees
Training Department	Schedules for the dispatch of executives and employees to schools for advanced training	Calculations of the need for qualified personnel
	Plans for training, retraining of personnel, advanced training	Information about the qualitative composition of workers and employees
	Information about student progress and terms of study	Lists of employees
	Results of final exams, qualification tests, competitions professional excellence	Draft employment contracts with teachers and instructors
	Proposals on the composition of the attestation commissions
	Information about candidates for the positions of teachers and instructors
Legal Department	Information about changes in labor legislation, social security legislation	Draft employment contracts with executives of the organization
	Regulatory legal acts according to work	Applications for the search for the necessary regulatory legal acts of clarification of the current legislation
	Explanations of the current labor legislation and the procedure for its application	Orders for sighting

VII. A responsibility

1. Responsibility for the proper and timely performance by the department of the functions provided for by these Regulations lies with the head of the personnel department.

2. The head of the personnel department is held liable for:

2.1. Improper organization of the activities of the department to perform the tasks and functions assigned to the department.

2.2. Untimely and poor-quality preparation of documents.

2.3. Improper record keeping in accordance with applicable rules and regulations.

2.4. Providing false information on matters within its competence.

2.5. Non-observance by employees of the department of labor and production discipline.

2.6. Failure to take measures to eliminate large-scale violations of labor discipline in the organization.

2.7. Failure to ensure the safety of property located in the department and non-compliance with fire safety rules.

2.8. Non-compliance with the current legislation of draft orders, instructions, regulations, resolutions and other documents endorsed (signed) by him.

2.9. Irrational use of labor and material resources.

3. The head of the personnel department for committing offenses in the course of his activities is held accountable in the manner prescribed by labor, administrative, criminal legislation.

4. Employees of the personnel department, when assessing the business qualities of employees of the organization, are obliged to proceed only from officially received data and materials and are not entitled to disclose the available data on the personal life of employees.

5. The responsibility of employees of the personnel department is established by their job descriptions.

* Visas of heads of structural divisions with which the department interacts, other officials.

Familiar with the situation	Head of Human Resources				VC. Smirnova
	(position)		(signature)		(full name)
	(position*)		(signature)		(full name)

* Positions, signatures of other employees of the personnel department, dates of familiarization.

CJSC "Alcotrade"		APPROVE
(name of company)		General manager
		(director; deputy director for personnel; other official authorized to approve the job description)
POSITION				O. A. Onufriev
		(signature)		(full name)
17.06.2003	№ 2
About the personnel department
(name of department)

1. General Provisions

1.1. This Regulation defines the main tasks, functions, rights and responsibilities of the personnel department of a closed joint-stock company"Alcotrade" (hereinafter referred to as the joint-stock company).

1.2. The personnel department in its activities is guided by labor legislation Russian Federation, the Charter of the joint-stock company, the Regulations on personnel, the rules and standards of documentation support for management, other regulatory legal and regulatory and methodological documents on personnel work.

1.3. The Human Resources Department is an independent structural subdivision of the joint-stock company and reports to the General Director.

1.4. Headcount and the structure of the department are determined by the general director of the joint-stock company.

1.5. This Regulation determines the procedure for carrying out work on the selection, placement and education of personnel, personnel records, management of labor discipline in a joint-stock company.

1.6. The direct management of the work of the department is carried out by the head of the personnel department, to the position of which, by order of the general director, a person with a higher professional education and work experience in organizing personnel management in engineering, technical and managerial positions for at least 5 years is appointed.

1.7. During the absence of the head of the department (vacation, business trip, illness, etc.), his duties are assigned to the senior human resources engineer, who acquires the appropriate rights and is responsible for failure to perform duties.

2. Main goals and objectives of the department

2.1. The main purpose of creating a personnel department is the implementation of personnel policy in a joint-stock company.

2.2. The main tasks of the department are:

Selection, placement and education of personnel;

Formation and accounting of personnel;

Ensuring the rights, benefits and guarantees of employees of the joint-stock company;

Control over the state of labor discipline in a joint-stock company.

3. Functions of the department

To solve the tasks, the personnel department performs the following functions:

3.1. Develops a personnel policy, as well as a set of measures for its implementation.

3.2. Calculates the need for personnel and determines the sources of its satisfaction based on the study of the labor market.

3.3. Provides the joint-stock company with workers and employees of the required professions, specialties and qualifications in accordance with the goals, strategy and subject of the joint-stock company.

3.4. Forms and maintains a data bank on the quantitative and qualitative composition of personnel.

3.5. Together with the heads of structural divisions, he selects and selects employees and makes proposals for their appointment to positions.

3.6. Informs employees of the joint-stock company about available vacancies.

3.7. Establishes relationships with educational institutions, employment services, recruitment agencies for recruitment, as well as the media for placing advertisements for hiring employees.

3.8. Draws up the admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the general director of the joint-stock company.

3.9. Maintains records of personnel, established personnel documentation.

3.10. Issues certificates of labor activity of employees, positions held and wages.

3.11. Receiving, filling out, storing and issuing work books.

3.12. Prepares materials for presenting employees for incentives, for bringing employees to material and disciplinary responsibility.

3.13. Together with the heads of structural divisions, it arranges personnel on the basis of an assessment of their qualifications, personal and business qualities.

3.14. Organizes certification of employees of the joint-stock company, its methodological and informational support.

3.15. Analyzes the results of certification.

3.16. Organizes, in accordance with regulatory legal and methodological documents, inspections in the subdivisions of the joint-stock company:

Compliance with the correct use of labor in structural divisions;

The state of labor discipline;

Execution of decisions of the attestation commission.

3.17. Carries out accounting and analysis of the results of inspections and, if necessary, the intervention of the General Director informs him of the existing violations and ways to eliminate them.

3.18. Prepares documents for registration of pensions and submits them to the social security authorities.

3.19. Provides social guarantees for employees in the field of employment, compliance with the procedure for employment and retraining of redundant workers, providing them with established benefits and compensations.

3.20. Draws up a vacation schedule, keeps records of the use of vacations by employees, draws up vacations in accordance with the approved schedule.

3.21. Arranging travel arrangements and maintaining travel records.

3.22. Provides bookkeeping.

3.23. Develops measures to strengthen labor discipline, reduce staff turnover, loss of working time, monitor their implementation.

3.24. Considers complaints and applications of employees on issues of admission, relocation and dismissal, violations of labor laws.

3.25. Takes measures to identify and eliminate the causes that give rise to employee complaints.

4. Rights of the department

4.1. The personnel department has the right:

Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions;

To exercise control over the activities of any structural subdivision of the joint-stock company in compliance with labor legislation, internal labor regulations, as well as on other issues within its competence;

Participate in the work of commissions that consider personnel issues, as well as hold meetings on issues within the competence of the department;

Submit for consideration by the management of the joint-stock company proposals, acts, conclusions on holding the heads of structural divisions accountable for violations of labor legislation committed by them.

4.2. The specific rights of the head of the department and employees of the department are established by job descriptions.

5. Responsibility

5.1. The Human Resources Department is collectively responsible for:

The quality and timeliness of the tasks and functions assigned to the department, as well as for the full implementation of the rights granted to the department;

Compliance with the requirements of labor legislation;

The correctness, completeness and quality of the activities for the implementation of the personnel policy in the joint-stock company.

5.2. The individual (personal) responsibility of the employees of the department is established by job descriptions.

6. Interaction

6.1. The personnel department performs its functions in close contact with all structural divisions of the joint-stock company on the placement of personnel, execution of personnel documentation, the application of incentives and penalties to employees, performance appraisals, registration of vacations, and compliance with labor discipline.

6.2. To perform its functions and exercise the rights granted, the personnel department interacts:

With the chief accounting department on the exchange of information: on the wages of employees; staffing; accounting of working hours; financial support vacations, business trips, layoffs; other objects and objects;

With the department of organization and remuneration on the exchange of information: on the management structure; staffing table; salary plans; payroll calculations; labor standards; calculations of the need for personnel; admission, transfer and dismissal of employees; staff turnover; other objects and objects;

With the personnel training department on the exchange of information: on the needs for qualified personnel for individual positions, specialties, professions; quality composition of employees; the procedure for sending executives and specialists to educational institutions for advanced training; lesson plans; information about the progress of students and terms of study; results of final exams, qualification tests, professional skill competitions; composition of attestation commissions; other objects and objects;

With the economic department on the provision of office equipment, stationery, as well as on repairs in the premises assigned to the personnel department.

6.3. Interaction with the structural subdivisions of the joint-stock company should not go beyond the competence of the personnel department, and also lead to the performance of the functions of the personnel department by other subdivisions.

7. Logistics

7.1. The material and technical basis of the department's activities are the premises assigned to it, furniture, office equipment, computer equipment, software, documents necessary to fulfill the tasks assigned to the department.

7.2. Department employees bear individual and collective responsibility for the safety of property and funds assigned to the department.

8. Organization of work

8.1. The work of the personnel department is carried out in accordance with the approved plans.

8.2. The plans of the department are drawn up by the head of the department.

8.3. The instructions of the head of the department are binding on subordinate employees.

8.4. Employees of the department perform the functions assigned to the department. It is prohibited to require employees to perform duties not specified in the employment contract and not defined in job descriptions.

8.5. For high-quality and complete performance of functions, groups of employees are created in the department responsible for the following areas:

2) dismissal;

3) movement, holidays, business trips;

4) study and evaluation of personnel;

5) the state of labor discipline;

6) registration of pensions.

8.6. The headcount of the department is 12 people.

9. Changes

Changes and additions to this Regulation are agreed with the head of the personnel department and are made to the Regulation on the basis of the order of the General Director.

* Visas of heads of structural divisions with which the department interacts, other officials.

Familiar with the situation	Head of Human Resources				VC. Smirnova
	(position)		(signature)		(full name)
	(position*)		(signature)		(full name)

* Positions, signatures of other employees of the personnel department, dates of familiarization.

There are a few caveats:

• Regulations on structural divisions are relevant only when they are present in the organization.
• Their presence is not mandatory for the organization.

Structural divisions are allocated in the prescribed manner as part of the enterprise. They are assigned independent functions, tasks and responsibilities. Subdivisions do not have signs legal entity and are not isolated.

The criterion by which a certain part of the enterprise or employees is singled out as a separate structure is that it is endowed with special tasks and functions. The unit is assigned special powers necessary to solve the assigned tasks.

Based on management practice, effective organization work and control is possible if one manager has no more than 10 employees subordinate to him. Thus, it is desirable to divide large divisions into smaller ones:

• Departments - into sections, sectors and departments.
• Workshops - into sections and sectors.
• Management - for services and departments.

The most important part of the provisions is the streamlining of relationships between individual units, as well as the delineation of areas of responsibility. An analysis of the range of interaction issues shows overlapping links. That is, not all the information coming to a certain department is needed by him. The development of provisions is aimed at streamlining these information flows, reducing the time it takes for them to pass between the manager and the executor, and improving the quality and speed of decision-making.

The development of a regulation on a structural unit includes:

1. Determination of the tasks to be solved by the newly created structural unit. They must be real, that is, in principle, feasible. The process of completing the unit with employees takes place based on their ability to solve the tasks. After that, a decision is made to attract specialists from outside or to cope with the tasks with the efforts of their own selected employees. At this stage, staff training is planned.
2. Determination of the necessary functions of the unit to solve the tasks.
3. Grouping functions of the same type in separate areas, determining the number of required personnel (functions are distributed among virtual workers and the time limits for their implementation are calculated, or other methods are used), analysis of the possibility of control by the head of the structural unit over the performance of functions. The analysis determines the degree of need to create smaller structural units within the unit.
4. Determination of service relationships with other units.

At the end of this work, the draft "Regulations" is given to the interested departments (determined at the previous stage of work) for approval. Further, the collected comments and suggestions are analyzed. If necessary, a “conciliation commission” is assembled to resolve disagreements on content.

After that, the project is transferred to the legal department, where its compliance with the current legislation is checked. If the answer is positive, the document is approved by the head.

In some organizations (often these are state and municipal bodies, budget institutions) the development and approval of the Regulations is enshrined in a separate document, namely the "Instruction on the procedure for compiling, agreeing and approving the Regulations on structural divisions".

You can also use another method. The "Qualification directory of positions of managers, specialists and other employees" is taken as a basis. The main functions and tasks can be derived from the duties of specialists, managers, and vice versa. But at the same time, functions and tasks are necessarily specified and supplemented in accordance with a particular organization.

It is best to take an informal approach to the development of the Regulations. Typical, stamped wordings lead to the fact that employees refer to such documents only when hiring as part of familiarization, that is, they do not rely on it in the future when working.

Responsibilities for the development of the Regulations are assigned to the department of organization and remuneration. If it is absent, then the legal department or the personnel department is engaged in this.

The regulation defines: the legal status and procedure for creating a unit; its structure and staffing; rights and responsibilities, tasks, functions, the procedure for interaction with other structures of the organization.

Thus, the Regulations may include the following sections:

1. General provisions.
2. Structure and staffing.
3. Functions.
4. Tasks.
5. Rights.
6. A responsibility.
7. Interaction.

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The regulation on a structural unit is a local normative act that defines: the procedure for creating (forming) a unit; the legal status of the unit in the structure of the organization; unit structure; tasks, functions, rights, duties and responsibilities of the unit; the procedure for interaction of the unit with other structural units of the enterprise.

The regulation on the structural unit is part of the unified system of organizational and administrative documentation, is made on A4 format in one original copy, which is stored in the directorate or office, one copy is sent to the appropriate structural unit, to the personnel department, to the unit that developed the Regulation. Regulations on all structural divisions are stored at the enterprise permanently.

Mandatory details of this document are the registration number and stamp of approval.

The developer of the Regulations on the structural unit is an engineer for the organization of production management (if the enterprise has a department for organizing and remunerating labor), a personnel service or a personnel service. It is recommended to involve the legal or legal department in joint work. Usually, the Regulations on structural divisions are approved by the head of the organization (directly or by a special administrative act).

Constituent documents or local regulations organizations, the right to approve the Regulations on structural divisions may be granted to other officials (for example, the organization's deputy head for personnel). In some organizations, the Regulations on structural divisions are approved by a body authorized by the founders (participants) of the legal entity.

The draft Regulations on the structural unit are subject to mandatory approval:

With a higher manager (if the unit is part of a larger unit);

Deputy head of the organization, supervising the activities of the unit in accordance with the distribution of duties between senior employees;

The head of the personnel service or other department that manages the personnel;

The head of a legal or legal unit, or with an organization's lawyer.

The draft Regulations on the structural unit can be agreed with the heads of those structural units with which the unit interacts, so that there are no inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the Regulations on different structural units.

The list of structural divisions with which this project is coordinated is determined by the organization independently.

The date of creation of the document is the date of approval of the Regulations on the structural unit.

Sometimes each structural subdivision independently develops this Regulation for itself, which is highly undesirable, since the Regulations for all structural subdivisions must be developed taking into account the rules and requirements uniform for the enterprise.

The general management of the work on the preparation of these documents is carried out by the deputy head of the enterprise (for personnel, for administrative and other issues).

The legislation does not define the requirements for the Regulations on structural divisions and the rules for their development, therefore, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.

The regulation on the structural unit may include the following sections.

1. General Provisions.

2. Structure and staffing of the unit.

3. Goals and objectives.

4. Functions.

5. Rights and powers.

6. Leadership.

7. Interaction (service relations).

8. Responsibility.

9. Organization of work.

There are certain rules for the development of sections of the Regulations on the structural unit. This document begins with a "General Provisions" section that addresses the following issues.

The place of the subdivision in the structure of the organization is determined on the basis of the document "Structure of the organization". If for some reason there is no such document at the enterprise, then the Regulation indicates the place of the unit in the enterprise management system, and also describes what this structural unit is - an independent unit that is directly subordinate to the management of the organization, or a unit included in composition of a larger structural unit. In the event that the name of the structural unit does not allow determining its type (for example, archive, accounting), it is desirable to indicate in the Regulations on the structural unit on what rights it was created (on the rights of a department, department, etc.). Thus, the place of the structural unit and its significance are immediately determined.

The procedure for the creation and liquidation of a structural unit. Typically, a structural unit is created by order of the head of the organization, prepared on the basis of his sole decision or in pursuance of a decision taken by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when stating the fact of the creation of a structural division.

It also reflects the procedure for liquidating a structural unit, namely: who makes such a decision and what document it is drawn up. If the employer installs in the enterprise special rules the liquidation of the unit, it is advisable to describe the liquidation procedure (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the division applies general rules reducing the staff of the enterprise, it is enough to confine ourselves to referring to the relevant articles of the Labor Code of the Republic of Belarus.

Also, the Regulations on the structural unit must provide for the procedure for changing its status (merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, joining another unit). It is not recommended to use the concept of "abolition of a structural unit", since this implies the termination of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else.

Subordination of the structural unit. It indicates to whom the structural unit is subordinate, i.e. which official exercises the functional management of its activities. Technical departments usually report to technical director(chief engineer); production - to the deputy director for production issues; planning and economic, marketing, sales divisions - to the Deputy Director for Commercial Affairs. With such a distribution of responsibility between executives, the office, legal department, public relations department and other administrative departments may report directly to the head of the enterprise.

If a structural subdivision is part of a larger subdivision (for example, a department within a department), then this Regulation indicates to whom (position title) this subdivision is functionally subordinate.

Mandatory in the section "General Provisions" is a clause stating what fundamental documents the unit is guided by in its activities. In addition to the decisions of the head and the general local regulations of the enterprise, the Regulation lists special local regulations (for example, for the office - Instructions for office work, for the personnel department - Regulations on the protection of personal data of employees.

Other information may be included in this section, for example:

location of the unit;

A list of basic terms and their definitions (in departments with specific functions and duties of specialists not related to the main tasks of the department), etc.

The section "Structure and staffing of the unit" contains the following paragraphs.

Division structure. If the structural subdivision is divided into structural units, then in the Regulation it is necessary to display its internal structure and indicate the order of its formation.

The proposal to allocate structural units within a structural unit usually comes from its head. Then it is coordinated with the department of organization and remuneration, personnel service, other divisions and is submitted for approval either to the head of the organization or his deputy, who carries out the functional management of this division. The initiative for structuring a unit can also come "from above" - ​​from the head of the organization or his deputies.

A unit may initially have a complex structure if it was formed by merging or combining separate units, without disbanding them, but with subordination to the head of the formed unit.

The division structure can be provided in a variety of ways.

Text method: "The subdivision includes the following structural units:...".

Structural units within a subdivision can be created both on a permanent and temporary basis. If the department is structured on a permanent basis, it is necessary to find out which document will determine its status and regulate its activities; for example, it may be the Regulations on the division (in this case, it is desirable to distribute functions between the structural units of the division directly in the text of this Regulation). If separate provisions are developed for these structural units, then in the main Regulation it is necessary to determine the procedure for the development and approval of individual local regulations.

If such complex structure division is reflected in the staffing table, then work in a particular sector can be attributed to essential working conditions. Labor legislation provides for a very complex procedure for carrying out such organizational and staffing activities as the creation, liquidation or transformation of structural units, therefore it is advisable to resolve the issue of distributing individual functions of a structural unit through the formation of temporary structural units - sectors, sections, groups.

The right of the head of a structural unit to form temporary structural units (for example, to solve specific problems, to implement individual projects, etc.) should be enshrined in the Regulations on the structural unit. If the head of a structural unit is not vested with the right to independently make a decision on the formation of temporary structural units, then the Regulations must determine who is authorized to make such a decision and describe the procedure for its adoption (coordination, approval, etc.).

The procedure for changing the structure of the unit. The mechanism of changing the structure of the subdivision is reflected - the creation of structural units within the subdivision (if the subdivision is not initially structured), the liquidation of some of them, as well as their merger, transformation, accession and allocation of new structural units. The Regulation determines who can initiate the initiative to change the structure of the unit, how it is formalized, who accepts final decision what are the consequences of such a change.

The procedure for the development and approval of job descriptions. It determines who develops the job descriptions for the employees of the department and approves them, how they are put into effect, for example: "The rights and obligations of each employee of the department are determined by the appropriate job description, agreed with the head of the department and approved by order of the head of the enterprise."

The number of employees of a unit can be directly regulated in the Regulations on the structural unit (including as an annex to it) or decided by referring to the staffing of the enterprise.

The "Goals and Objectives" section reflects the main goals and objectives of this structural unit.

Basic goals. The purpose of creating a structural unit is an ideal representation of the result that the unit should achieve in the course of its activities. A correctly and accurately formulated goal allows you to direct and orient the activities of the structural unit, as well as determine its purpose and designate its place in the structure of the enterprise. The requirements that apply to the formation of the objectives of the Regulation may be as follows:

Reachability;

Structuredness;

Consistency with the goals of the entire enterprise;

Accuracy and specificity.

The purpose of creating a personnel department can be formulated, for example, as follows:

"...staffing for the activities of the organization." A structural subdivision can have either one or several goals, which must be listed in the Regulations.

The main tasks of creating a structural unit are a certain direction of its activity, ensuring the achievement of the goal set for the unit. As a basis for determining these tasks, you can use the qualification characteristics of the heads of structural units from the Qualification Directory for the positions of managers, specialists and other employees. In almost every characteristic, the main task is formulated in the first sentence. For example, in qualification characteristic the head of the legal department stated: "Ensures compliance with the law in the activities of the enterprise and protection of its legal interests." Based on this, the main tasks of the legal department can be formulated as follows:

Ensuring the legality of the enterprise;

Protection of the legal interests of the enterprise.

All employees of the unit must be familiar with the Regulations on the structural unit against receipt. To do this, on the last page of the Regulations, a special table is provided in which the employees of the unit put down the appropriate marks. The regulation on the structural unit is valid until it is canceled or replaced by a new one.

In the course of the company's activities, it may be necessary to review and change existing provisions. This usually happens in the case of resubordination of the unit, expansion of its functions, changes in the internal structure. It should be borne in mind that changes to the Regulations on a structural unit may, and in some cases should, entail a revision of the job descriptions of employees of this unit.

The basis for amending the Regulations on the structural unit is the order of the head of the organization. The procedure and methods for issuing this order are similar to the procedure for issuing an order to amend the job description.

The key aspect of the organization of company management is the creation of a company structure, the elements of which function and develop as a whole. With the distribution of tasks and functions, rights and obligations of employees, information flows and management decisions are made.

The activity of the company is regulated by various documents. External activity(interaction with government agencies, counterparties, third parties) is regulated by regulatory legal acts in force in the territory where the company operates. The interaction of participants/shareholders of the company is carried out on the basis of constituent documents. Internal activities company is regulated by internal (local) documents.

Internal (local) company documents are documents that define the responsibilities of each employee, the structure of the company, the interaction of structural divisions, and the procedure for acting in a given situation.

Main internal documents.

As the company develops, the need inevitably arises for the creation of internal documents, the list of which is determined by the organization itself.

Internal (local) documents of the company are: orders, orders; instructions, regulations, regulations, job descriptions, etc., which have a conditional hierarchy.

With all the variety of internal documents, several main groups can be distinguished:

• Administrative documents (orders, instructions, decisions);
• Organizational documents (company structure, staffing, job descriptions, regulations, instructions, regulations, etc.);
• Information documents (acts, letters, reports and memos, minutes of production meetings, telephone messages, etc.)

Administrative documents.

Order- it normative document, published by the head of the company to solve any problems.

Orders are divided into two types:

• orders for core business;
• personnel orders.

Orders for core activities include orders relating to production process, organization of work, planning, supply, sales of products, pricing, etc.

Orders on personnel include orders on hiring, dismissal, bonuses, disciplinary action workers; on the introduction of extracurricular work, etc.

Organizational documents of the company (regulations, instructions, regulations, etc.) are approved by orders for the main activity.

Disposition- This is a document issued by the head of the organization on operational administrative and economic issues.

Solution- This is a document reflecting the decisions of production meetings.

Orders and decisions are drawn up in the same way as orders, only the props “name of the type of document” change and the words “I OBLIGATE”, “DECIDED” are used in the text.

organizational documents.

Job description is a document that defines the rights and obligations of an employee of the company.

The job description includes:

• general provisions(name of the employee's position, name of the structural unit, employee's subordination scheme);
• job duties of the employee;
• rights;
• a responsibility.

The job description does not include the procedure for the employee, but defines the specific types of work performed by the employee.

Based on the job description, an employment contract (contract) is developed with the employee. You can not create a job description, but include the necessary provisions in the employment contract. But this can be inconvenient, because. in the case of expanding the duties of an employee, it is easier to make changes to the job description than to the employment contract.

The employee must know his duties, therefore, they must be correctly and clearly spelled out in the job description, otherwise this may subsequently lead to inefficient work, in which the company incurs losses, and it is impossible to legally recover such losses from the employee.

Regulations (order), instructions and regulations are documents that regulate the procedure and rules for an employee to act in a given situation. These documents do not apply to special cases arising in the process economic activity companies. They contain a description of the standard course of action, and the procedure for the employee to act in the event of a non-standard situation may also be determined.

These documents can apply both to all employees of the company, and to a limited circle of persons defined in the document.

Regulations, instructions and regulations may include additional documents that disclose certain provisions of such documents. This happens when the position contains general order actions on the project, and for certain areas of the project, it is necessary to create an additional document (instruction, regulation, regulation, etc.).

Consider this using the example of the "Regulations on Trade Secrets":

Information documents.

Information documents are documents used by the company for external correspondence (letters, telephone messages, etc.), for internal correspondence (official and memos, etc.) and documents that testify to any fact, event (acts, explanatory etc.).

memo- This is a document used to process requests and proposals sent to the heads of departments and (or) the head of the company.

memorandum- a document addressed to the head of the company and containing a statement of any issue with conclusions and suggestions.

The structure of internal documents and the purpose of their creation.

The number and variety of internal documents in a company depends on the complexity of the structure of the company itself.

When a company has structural divisions, there is a need to regulate the interaction of employees both within the structural division and between structural divisions.

The interaction of employees within the structural unit should be regulated by the Regulations on the department.

Regulations on the department includes:

• general provisions (composition of the structural unit, title of the head of the structural unit, official subordination);
• the main activities of the structural unit;
• a range of questions on interaction with structural divisions of the company (name of structural divisions, a range of issues of interaction);
• a responsibility.

We examined what documents an employee needs to understand his job responsibilities (job description) and what internal document unites employees into a structural unit (Regulations on the department). Now consider the interaction of structural units within the company.

The work of all structural divisions is aimed at achieving the common goal of the company - business prosperity. In the course of the company's activities, structural units are inextricably linked, but at the same time, each of them performs its specific work.

The process of interaction of structural units in certain situations that arise in the course of the organization's activities is regulated by the organizational documents of the company.

For instance: Consider the interaction of structural units production company from the moment of receipt of an order for the manufacture of goods until the transfer of goods to the Client.

In this case, the following will be involved: sales department, production department, transport department, warehouse, accounting. The terms of the contract include the production by the company of the goods and their delivery to the Client.

The interaction scheme looks like this:

Such a scheme of interaction between structural units can be described in the Regulations for working with Clients. At the same time, it should be taken into account that in case of any non-standard situations, the head of the company must be immediately notified.

If the structural divisions do not interact with each other, this leads to the loss of the client base and, as a result, to the unprofitable activity of the company.

Often there are situations when the Client does not pay for the work performed (services rendered). In this case, the company has receivables, which remain reflected in the balance sheet as "dead weight".

In order to avoid such situations, it is necessary to issue a “Regulation on the collection of receivables”, which will contain the procedure for the employee leading the Client from the beginning to the end of the project on the following issues:

• sending a claim to the Client,
• bringing information to the attention of management;
• the procedure for conducting correspondence with the Client;
• responsibility.

You see what a variety of documents regulating various situations, exists in the company. Now there is a need to build an order for the passage of such documents within the organization, for this the Instruction on office work is used.

Office work instruction- This is a document that regulates the rules, acceptance and process of creating documents, as well as the procedure for working with them.

The office work instruction should include the following provisions:

• list of internal documents in force in the company;
• the procedure for creating internal documents;
• list of organizational documents of the company;
• the procedure for filling out standard forms of documents;
• the procedure for creating a document in a society;
• responsible persons;
• the procedure for processing and registering outgoing correspondence;
• the procedure for registering incoming correspondence;
• the procedure for concluding contracts with clients;
• document flow within the company (the procedure for passing official, memorandum and explanatory notes);
• a responsibility;
• providing documents for signature to the head, etc.

The office work instruction is the main document in the company and, depending on the number of documents in force, this document may consist of several parts.

For example: One of the parts of the Instructions for office work may be the Procedure for negotiating contracts.

The procedure for signing a contract for the manufacture of goods by order of the Client

In the course of the company's activities, a large number of documents. At the same time, some documents are used for a long time, while others quickly lose their significance. For long-term storage of documents, a company archive is created, and archiving is regulated by the Instructions for Organizing Archiving.

Instructions for the organization of archiving governs:

• the procedure for transferring documents to the archive;
• terms of storage of documents;
• the procedure for approving the nomenclature of cases;
• the procedure for using archival documents;
• regulations on the expert commission.

In any company, situations inevitably arise when employees leave and get jobs in competing organizations. It is impossible to forbid such a "crossover" in accordance with the legislation of the Russian Federation, but it is necessary to prevent the leakage of information. The company must have a Regulation on Trade Secrets, which includes:

• the main activity of the company;
• information constituting a commercial secret of the company;
• the names of structural divisions and positions that have access to information constituting a commercial secret;
• period of non-disclosure of information relating to trade secrets after termination employment contract;
• responsibility for disclosure of information;
• conditions and procedure under which information is subject to disclosure.

Information constituting a trade secret may include information about Clients, client base, recipes, know-how, etc. The employee must be familiar with the list of information related to trade secrets and with the responsibility that is assigned to him for disclosing such information.

If in the course of work the documents related to commercial secrets are transferred to the employee, such transfer is carried out only against the signature of the employee.

When an employee is hired, an Agreement on non-disclosure of commercial secrets is signed with the employee, which determines the term of its non-disclosure and the responsibility of the employee. The agreement on non-disclosure of commercial secrets is an integral part of the employment agreement (contract).

From the foregoing, it follows that the organization must establish a procedure for working with documents related to commercial secrets.

At the initial stage of development of the company, the leader, as a rule, closes the solution of all issues. But in the process of growth of the company, focusing on more global, strategic issues of business development, the manager inevitably has to transfer some of his powers to employees. In this case, it becomes necessary to regulate the procedure for managing personnel in the company by issuing internal (local) documents.

A clear understanding by each employee of the task assigned to him and the procedure for its solution creates a healthy working atmosphere in the team, and the definition of the functions of structural units and the procedure for their interaction are necessary for effective management company.

Lawyers of the consulting company "Protection of Business"
Levacheva E.K., Trofimova N.V.

Reprinting of materials is possible only with the permission of the authors

POSITION

ABOUT THE MEDICAL DEPARTMENT

DEPARTMENT OF MEDICAL SUPPORT

DEPARTMENT OF PERSONAL INSURANCE

Northwestern District Branch

LLC "SK "Consent"

General provisions

1.2. The purpose of the Department is to monitor and evaluate the volume, timing and quality of the provision medical care in the event of an expert case, in accordance with the terms of the contract of voluntary medical insurance, interaction with medical institutions on the issues of concluding contracts for the provision of medical services insured, preparation of financial documents for payment of invoices issued by medical institutions and branches of OOO " Insurance Company"Consent" to the North-Western Okrug Branch (hereinafter referred to as the NWF);

1.3. The department reports directly to the Head of the Medical Support Department.

1.4. The Department is managed by the Head of the Department, who is appointed to the position and dismissed from his duties by the Director of the Branch.

1.5. The department in its work is guided by:

current legislation;

Orders and instructions of the General Director of Insurance Company Consent LLC (hereinafter referred to as the Company);

Orders and directives of the Branch Director, including the Order of the Director of the SZOF No. dated “On the Implementation of a Detailed Business Process Model in the Personal Insurance Department”;

Internal regulations of the Branch;

By this Regulation.

ORGANIZATIONAL AND STAFFING STRUCTURE OF THE DEPARTMENT

2.1. The structure and staffing of the Department are approved by the General Director of the Company on the proposal of the Director of the Branch.

2.2. The Department includes:

Head of department -1 staff unit;

Medical Expertise Group

Doctor-expert - 4 staff units;

Doctor-expert-stomatologist-1 staff unit;

Group for work with healthcare facilities

Chief Specialist-1 staff unit;

Leading specialist - 1 staff unit.

2.3. The duties and responsibilities of the Head of the Department and
other employees of the Department are established by job descriptions,
approved by the Branch Director.

2.4. The staff list of the Department is prepared by the Head of the Department in agreement with the Head of the Medical Support Department and approved in the manner prescribed by the Company.

2.5. Documents on personnel matters are prepared and executed in
in the manner prescribed by the branch.

MAIN OBJECTIVES OF THE DEPARTMENT

3.1. Implementation of the strategy of the Company and the Branch in working with medical institutions in the Russian Federation, including the city of St. Petersburg and the Leningrad Region, in terms of expanding the range and improving the quality of medical services provided to the company's clients for voluntary medical insurance.

3.2 Tactical and strategic work with medical institutions, aimed at reducing the financial costs of the Company when servicing VMI contracts.

DEPARTMENT FUNCTIONS

In accordance with the tasks assigned to it, the Department performs the following functions:

4.1. Functions of the Medical Examination Group:

4.1.1. Implementation of medical and economic control of invoices issued by medical institutions to the SZOF LLC "Insurance Company "Consent"

4.1.2. Implementation of a planned and targeted medical and economic examination of medical care directly in a medical institution with a mandatory analysis of primary medical documentation. A clear statement of the purpose and objectives of the upcoming examination, as well as the formation peer review in accordance with the identified defects and execution of the “Act of Medical and Economic Expertise”;

4.1.3. Implementation of the selection of cases of medical care, subject to examination of the quality of medical care. Preparation of documentation necessary for a freelance expert to conduct an independent examination of the quality of medical care;

4.1.4. Application of financial sanctions to a medical institution on the basis of a contract for the provision of medical services within the framework of voluntary medical insurance;

4.1.5. Advisory and informational and methodological assistance on the issues of conducting medical examinations to the subdivisions of the VMI in the branches of LLC IC Soglasie participating in servicing the clients of the SZOF. Conducting selective periodic examinations of payment and settlement documents paid by branches independently with mandatory recommendations.

4.1.6. Entering the results of the examination of accounts into the database;

4.1.7. Analysis of the activities of outpatient and inpatient medical institutions, determination, based on this analysis, of a list of measures aimed at improving the quality of medical care, reducing the cost of paying for medical services provided by medical institutions;

4.1.8. Consideration of complaints and claims from policyholders on issues related to the quality of medical care in a completed case;

4.2. Functions of the HCI Group

4.2.1. Interaction with medical institutions on the issues of concluding and maintaining contracts for the provision of medical services to insured persons under VMI programs with mandatory visits to health facilities. Establishing the causes of violations of the terms of contracts for the provision of medical care and taking measures to eliminate and prevent them;

4.2.2. Joint development and adjustment of medical care programs for the Insured with representatives of healthcare facilities; development of algorithms for interaction between dispatching services aimed at reducing the waiting time for the Insured to receive medical assistance and agree on services;

4.2.3. Discussion with representatives of healthcare facilities of the issues most favorable conditions cooperation, by harmonizing price lists, introducing preferential terms provision of medical services, including using the advance policy;

4.2.4. Placement of medical institutions by price categories, organization of information and analytical work on medical institutions, replenishment of the information base on medical institutions;

4.2.5. Updating information about new medical institutions. Assessment of the infrastructure of the market for the provision of medical services (the emergence of new medical services, the level of organization and quality of medical care provided by healthcare facilities, fluctuations in the cost of medical services);

4.2.6. Constant monitoring of medical and insurance (general and special) legislation;

4.2.7. Dealing with complaints of the insured regarding the organization of medical care in health facilities;

4.2.8. Attendance at presentations of healthcare facilities, conferences (meetings) dedicated to the issues of interaction between insurance companies and medical institutions;

4.2.9. Accounting and registration of incoming documentation from health facilities (contracts, additional agreements, price lists, information letters, etc.);

4.2.10. Carrying out, within the framework of its competence, conducting office work, generating and sending/receiving correspondence and other information via electronic communication channels.

4.3. General Functions Division

4.3.1. Participation in the development of new and adaptation of existing insurance products in the Company and the Branch to the requirements of policyholders and the economic interests of the Company;

4.3.2. Ensuring, within its competence, the protection of information constituting a trade secret and other information of limited distribution. Not to allow disclosure of information constituting a medical secret and which became known to him during the medical examination, as well as the results of the examination, except statutory cases;

4.3.3. Implementation, in accordance with the regulations of the Company and the Branch, of work on the acquisition, storage, accounting and use of archival documents formed in the course of the activities of the department;

4.3.4. Implementation of maintenance of regulatory and reference information related to the functions of the department.

4.3.5. Providing practical and methodological assistance to other structural units of the Department of Personal Insurance on medical issues.

4.3.6. Constant monitoring of medical and insurance (general and special) legislation;

4.3.7. Providing the necessary reporting in the prescribed forms in deadlines;

4.4. In the absence of any of the above functions in this Regulation, use the "Detailed business process model in the Department of Personal Insurance";

4.5. The assignment to the Department of functions that are not related to the functions of the Department is not allowed.

RIGHTS

The department, in order to solve the tasks assigned to it, has the right to:

5.1. Request and receive necessary materials and documents (information) relating to the activities of the Department, including: orders and other administrative documents; information about insurance products; accounting, accounting and reporting and monetary settlement documents; statistical reports on insurance activities, etc.;

5.2. To resolve claims, require timely submission
documents and information from subdivisions of the Personal Insurance Department and the Branch;

5.3. Enter into relationships with third-party institutions and organizations to resolve issues related to health insurance, as well as other issues within its competence;

5.4. Submit proposals for the improvement of the work of the Department for consideration by the Head of the Medical Support Department;

5.5.. Organize meetings and meetings on issues related to the competence of the Department.

INTERACTION WITH STRUCTURAL DIVISIONS OF THE BRANCH

6.1 In progress production activities The department cooperates with the following structural subdivisions:

Department of coordination of medical care;

· Department of accounting of accounts and formation of payments to healthcare facilities;

Center of underwriting and legal support contracts;

· Sales Department;

· Department of technical support of VHI agreements;

Department of personal insurance;

Department of administration and control.

6.2. Detailed description interaction between divisions is reflected in the "Detailed model of business processes in the Department of Personal Insurance".

A RESPONSIBILITY

7.1. In accordance with the distribution of rights and obligations established by this Regulation and job descriptions, Head and employees of the Department are responsible for:

Improper or untimely performance of the functions and solution of the tasks provided for by these Regulations;

Compliance of documents drawn up by them regulations Branch and Company;

· losses caused to the Branch as a result of their actions or inaction;

· non-fulfillment of instructions and orders of the Director of the Branch, orders and instructions of the higher management regarding the activities of the Department;

disclosure of trade secrets;

Disclosure of confidential information that became known in the course of official activities;

· inaccuracy of information provided at the request of the management of the Branch;

Loss or damage to documents passing through the Department;

· damage to the property of the Branch transferred to the jurisdiction of the Department.

7.2. Full responsibility for the quality and timeliness of the tasks and functions assigned to the Department by these Regulations lies with the Head of the Department.

7.3. The responsibility of the employees of the Department is determined by the Job Descriptions.

1. CRITERIA FOR ASSESSING THE ACTIVITIES OF THE DEPARTMENT

8.1. Timely and high-quality completion of assigned tasks.

8.2. Timeliness of conducting medical and economic examinations of invoices for the provision of medical services from medical facilities;

8.3. There is a tendency to reduce the unprofitability when servicing VHI contracts: due to the introduction of preferential conditions for the provision of medical services to health facilities, the number of effectively conducted medical and economic examinations increases, including the validity of prescribing medical services to health facilities on occasion,

8.4. Introduction into the work of the Department of the results of medical examinations and agreements reached with medical facilities. The presence of dynamics in the elimination of defects in the service of the Insured;

8.5. Prolongation of VHI contracts as evidence of quality service for the Insured and the correct organization of work with health facilities;

8.6. Quality performance of functional duties.

Familiarized by: ________________________________/_______________/

"___" _____________2011

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