Introduction

Organization personnel service, the structure of the provisions on the personnel department.

1.1 Basics of the personnel service

2 Job descriptions of personnel department employees

3 Personnel structure of the enterprise

4 Functions of the personnel service of the enterprise

2. Personnel service in modern conditions

2.1 The role and knowledge of the personnel service in modern conditions

3. Ways to improve the work of personnel services in modern conditions

Conclusion

Introduction

The personnel department has traditionally been an independent structural unit of the enterprise, subordinate either to the head of the enterprise or to his deputy for personnel work. Depending on the type and industry affiliation of the enterprise, the number and structure of human resources, the structure and size of the personnel service itself has changed.

In conditions of rapid progress, market relations and a competitive economy, the timely and correct solution of strategic and tactical tasks determines the viability of a company or organization.

Personnel is a set of employees of various professionally qualified groups employed at an enterprise and included in its payroll.

This topic, in my opinion, is relevant, because. the main factors of production at the enterprise are: means of labor, objects of labor and personnel. The main role belongs to the personnel potential at the enterprise. It is the cadres that play the main role in manufacturing process, it depends on them how efficiently the means of production are used at the enterprise and how successfully the enterprise as a whole operates. Of the entire set of resources of the enterprise, a special place is occupied by labor resources. The transformation of material resources takes place as a result of the interaction of the means of production and the labor of people involved in production activities. However, labor resources differ markedly from other types of resources. This difference is shown in the following:

a person brings vital meaning to the production process and cannot serve only as a means to achieve the goals of the organization. He has his price and makes his own demands on his environment; job description staff personnel department

man is only partly realized in production. His non-existence is not limited to production activities, he finds self-expression in a variety of social contacts;

a person has the ability, initiative, will, therefore, is not only a passive object of control, but also a conductor of an independent line of behavior;

a person is not only a member of the formal structure of the organization, but at the same time can be part of small groups within which people have a significant influence on each other's behavior;

a person cannot be wholly owned by the enterprise. Only its labor force is placed at the disposal of the organization for a certain fee. The employee independently builds his personal policy and decides whether to work for him at this enterprise or quit him.

At the level of an individual enterprise, instead of the term "labor resources", the terms personnel or personnel are most often used.

The purpose of the work is to show what the concept of "personnel services" means in general, what is their structure and what functions are performed by personnel services.

To achieve this goal, a number of tasks should be considered and solved:

) Consider the organization of the personnel service, its structure and job descriptions.

) Describe the personnel service in modern conditions.

) Consider ways to improve the personnel service.

1. Organization of the personnel service, the structure of the regulation on the personnel department

.1 Fundamentals of HR

The organization of the activities of any unit should begin with the preparation of a regulation on this unit. The regulation on the personnel service should consist of the following sections: general provisions; tasks; structure; functions; relationships with other departments; rights; responsibilities; a responsibility.

The size and structure of HR services depend mainly on the size of the organization. Depending on the size of a particular organization, the following are distinguished: organizational forms implementation of personnel work:

an independent structural unit with direct reporting to the head of the organization or his deputy;

performance of the functions of the personnel service by an individual employee of the organization;

performance of the functions of the personnel service in combination with the performance of other work.

The functional responsibilities of the personnel department are as follows:

development of staffing plans in accordance with the development program of a particular organization;

registration of admission, transfer and dismissal of employees in accordance with the labor legislation of the Russian Federation;

accounting of personnel;

control over the execution by the heads of departments of orders and instructions for working with personnel;

analysis of the composition of the organization's specialists, the business qualities of employees in order to rational use;

preparation of proposals for improving the placement and use of workers;

preparation of materials for presenting employees for promotion and rewarding;

organization of control over the state of labor discipline and internal labor regulations;

Maintaining all HR records

In the course of interaction with other departments of the organization, the personnel department receives from them applications for the admission of workers and specialists, ideas about incentives, vacation schedules, etc.

From the personnel service to the departments are sent:

information about violators of labor discipline;

copies of orders for the admission of new employees, movement within the organization, dismissal of employees;

copies of orders on the approval (change) of the Internal Labor Regulations;

information related to issues of compliance with labor discipline.

From the accounting department, the personnel department receives a staffing table, calculations of the need for labor, salary certificates for processing pensions for age, disability, survivors, etc.

In turn, the personnel service submits to the accounting department information on the payroll number of employees, absenteeism, staff turnover, a time sheet, orders for admission, transfer and dismissal, sheets of temporary disability for payment, information about regular vacations of employees, etc.

The Human Resources Department is generally vested with the following powers:

require all departments of the organization to submit the materials necessary for its work;

accept workers, organizations on issues of relocation and dismissal;

interact with other organizations on the issue of recruitment;

demand from other units the mandatory implementation of those instructions that are provided for by the regulation on the personnel department.

The regulation on the personnel department establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

As for the job description of an employee of the personnel department, it, like any other job description, according to paragraph 5 of the Decree of the Ministry of Labor of Russia dated February 9, 2004 No. 9 "On Approval of the Procedure for the Application of the Unified Qualification Handbook for the Positions of Managers, Specialists and Employees" should consist of three sections: "Job Responsibilities", "Knowledge Requirements" and "Qualification Requirements".

The main job responsibilities of the Head of Human Resources are:

management of the work of the department;

ensuring the performance of work;

ensuring the rational use of material, financial and technical means;

carrying out work to protect information constituting a trade secret;

ensuring a rational distribution of the load between the employees of the department;

creation of conditions for staff development;

monitoring compliance by employees with the rules of internal labor regulations, rules and regulations of security, production and labor discipline;

making proposals to encourage distinguished employees, imposing penalties on violators of production and labor discipline;

ensuring the preparation of statutory reporting.

The head of the HR department should know:

resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department;

fundamentals of economics, organization of labor and management;

internal labor regulations;

rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

In budgetary organizations, there are certain qualification requirements for the categories of payment. The general requirement is the presence of higher professional education and at least 5 years of work experience in the profile. For commercial organizations, such requirements can only serve as a guideline in setting wages.

In a full-fledged human resources department of a medium-sized organization, the staff list may include the following positions: head of the recruitment and management service (personnel department); personnel inspector; psychologist; HR Specialist; timekeeper and others.

.2 Job descriptions for HR staff

personnel department head of personnel

The classical form of organizing the personnel service in an enterprise is the creation of a personnel department. Its numerical composition and structure largely depend on the scale of the enterprise and the ways to achieve its goals. The organization of any enterprise begins with the preparation of a provision that lists the tasks, functions, rights and obligations of the unit.

The regulation on the personnel department consists of the following sections: general provisions; tasks; structure; functions; relationships with other departments of the enterprise; rights; a responsibility.

In chapter " General provisions» the subordination of the personnel department to the director of the enterprise is fixed.

The "Tasks" section contains clearly formulated areas of activity of the personnel department, the most important of which are the organization of work to ensure the selection, placement, use of workers and specialists; formation of a stable working team; creation of a personnel reserve; organization of personnel accounting system.

The section "Structure" indicates the procedure for developing and approving the structure of the department, its size, specific areas of work and the divisions of the department assigned to them.

In the "Functions" section, functional responsibilities in the field of personnel work are considered, in particular:

development of recruitment plans in accordance with the enterprise development program;

registration of reception, transfer and dismissal of employees in accordance with labor legislation;

accounting of the personnel of the enterprise;

storage and filling of work books, documentation of office work;

control over the execution by the heads of departments of orders and instructions for working with personnel;

study of the movement of personnel, analysis of staff turnover, development of measures to eliminate it;

analysis of the composition, business qualities of the enterprise's specialists for the purpose of their rational use;

creation of conditions for improving the educational and qualification level of specialists;

work on creating a reserve for promotion;

preparation of proposals for improving the placement and use of workers;

preparation and systematization of materials for the attestation commission;

preparation of materials for the provision of workers, specialists and employees for promotion and rewarding;

taking measures for the employment of laid-off workers;

monitoring and instructing employees of the personnel department;

organization of control over the state of labor discipline and internal labor regulations;

Maintaining all HR records.

The section "Relationships with other divisions of the enterprise" contains a list of documents that are received by the HR department, and documents that are sent from the HR department to other departments.

From the production departments, the personnel department receives applications for the admission of workers and employees, ideas for incentives, and vacation schedules.

Information about violators of labor discipline, copies of orders for admission, movement within the enterprise, dismissal of workers and employees, changes in internal labor regulations, information related to issues of labor discipline are sent from the personnel department to production units.

From the accounting department, the personnel department receives a staffing table, calculations of the need for labor, salary certificates for processing age and disability pensions.

The personnel department submits to the accounting department information on the payroll number of employees, absenteeism, staff turnover, a time sheet, draft orders for the admission, transfer and dismissal of materially responsible persons, sheets of temporary disability for payment, information on the admission, transfer, dismissal and regular holidays of employees enterprises.

The "Rights" section indicates the main powers vested in the personnel department, in particular: the right to demand from all departments of the enterprise the necessary full-fledged work personnel department of materials; the right to receive employees of the enterprise on issues of admission, movement and dismissal; the right to communicate with other organizations on recruitment matters; the right to demand from other units the mandatory implementation of those instructions that are provided for by the regulation on the personnel department.

The section "Responsibility" establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

Any job description of an employee of an enterprise has three sections: job responsibilities, knowledge requirements and qualification requirements for pay categories.

The main duties of the head of the personnel department are: management of the work of the department; ensuring the performance of work; development necessary documentation, suggestions, recommendations, instructions; ensuring the rational use of material, financial and technical means; carrying out work to protect information constituting a trade secret; ensuring a rational distribution of the load between the employees of the department; creation of conditions for growth and advanced training of personnel; monitoring compliance by employees with the internal labor regulations, rules and regulations of labor protection and fire safety, industrial and labor discipline; making proposals to encourage distinguished employees, imposing penalties on violators of production and labor discipline; ensuring the preparation of statutory reporting.

The head of the personnel department must know: resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department; regulations and methodological recommendations that determine the procedure for carrying out work in the department; fundamentals of economics, organization of labor and management; internal labor regulations; rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

The size of the personnel department and the list of types of main work is determined by the number of employees in the organization.

To determine the required number of employees of the personnel department, it is recommended to use the standard norms of time for recruitment and accounting work, which are designed to determine the cost of working time for recruitment and accounting work, as well as normalized tasks.

The main types of work of the personnel department are the preparation of documents for the hiring and dismissal of workers and employees, the preparation and accounting of work books, the preparation of statistical reporting on personnel accounting, the preparation of certificates, the development of plans and the calculation of the number, personnel records.

.3 Enterprise personnel structure

Composition and quantitative ratios certain categories and groups of employees of the enterprise characterize the structure of personnel. The personnel of the enterprise, directly related to the production process of products (services), i.e., engaged in the main production activity, are industrial and production personnel. It includes all employees of the main, auxiliary, auxiliary and service shops; research, design, technological organizations and laboratories that are on the balance sheet of the enterprise; plant management with all departments and services, as well as services engaged in the overhaul and current repair of equipment and vehicles of the enterprise.

trade workers and Catering, housing, medical and recreational institutions, educational institutions and courses, as well as institutions of preschool education and culture, which are on the balance sheet of the enterprise, refer to the non-industrial personnel of the enterprise.

Employees of industrial and production personnel are divided into two main groups - workers and employees. Workers are divided into main and auxiliary. In the group of employees, the following categories of employees are distinguished:

managers - persons empowered to make management decisions and organize their implementation. They are divided into linear, heading relatively separate economic systems, and functional, heading functional departments or services;

specialists - employees engaged in engineering, economic, accounting, legal and other similar activities;

employees proper - employees involved in the preparation and execution of documents, accounting and control, housekeeping and office work (agents, cashiers, controllers, clerks, accountants, draftsmen, etc.).

The personnel of the enterprise are divided into professions, specialties and skill levels. A profession is a special type of labor activity that requires certain theoretical knowledge and practical skills, and a specialty is a type of activity within a profession that has specific features and requires additional special knowledge and skills from employees. For example, economists (profession) are divided into planners, marketers, financiers, labor workers, etc. The profession of a turner is divided into specialties - turner-carousel, turner-borer, etc.

Qualification characterizes the degree of mastery of a particular profession or specialty by employees and is reflected in the qualification (tariff) categories and categories that are assigned to them depending on theoretical and practical training. Tariff categories and categories are at the same time indicators characterizing the degree of complexity of work. Detailed description the positions of each category and the requirements for them are contained in the Tariff and Qualification Directory for the positions of managers, specialists and employees, which covers only employees. The All-Russian Classifier of Occupations contains information on all those employed in the labor market.

.4 Enterprise Human Resource Functions

One of the most important functions of the personnel department of an enterprise (or an employee responsible for working with personnel) is to document labor relations. The most numerous is the documentation that accompanies the processes of personnel movement at the enterprise. Under the movement of personnel is conditionally understood: the reception, transfer and dismissal of workers; granting holidays; business trip. When hiring, the main personal and biographical data of the employee, the conditions for his admission and remuneration are recorded. All this information may change in the future, therefore, documents on changes in personal and biographical data and on changes in conditions and wages can be attributed to the documentation that draws up the processes of personnel movement.

Let us consider separately the procedures performed by the personnel service when registering the movement of the enterprise's personnel, and the documents created in the process.

Employment is not allowed without presenting a work book and passport. For those liable for military service, the presentation of a military ID is also provided. In necessary cases, the administration of the enterprise has the right to demand from the applicant for a position or workplace a document on education or profession acquired, indicating the rank (qualification).

The basis for employment is a written employment contract (contract). An applicant for a job writes a personal application with a request for admission. If necessary, a personal sheet on personnel records (or a questionnaire) is filled out and an autobiography is compiled.

Employment is issued by order of personnel. In the future, a personal T-2 card is filled out and a corresponding entry is made in the work book of the employee.

Transfer to another job is carried out, as a rule, with the consent of the employee. The basis for the transfer may be a personal statement or representation of the transfer. In cases permitted by law, for example, in case of production necessity, the consent of the employee is not required. At the same time, the basis for the transfer is: memos of managers, structural divisions, orders for core activities, acts or other documents fixing the reasons for the temporary reshuffle of personnel due to the current production situation.

Transfer to another job is issued by order of personnel.

The dismissal of employees of the enterprise is carried out for the reasons specified in the articles of the Labor Code of 2002, on the basis of a personal application submitted by the employee, or in connection with the expiration of a contract concluded for a certain period, or in the presence of an act of violation of labor discipline, etc. The dismissal of employees is formalized by order of personnel.

The seconding of employees of the enterprise, as a rule, is justified in the memorandum of the head of the structural unit (leading specialist) and is issued by order on personnel.

When changing the conditions and remuneration of employees of the enterprise, orders may be issued in advance for the main activity (for example, on the reorganization of the structure of the enterprise) or memoranda of the heads of structural divisions (leading specialists) can be drawn up, and then orders for personnel are issued.

When changing personal and biographical data (last name, first name, patronymic, etc.), the employee is obliged to submit documents to the personnel service - grounds obtained from other organizations (for example, a marriage certificate with a change in surname recorded in it, issued by the registry office).

Thus, the procedures performed by the personnel service when registering the movement of personnel are documented by creating the following basic documents: orders for personnel, personal statements of employees of the enterprise, contracts, transfer submissions, vacation schedules, memorandums, acts.

Orders for personnel are drawn up and maintained strictly separately from orders for core activities. However, both types of orders are issued on the same forms. The texts of most orders on personnel do not have a stating part and the verb "I order", as is customary in orders for the main activity. Therefore, personnel orders immediately begin with an administrative action: accept, appoint, transfer, dismiss, change the surname, grant leave, send, etc.

There are simple (individual) and complex (consolidated) orders by personnel. The individual contains information about only one employee, the consolidated one contains information about several employees, regardless of what management actions they fall under (hiring, transfer, dismissal, name change, etc.). When compiling consolidated orders, it should be borne in mind that one document should not contain information with different retention periods. Therefore, it is recommended to allocate orders for the granting of vacations and secondment of employees that have a short (3 years) storage period, unlike other personnel orders that are stored for 75 years. On an individual basis, as a rule, orders for rewards and penalties are issued, taking into account their specific educational role.

Each item of the order on personnel must be formulated in strict accordance with the requirements of the Labor Code. Permanent information for any personnel order is an indication of the administrative action (dismiss, transfer), last name and initials of the employee (full name and patronymic - when hiring), position and structural unit (if the enterprise has structural divisions), the date of entry into force of this clause order (if it does not coincide with the date of registration of the order).

The presence of other information in the paragraphs of the order on personnel is determined by the specifics of the administrative action.

When applying for a job, it is necessary to indicate fixed size remuneration (salary, allowance, indexation, tariff rate) and, if necessary, admission conditions: temporarily (from ... to ...), with a probationary period (its duration), etc.

When transferring to another job - a new position and division, type of transfer (for temporary transfers - indicating the duration), reason for the transfer (in full accordance with the requirements of the Labor Code), change in wages (if any).

Upon dismissal - the reason for dismissal, according to the articles of the Labor Code.

When granting leave - its type, duration, start and end dates.

For business trips - the date and duration of business trips, the place of destination, the name of the enterprise.

Each paragraph of the order on personnel must end with a reference to the written basis for this administrative action.

Orders on personnel, according to the Labor Code, are brought to the attention of employees against receipt. Employee familiarization visas can be placed either directly after the text of each paragraph of the order, or after the signature of the head of the enterprise.

The draft order on personnel is usually agreed with the following interested officials: with the chief accountant, legal adviser, with the heads of structural divisions whose employees are mentioned in the order. Mandatory endorsement of personnel orders by the head of the personnel service (in small organizations - by the employee responsible for maintaining personnel records) is provided for.

Orders for personnel must be registered (separately from orders for core activities). As a registration form, a registration book (magazine) is used (with a relatively small number of personnel orders issued during the calendar year) or registration cards (with large arrays of orders for the convenience of reference and search work).

The registration form indicates: the date and number of the order, the content, who signed the order.

Taking into account the differences in the terms of storage of orders by personnel, it is recommended to index (number) them according to next rule. To the serial number of the personnel order is added letter designation to distinguish it by number from the order by main activity. It is advisable to introduce different letter designations for personnel orders of different content, for example: No. 28-k - order on the movement of personnel (recruitment, transfer, dismissal, changes in personnel information), No. 12-km - on business trips, No. 45-o - on vacation , No. 32-p - about encouragement.

The information contained in orders for personnel (information about work and incentives) is recorded in the work books of employees.

The personal application of the employee for admission, transfer or dismissal is written, as a rule, by hand, in any form or on a stencil form developed at the enterprise. The application shall indicate: the name of the structural unit, the name of the type of document, the date, the addressee (position, surname, initials of the head of the enterprise), text, personal signature, transcript of the signature. In the future, a resolution of the head and a mark on the execution of the document and sending it to the case are affixed to the application.

An employment contract, as a written form of an employment contract between an employee and the administration represented by the head of the enterprise, must have the following mandatory details: name of the type of document, date, index, place of compilation, text, signatures, seal. The contract is drawn up in two original copies, one of which remains at the enterprise, and the other is kept by the employee.

The translation submission has a unified form and includes details: the name of the structural unit, the name of the document type, date, index, place of compilation, addressee, resolution, title to the text, text, signature, visas. The submission of the transfer is prepared by the head of the structural unit, addressed to the head of the enterprise, agreed with the interested parties. The head of the enterprise, after considering the submission, puts down a resolution, on the basis of which an order for transfer is subsequently prepared. The text of the submission should reflect the assessment of the employee's production activities and justify the reasons for the transfer.

Priority annual leave employees of the enterprise is reflected in the vacation schedule - a document fixing the distribution of regular vacations for the coming calendar year. At large enterprises, vacation schedules are compiled in each structural unit, and then the personnel department prepares a consolidated schedule for the entire enterprise.

When drawing up a vacation schedule, the following are taken into account: the current legislation, the peculiarities of the work of the enterprise, the personal wishes of employees, etc. If there is a trade union organization at the enterprise, the vacation schedule is agreed with the trade union committee. The consolidated vacation schedule is signed by the head of the personnel service and approved by the head of the enterprise.

The form of the vacation schedule is unified and includes details: the name of the enterprise, the name of the type of document, the date, index, place of compilation, stamp of approval, title to the text, text, signature, approval visas, stamp of approval with the trade union organization.

If it is necessary to transfer the vacation period to another time, the head of the personnel service, with the consent of the employee and the head of the structural unit where he works, changes the vacation schedule.

In order to reduce the number of internal documents, it is recommended to clarify the vacation time promptly, without drawing up an application. During the year, the actual terms of stay of each employee on the next vacation and the reasons that caused the change earlier are entered into the schedule deadlines holidays.

2. Personnel service in modern conditions

.1 The role and knowledge of human resources in modern conditions

Now in our country, the increasing role of personnel services is dictated by the following objective circumstances:

Today, the conditions in which the personnel service develops have changed significantly. These changes are associated with the transition of a time-sustained shortage of labor resources to their surplus. The main reserves are best use personnel, their optimal distribution among workplaces, increasing the load on each member of the team. The reduction in the number of personnel is the most important lever for increasing the efficiency of production at the first stage of the transition to a market economy.

The decrease in the number of employees should be compensated by the greater intensity of labor, and hence the higher qualification of the worker. In this regard, the responsibility of personnel services is increasing in choosing directions for the qualification growth of employees, in increasing the effectiveness of forms of training and stimulating their work.

The implementation of the restructuring of the personnel policy entails the expansion of the functional duties of employees of personnel services, increasing their independence in solving personnel problems.

Today, personnel services do not meet the new requirements of personnel policy. Their activities are limited mainly to solving the issues of hiring and dismissal of employees, processing personnel documentation. Absent in enterprises and one system work with personnel, first of all, a system of scientifically based study of abilities and inclinations, professional and official promotion of employees in accordance with their business and personal qualities. The structure of personnel services, the qualitative composition and the level of remuneration of their employees do not correspond to the tasks of implementing an active personnel policy. There is practically no training of specialists for work in personnel services in the country.

The personnel service in modern conditions should be the organizer and coordinator of all work with personnel at the enterprise. It is designed to perform the function of monitoring the implementation of personnel policy in structural divisions, to oversee wages, medical care for employees, the socio-psychological climate in the team, and social protection of employees.

The nature of the functions performed and the tasks to be solved also predetermine the requirements for the personnel service, in particular the need for research and development (for example, surveys to identify factors, causes, consequences in relation to labor relations), establishing contacts with territorial labor authorities, with the employment service and vocational guidance, universities and technical schools (colleges), with private structures specializing in the selection of personnel, due to the need to study the situation on the labor market, recruitment, their training and advanced training, etc.

The effectiveness of the work of the personnel service in the enterprise depends on:

its structuring and specification of the functions of each structural unit;

interconnected work of structural units within the service itself;

organic connection of the work of the personnel service with the work of the technical and economic service of the enterprise;

service staffing.

The purpose of the ordinary personnel department is usually reduced to the conduct of personnel records management and recruitment. HR departments in large companies carry out the development of a personnel policy system, training, adaptation, placement of personnel, conducting trainings, accounting for the movement of personnel within the company, forming a team and corporate culture, development of schemes of motivation. The functions of the personnel department include: planning the staffing of the company's staff in the future, researching the personnel potential of working employees, planning the promotion of promising specialists within the company. HR managers evaluate professional and personal qualities specialists in the reserve organize the processes of training and advanced training, as well as certification of employees. Also, HR managers develop job descriptions, search for candidates, conduct interviews and select personnel for the required vacancies. Psychologists of the personnel department analyze the causes of staff turnover, monitor and monitor the state of the working environment and discipline in the departments of the company, help find the best solution in conflict situations that arise between employees. Inspectors of the personnel department draw up documents related to the admission, transfer and dismissal of employees in accordance with personnel legislation, as well as are engaged in the design and maintenance of work books, accounting for the personnel of the enterprise. Human resources inspectors are also involved in the preparation of documents for submission to the pension fund and the tax office.

In general, we can say that the role of the personnel service is high, especially for enterprises engaged in organizational and economic activities in today's economic situation.

It is important to emphasize that in the modern world, the personnel service at the enterprise plays a very important role. It should be the coordinator and organizer of all HR work, HR policy and any other HR activities.

The personnel services of modern enterprises can be divided into three groups.

Conservatives. Working the old fashioned way technical functions personnel management.

moderate innovators. Along with personnel records management, they perform certain functions of human resource management: recruitment, certification of employees and the formation of a training program for them. Sometimes a psychologist gets into the staff of the personnel department, and then this unit deals with the socio-psychological microclimate in the team.

Innovators. Actively introduce advanced personnel technologies. Recent times in large companies, they even create an independent structure "Center for Assessment, Development and Training of Personnel", which works not only with its own employees, but also conducts open and corporate trainings for other companies. This allows you to make the unit not only self-sustaining, but also profitable. With a large number of employees, each personnel management function can be performed by a separate unit within the personnel department. But in real situation at the time of its organization, not all functions are implemented.

Each organization that has decided to “get” employees for itself should know that, in accordance with the labor legislation of the Russian Federation, this process must be properly documented.

Moreover, documenting requires not only the hiring of employees, but also their transfers, changes in existing working conditions, termination of employment contracts and many more things that happen in the process of work. The organization also needs internal labor regulations, a provision on bonuses, as well as a number of other documents regulating the work of employees. The lack of personnel documentation in the company can lead to sad consequences for the employer, which will be expressed both in fines from the labor inspectorate and in problems with employees. The personnel department has traditionally been an independent structural unit of the enterprise, subordinate either to the head of the enterprise or to his deputy for personnel work. Depending on the type and sectoral affiliation of the enterprise, the number and structure of human resources, the structure and size of the personnel service of enterprises itself has changed.

3. Ways to improve the work of personnel services in modern conditions

Today, personnel services do not meet the new requirements of personnel policy. Their activities are mainly limited to:

Solving the issues of hiring and dismissal of employees,

Formulation of personnel documentation.

The enterprises also lack a unified system of work with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and official promotion of employees in accordance with their business and personal qualities.

The structure of personnel services, the qualitative composition and the level of remuneration of their employees do not correspond to the tasks of implementing an active personnel policy.

There is practically no training of specialists for work in personnel services in the country.

But for a more efficient work of the personnel service, it is necessary to improve it. By introducing competent changes in the work of the personnel service, we doom our organization to success in advance, because half of the success depends on the work of the personnel service.

The restructuring of the activities of personnel services should be carried out in the following areas:

) providing a comprehensive solution to the problems of high-quality formation and effective use personnel potential based on the management of all components of the human factor: from labor training and career guidance for young people to care for labor veterans;

) the widespread introduction of active methods of search and targeted training of workers necessary for the enterprise and industry.

The main form of attraction necessary specialists and skilled workers for enterprises should be contracts with educational institutions. The advanced training of workers and specialists for the development of new equipment and technology in industries is relevant. National economy, which requires HR departments to improve training planning;

) systematic work with management personnel, with a reserve for promotion, which should be based on such organizational forms as business career planning, preparation of candidates for promotion according to individual plans, rotational movement of managers and specialists, training in special courses and internships in relevant positions;

) revitalization of the activities of personnel services to stabilize labor collectives, increase the labor and social activity of employees on the basis of improving socio-cultural and moral and psychological incentives;

) ensuring social guarantees for workers in the field of employment, which requires personnel workers to comply with the procedure for employment and retraining of laid-off workers, providing them with established benefits and compensations;

) the transition from predominantly administrative-command methods of personnel management to democratic forms of evaluation, selection and placement, wide publicity in personnel work.

In modern conditions, the personnel departments of enterprises are becoming bodies of organizational and methodological support for election and competitiveness, periodic reporting of officials to labor collectives, which will require personnel workers to be able to apply psychological testing methods, sociological methods of studying public opinion, assessing the candidate being studied for nomination by his colleagues, subordinates, etc.;

) strengthening of personnel services with qualified specialists, increasing their authority, in connection with which it becomes relevant to create a system for training specialists for personnel services, their retraining and advanced training;

In this regard, it is expedient to identify in the branches and regions those scientific organizations and consulting firms that will develop personnel problems and provide practical assistance to personnel services.

) strengthening the material and technical, scientific and methodological support of personnel work is an urgent task for most enterprises.

In the conditions of the formation of a market economy, a fundamentally new stage in the development of personnel services opens with qualitatively different functions and tasks.

It must also be remembered that in addition to the success of the organization itself, the work of each of their departments is inextricably linked with the personnel service, and with the improvement of the working conditions of the personnel service and its internal structures, we improve the work of the organization as a whole.

Conclusion

The personnel of an enterprise is understood as a set of employees of various professional and qualification groups employed at the enterprise in accordance with the staffing table, as well as working owners of the organization who receive wages at the enterprise (firm).

Since personnel play a major role in the production process, each enterprise should develop and implement a personnel policy, which includes: selection and promotion of personnel; personnel training and their continuous education; hiring part-time workers; placement of workers in accordance with the established system of production; labor stimulation; improvement of labor organization; creation of favorable working conditions for employees of the enterprise.

Personnel policy should be aimed at achieving the goals: creation of a healthy and efficient team; increasing the level of qualification of employees of the enterprise; creation of a labor collective that is optimal in terms of gender and age structure, as well as in terms of skill level; the creation of a highly professional management team capable of responding flexibly to changing circumstances, feeling and implementing everything new and advanced, and able to look far ahead.

The efficiency of the use of labor in an enterprise also depends on the structure of the enterprise's personnel - the composition of personnel by category and their share in the total number, and on the functions performed by these personnel.

List of sources used

1.Anisov, L. M. Organization of work of personnel services / L. M. Anisov, I. I. Terekhov. - Minsk: Chasta, in-t exercise. and predpr., 2009. - 55 p.

.Armstrong, M. The practice of human resource management / M. Armstrong. - St. Petersburg: Peter, 2007. - 831 p.

.Belyatsky, N.P. Personnel Management: Textbook / N.P. Belyatsky, S.N. Velesko, P. Reusch. - Minsk: Ecoperspective, 2007. - 352 p.

.Zaitsev, G. G. Personnel Management: Textbook / G. G. Zaitsev. - St. Petersburg: North-West, 2008. - 346 p.

.Kulapov, M. N. Personnel management: to help a novice leader: Textbook / M. N. Kulapov. - Moscow: Dashkov i K, 2008. - 190 p.

.Odegov, Yu. G. Personnel management / Yu. G. Odegov, P. V. Zhuravlev. - Moscow: Delo, 2007. - 290 p.

.Popov, S. G. Personnel management / S. G. Popov. - Moscow: Os-89, 2008. - 450 s

.Travin, V. V. Fundamentals of personnel management / V. V. Travin, V. A. Dyatlov. - Moscow: Infra-M, 2008. - 358 p.

.Fedorova, N.V. Personnel management of the organization / N.V. Fedorova, O.Yu. Minchenkova. - Moscow: KnoRus, 2007. - 415 p.

.Alekseenko, L. Structure and staffing of the personnel department: an individual approach / L. Alekseenko, L. Yanovskaya // Kadrovik. Personnel Management. - 2007. - No. 7. - S. 104.

.Gutgarts, R. D. Methods of personnel design / R. D. Gutgarts // Handbook of personnel management. - 2007. - No. 12. - S. 9-10.

.Kilyakova, D. A. How to organize the work of the personnel service? / D. A. Kilyakova // Handbook of personnel management. - 2007. - No. 8. - S. 80.

.Uspenskaya, E. A. Personnel Service / E. A. Uspenskaya // HR Directory. - 2003. - No. 2. - S. 12.

.Chikilevsky, V. On the number of employees of personnel services / V. Chikilevsky, L. Kondratenko // Personnel Service. - 2008. - No. 4. - S. 25.

.Yanovskaya, L. Regulations on the personnel department / L. Yanovskaya // Personnel service. - 2009. - No. 3. - S. 32.

.Yanovskaya, Yu. M. Prospects for the development of the personnel service / Yu. M. Yanovskaya // Handbook of personnel management. - 2009. - No. 8. - S. 79.

The organization and maintenance of personnel records management is a direct responsibility of the employees of the personnel service. In situations of creating a new organization, transforming an old or other reorganization options, management and the personnel department need to know the main points of work: training and searching for employees, hiring, transferring and dismissing personnel, as well as the rules for both archival and operational storage of documents.

Competent organization of personnel records management as the basis for the stability of the company

In any organization, regardless of the form of ownership, there is a staff. It differs in size and composition, in the functions performed and the level of qualification. The task of the personnel department is to make sure that all questions and problems related to the employees of the enterprise are resolved as quickly and competently as possible.

The stability of an organization is directly dependent on its employees. The primary task of the personnel service is the competent and timely selection of employees, the conduct of personnel records management in accordance with the law and the timely delivery of documents to the archive. This is the basis for the stable operation of any enterprise.

Training of personnel for work with personnel

The instruction on personnel records management clearly indicates the need to have professional training for personnel specialists. However, in practice, there is often a problem with the training of workers of the required profile.

Higher and secondary specialized educational institutions do not graduate specialists with such narrow qualifications as "personnel records management". Training usually takes place already on the spot or at specialized courses. It is also possible to train an employee directly at the workplace by mentoring.

Personnel records management training of specialists involves the following ways:

• retraining on the basis of a second higher education;
• obtaining higher education of a related profile, for example, "document management", "jurisprudence", "personnel management", "information protection";
• training in specialized long-term courses (at least three months), followed by an exam;
• practical work followed by regular professional development.

Regulatory documents regulating the work of personnel services

Activities of the personnel department general organization personnel records management is very dependent on the current legislation and internal regulatory documents. This feature is associated with the nuances of working with a large number of personal documents, which are often confidential.

Office work in the personnel service is regulated by the following acts:

• Constitution, Civil and Labor Codes, as well as partially Criminal and Family;
• legislative acts on the profile of the organization in matters relating to work with personnel;
• normative acts of local importance;
• various classifiers, rules and instructions of the federal level;
• internal regulatory documents, for example, instructions for personnel records management;
• orders and directives from management.

Employees of the personnel service are obliged to strictly comply with the requirements of regulatory enactments and, above all, the Labor Code.

Search and documentation of employees

HR management begins with the search and registration of personnel. First of all, it is necessary to decide on the options for finding new employees. Among them, the following stand out:

• agencies and employment offices;
• employment;
• job fairs;
• educational establishments;
• job boards and resumes on various resources;
• other organizations;
• acquaintances and friends.

All search options for employees have their advantages and disadvantages, the employee of the personnel department must make the most of all opportunities to close the vacancy.

When a candidate is found, an interview is held with him. It is desirable that its progress be documented: it is easier to make an informed decision on hiring or rejecting. In the latter case, the person is notified in writing of the reason within five working days. If the applicant is suitable for a vacant position, then he should be enrolled. From this begins the registration for a specific employee.

• conclusion of an employment contract;
• issuance of an admission order;
• a new employee or her institution;
• registration of a personal card;
• if it is accepted in the organization - the establishment of a personal file;
• familiarization and signing by the employee of internal regulatory documents and instructions.

Personnel records (personal cards, staff list)

Maintaining personnel records management involves the mandatory registration of accounting documentation, in particular, staffing and personal cards. These documents are mandatory for organizations of all forms of ownership.

Staffing and headcount should be up-to-date and meet the needs of the organization. It contains the names of all positions, the number of rates, indicating vacancies for a given period.

Personal cards are unified documents containing brief data on the employee's work activity and personal information. They are subject to strict accounting and special storage conditions, in places that prevent their damage and theft.

Orders on personnel, differences and design features

General office work in personnel work is mainly expressed in orders and orders of management. These documents may concern both individual employees and the entire staff as a whole. They differ in design and implementation features.

Most orders and instructions regarding specific actions with an employee have a unified form. They are subject mandatory approval with all interested parties and familiarization by the employee against receipt. Copies of personnel orders are stored in a personal file, and the originals in separate folders.

Journals on personnel records management, rules for registration and storage

To account for the movement in the personnel service, it involves the maintenance of specialized journals. These are tabular documents of a multipage format, most often unified. Usually they are started either in large notebooks, or they are purchased ready-made in specialized stores.

Types of personnel magazines:

• registration of incoming and outgoing documentation, including letters;
• registration of orders;
• registration of arrival and departure of employees on business trips;
• registration of applications, submissions, notifications, official and memos;
• registration of forms of work books, their inserts;
• books of accounting for the movements of various personnel documents, etc.

All journals must be in without fail stitched and sealed, and the sheets are numbered. They should be kept separate from all documents. Preferably in a safe or a special cabinet.

Features of maintaining and storing personal files

Keeping personal records is not mandatory. However, most organizations collect employee records in one form or another. Of course, it is more convenient to do this in one folder.

A personal file is a set of documented personal information about an employee, collected and formed in a certain order. It may include a variety of documents and copies:

• copies of orders about the employee;
• copies of statements;
• copies of identity documents confirming qualifications, education, benefits and marital status;
• questionnaire;
• characteristics and reviews;
• references, etc.

Personal files include personal information and should be kept separate from other documents. Access to them is allowed only to a strictly limited circle of officials. Upon dismissal of staff, personal files are handed over for archival storage.

Rules for registration, storage and issuance of work books, as well as inserts

All organizations are required to keep work books for their staff, with the exception of employees hired part-time. At the initial admission, the employer independently acquires blank forms and makes the first entry in them. On the title page enter relevant information about the employee. Subsequently, it is necessary to monitor their relevance and make changes in time.

On the spread of the main part, records are made about the labor and social activities of the employee, his permanent reception. All records are numbered in a general manner and are made on the basis of an order. The record of dismissal is accompanied by an imprint of the seal of the organization and the signature of the head.

Made by hand, with a blue ballpoint pen, clear and understandable handwriting. Carefully monitor the relevance and reliability of the entered data. If it is necessary to correct the information, then they must be carefully crossed out with one line and the current information must be entered. This action must be confirmed by the signature of the head and seal.

Store work books separately from other documents, in a safe. It is forbidden to hand them over to employees or third parties without a special order from the responsible authorities.

Features of operational and archival storage of personnel documents

The storage of personnel documents is determined by their special significance. They contain personal information and are confidential. Such data is not subject to unauthorized disclosure. Otherwise, a fine is imposed on employees of the personnel service and the head of the organization.

To organize the proper storage of personnel documents in the personnel service, it is desirable to have separate room. There must be one entrance to it and it must be equipped with a metal door with an alarm.

The documents themselves should be stored in metal cabinets or safes. Avoid exposure to sunlight and dust, as well as temperature fluctuations and excessive humidity. These simple steps will help save personal data.

Gone are the days when subordinates "blindly" followed their leader. Times have changed, people have changed. Today, you can often find that employees are in no way inferior in professional qualities, in terms of education or intelligence to their boss. And sometimes even superior in some respects. Bosses don't scare people as much as they used to. An employee is free to quit of his own free will and get another job. Therefore, the boss is interested in keeping people around him, and maintaining good not only interpersonal, but also intra-group relations. But not everyone will be able to manage them correctly. This whole art is the art of managing.

There are several HR tips that no boss can do without. Here is some of them:
1. Accounting for background knowledge. Each person has their own level of knowledge. First of all, it depends on the level of education and on the erudition of a person. When choosing instructions, you should carefully form your speech so that the addressee understands what is being said.
2. Understandable meaning. This means that the boss should not give orders using words with double meanings.
3. Speak not on your own behalf, but on behalf of the company. Otherwise, the subordinate will perceive the orders as personal desires of the boss, and not as the goals and needs of the organization.
4. Pay attention to intonation. Even the most accurate information in a rough form will not be perceived by the employee - because of the tone of the boss. The brain is arranged in such a way that a person can work either with emotions or with logic. Together, no way.
5. "Proper name." Most effective way influence is the appeal to the employee by name and patronymic. As our ancestors said, for a person there is no sound more beautiful than the sounds of his name. Indeed, many psychologists emphasize the fact that a person develops a positive attitude when he is called by name.
6. Compliments. From the very beginning of the conversation, call the subordinate positive emotions should give him a little compliment.

It is recommended to use several points at once in order to achieve the maximum achievement of the result - the execution of the order.

1. Personnel management

To be successful in business, you must be a true business person—tireless, determined, and shrewd.

For the successful development of a business, it is necessary to carefully consider all issues related to hiring staff. Do not forget at the same time that the employees you hire may not have the qualities that you possess, and working in a company may attract them in a completely different way than you yourself.

After reading this brochure, you will learn how to organize the work of the company's employees and how to manage the work of each employee. This will help you reduce the risk and solve some of the problems associated with hiring staff. By hiring additional workers and properly organizing their work, you will expand the scope of your business and extract additional profit from your commercial activities.

2. Management styles

Management style is a set of techniques, a manner of behavior of a leader in relation to subordinates, which makes it possible to force them to do what is in this moment necessary in order to achieve a certain result. For the vast majority of subordinates, when receiving an order from a superior, it is of great importance how the order was given in what tone, how the boss behaved, whether he, the subordinate, was taken into account, his opinion, his professional potential, capabilities. This is where leadership style comes into play.

So there are three ways to make a decision:

the decision is made by the leader personally (authoritarian style);

the decision is made collectively, when the leader consults with subordinates, jointly come to a consensus (democratic style);

the manager instructs the subordinates to make the same decision (delegating style).

Authoritarian style of management a set of management techniques, using which the leader focuses on his own knowledge, interests, goals. An authoritarian leader does not consult with colleagues or subordinates, takes tough positions and uses administrative methods of influencing people, imposing his will on them by coercion or reward.

This style is most in demand in the period of formation, that is, on initial stage the formation of an organization, its workforce, when employees do not have the skills to see goals and ways to achieve them. The negative qualities of the authoritarian style include the fact that it helps to reduce the creative initiative of subordinates, worsens the socio-psychological climate, and leads to staff turnover.

Democratic style of management a set of management techniques, the behavior of a leader, based on a combination of the principle of one-man command with active involvement in decision-making, management, organization and control of subordinates. A democratic leader prefers to influence people with the help of convictions, reasonable faith in the diligence and skill of subordinates.

Democratic style is the most suitable for the formation of team relationships, since it forms goodwill and openness of relationships both between the leader and the subordinate, and between the subordinates themselves. This style to the maximum extent combines the methods of persuasion and coercion, helps each employee to clearly formulate his personal goals, establish effective communication between the manager and the subordinate. To negative consequences The use of democratic style should be attributed to the additional time spent on discussing the problem, which in extreme conditions can drastically reduce management efficiency.

Delegating management style a set of management techniques, the behavior of a leader, based on the transfer of tasks to subordinates, who also take on part of the responsibility for their implementation. A leader who prefers a delegating style gives subordinates almost complete freedom.

The delegation style is designed for managers who are well-versed in situations and are able to recognize the levels of maturity of employees, transferring to them only those responsibilities that they can handle. Delegation can only be discussed if these are highly effective teams and if those who are given the right to independently solve the problem are high-class specialists.

So, what style should a leader choose? It seems that for this he first of all should evaluate the subordinate. If this is a beginner who, moreover, does not have high qualifications, then in this case an authoritarian style will be preferable, manifested in clearly defined tasks with an indication of the sources of the necessary resources. To manage an experienced worker who is a professional in his field, it is undoubtedly better to choose a democratic or delegating style.

If it is necessary to solve complex problems and there is time to develop an optimal solution, and the subordinates are not beginners, it is better to turn to the democratic style. In an extreme, emergency or urgent situation, even for the existing team, the authoritarian style will again be the best.

The leadership style should change with the growth of professional skills, work experience of subordinates and correspond to the situation in which the subordinate is located.

3. General remarks

If you want every employee to bring maximum value, you must be sure that:

he really understands what you expect from him;

he is able to perform the work that you entrusted him or are going to entrust;

he has every opportunity to cope with the assigned work.

Keep this in mind when hiring a new employee. Business success depends on it!

Try to check how you are currently doing this task and how you could ideally do it. Be as honest as possible and don't wishful thinking.

Try to determine what you expect from each of your employees.

To make it easier for yourself, remember and write down some of the recent incidents that you think were caused by the fact that the subordinate did not know exactly what he should do in this situation (for example, he did not correctly determine the sequence of his actions).

Now write down what you should do to prevent a similar situation in the future.

Think: is the employee really capable of doing the work that you entrusted to him?

Write down some examples of situations in which the subordinate did not know what to do, or did not know how he should do this or that job.

What do you think should be done to prevent this from happening again?

Is your employee given the opportunity to perform the work assigned to him?

Recall times when work was not completed because a subordinate did not have the necessary equipment, materials, or tools.

What should you do to correct the current situation?

your answers should help you:

get more benefit from talking with subordinates about their job responsibilities and how exactly this or that work should be done;

facilitate the selection of personnel (a brochure called “Interviewing Job Candidates” will also help you in this matter);

improve the forms and methods of personnel training;

improve your chosen methods of organizing work, selection of equipment, forms and methods of planning your activities.

4. Personnel work at a small enterprise

Ignore human resources no organization can. Work with personnel in medium and large enterprises is usually carried out by personnel services, in small either the head of the organization or an employee who this work entrusted. The functions and tasks of personnel services have different content depending on the level of development of the organization.

There are some features of personnel work that are typical for small businesses:

Firstly, the content of work with personnel is significantly limited by the capabilities and needs of a small business. Human resources for a small business should be simple—only the functions that are needed are performed.

Secondly, as a rule, there is no specialized personnel service at a small enterprise. 1-2 people are engaged in work with personnel, including the head of the organization.

Thirdly, to a large extent, personnel work is informal in nature and is largely determined by the personality of the employee who conducts it.

Fourthly, the functions of personnel work in a small enterprise are carried out in an intermittent mode. For example, the function of hiring new employees is not carried out constantly, but as the organization needs labor resources.

Fifth, personnel work is aimed at ensuring the operational interests of the organization.

Sixth, some types of personnel documentation, typical for medium and large enterprises, are absent in small ones.

The personnel work of a small enterprise is characterized by the following set of basic and primary functions:

selection and recruitment of personnel;

dismissal of staff;

payroll management;

management of the disciplinary system of the organization.

As part of these HR functions, the following responsibilities must be fulfilled:

search, selection and hiring of employees with the necessary qualifications;

determining the amount of wages, forms and procedures for material incentives for employees of the enterprise;

ensuring an acceptable level of labor and performance discipline of employees;

determination of regular holidays for employees;

carrying out the procedure for dismissal of employees in accordance with applicable law.

It should also be noted that despite significant differences in the personnel work of organizations that are at different levels of development, with different economic specialization, organizational and legal form of doing business, etc., personnel services have matching, universal responsibilities. One of them is the organization of personnel records management.

This task cannot be underestimated. Rational and legally correct organization of office work contributes to:

optimization of workflow by reducing the amount of documentation;

ensuring compliance with the current labor, tax, pension legislation;

improving the efficiency of personnel work in solving its main responsibilities.

Along with the above responsibilities, personnel work should solve additional responsibilities aimed at the development of the enterprise and compliance with labor discipline, namely:

development of personnel policy of the Enterprise;

drawing up the internal labor regulations at the Enterprise;

organization of an event for the adaptation of a new employee at the Company, with the attachment of a mentor to him for a certain period;

planning additional need Enterprises in workers, specialists, managers, employees of the required specialties;

carries out a systematic and systematic assessment and certification of personnel in terms of the effective use and development of the capabilities of employees;

development of regulations on personnel certification;

assistance and control over the results of personnel appraisal;

development of a training program for employees of the enterprise, formation of a training group, formation of a group of trainees, conclusion of an agreement with higher, secondary specialized, vocational and other educational institutions for the training, retraining and advanced training of personnel;

providing organization labor process all categories of employees, monitoring the state of labor protection, improving the organization of labor, the use and regulation of working time, the creative activity of personnel;

development of regulations on remuneration and bonuses for personnel at the Enterprise;

implementation of control functions from the standpoint of compliance of all implemented measures in personnel work with labor law norms.

To increase the efficiency of personnel work, it is still more expedient to assign all of the above responsibilities to a specific performer, for example, to the deputy general director or personnel manager, and develop a regulation on the personnel service (personnel management service) or job description for this position. But all this can be done by the head of the enterprise himself.

A competent HR manager can actively influence the level of performance discipline of employees. This is its specific ability to increase labor productivity. It indirectly affects the increase in income. A number of practical ways in which the manager has the opportunity to influence the income of the organization are given below.

As your business grows, sooner or later you will need to hire staff. From now on, the success of the business will largely depend not only on you personally, but also on the ability to manage the work of each employee.

For your business to flourish, you must:

carefully select employees, hire a new person only after making sure that he is really capable of performing the necessary assignment, as well as establishing good business relations with him;

clearly explain to the employee what is required of him and how exactly he should do this work (be sure to make sure that he really understands you);

make sure that he is really capable of doing what you need;

make sure that the employee is provided with everything necessary for the performance of work;

identify motives that can induce an employee to do more work or work more intensively;

make sure that you are aware of all the affairs of the company and are ready, if necessary, to make adjustments to the work of the employee already at the initial stage;

do not be afraid to express approval and praise for well-performing employees;

try not to do all the work yourself, although it may be easier for you: let your employees do the work for which you pay them.

REMARKS:

YOUR EMPLOYEES DON'T HAVE TO BE "CARTS ON WHEELS"! IT IS IMPORTANT HOW THE STAFF WORK NOT IN YOUR PRESENCE, BUT WHEN YOU ARE NOT NEARBY!

Introduction

1. The concept, tasks and functions of the personnel service

2. Basics of the personnel service

2.1 Regulations on the personnel department

2.2 Job descriptions of personnel department employees

2.3 Structure and forms of personnel service

2.4 Labor rationing for HR workers

3. Normative acts regulating issues HR records management in Russia

4. Documents of the personnel service

4.1 Employment contract

4.2 Personnel orders

4.3 Employee ID card

4.4 Work book

4.5 Logs of accounting and control and internal official correspondence

Conclusion

List of sources used

Introduction

The theme of the course work is "Organization of the work of the personnel service."

Human Resources is the calling card of an enterprise. The first step of a person in an enterprise is personnel service. A person tends to remember the beginning and end of different events. This has been established by psychologists. For each person you just need to find their place. In one place, the employee is ineffective, and in another - brilliant. In each one can find abilities that will allow a person to work in a certain area with maximum efficiency.

The relevance of the topic is substantiated by the fact that the necessary recruitment of personnel, the rationality of selection and the personnel strategy plan, the required number of personnel so that in the future it would be able to pursue a personnel policy will depend on the proper organization of the activities of personnel services, preventing the reduction or dismissal of personnel.

The purpose of this course work is to analyze the organization of the work of the personnel service in the enterprise.

To achieve this goal, it is necessary to solve the following tasks:

identify the tasks and functions of the personnel service of the enterprise;

to study and analyze the normative documents regulating the activities of the personnel department;

explore the features of personnel documentation.

The object of research is the personnel service of the organization.

The subject of the work is the documents regulating the work of the personnel service of the organization.

Course work consists of an introduction, four chapters, a conclusion, a list of references, an appendix.

1. The concept, tasks and functions of the personnel service

Personnel service (personnel management service) - a structural unit authorized to carry out personnel management and organizational and methodological management of personnel management measures implemented at the enterprise.

Currently, personnel services can perform the following functions:

· planning of labor resources - determining the need for personnel depending on the strategy of the organization, searching for specialists, creating a reserve of personnel;

· staffing - selection of candidates and selection of personnel from the reserve group;

· organization of office work - preparation and execution of personnel documents (contracts, orders, work books, etc.), organization of work with them (registration, control, current storage, nomenclature of cases, examination of value, preparation and transfer to storage in the archive);

· carrying out certification of employees of the organization;

· training, retraining and advanced training of personnel;

· analysis of movement and staff turnover;

· identification of social tension in the team and its removal;

· coordination of work to stabilize working conditions and observe safety measures;

· discipline management.

In recent years, it has been proposed to include in the functions of the personnel service the organization of remuneration, which implies attestation of jobs, the determination of the structure of remuneration and the structure of benefits, systems of labor indicators, and analysis of the labor market.

The main tasks of personnel work at the enterprise can be divided into the following areas:

.The accounting and control direction of personnel work involves the solution of the following main tasks:

· admission of employees to the enterprise;

· accounting of employees;

· dismissal of employees;

· work with temporarily absent employees of the enterprise (who are on vacation, absent due to illness, who have gone on business trips, etc.).

2. Planning and regulatory direction:

· selection (search and selection) of employees for the enterprise;

· placement of employees of the enterprise;

· movement of employees of the enterprise;

· promotion and adaptation of employees.

3. Reporting and analytical direction of personnel work:

· study of workers;

· assessment of the work of employees;

· analytical work;

· preparation of reports.

4. Coordination and information direction:

· professional training (training and retraining) of employees;

· organization of reception of employees of the enterprise (on official and personal issues);

· work with written appeals of employees of the enterprise;

· archival and reference work.

5. Organizational and methodological direction:

· documenting the activities of employees of the enterprise;

· personnel work in the divisions of the enterprise;

· HR planning;

· personnel management.

All tasks of the personnel department are determined by the specifics of the work of the organization, while taking into account:

· the size of the organization;

· line of business (manufacturing, trade, services to the population);

· strategic goals of the organization;

· stage of development of the organization;

· number of staff;

· priority tasks of work with personnel.

The principles of building a modern personnel management system are:

· the effectiveness of the selection and placement of employees;

· fair remuneration and motivation, remuneration not only for individual, but also for collective achievements;

· promotion of employees in accordance with the results of work, qualifications, abilities, personal interests, needs of the organization;

· fast and effective solution of personal problems.

The work of personnel services has two directions: tactical and strategic.

As part of the tactical direction, the current personnel work is carried out:

· analysis of the state and planning of staffing needs, development of staffing tables, implementation of recruitment, evaluation and selection of personnel;

·testing;

· planning of the next personnel transfers and layoffs, current accounting and control, training, retraining and advanced training, formation of a reserve for promotion, promotion of organizational values ​​and education of personnel in their spirit.

The main activity of personnel services is the formation of labor resources: planning the need for them and organizing practical recruitment activities, resolving conflicts, and pursuing social policy.

The essence of personnel work is to determine what exactly, by whom, how and with the help of what should be done in practice at the moment in the field of personnel management. The solution of these daily tasks is based on administrative methods.

The strategic direction of the work of personnel services is focused on the formation of the personnel policy of the organization - a system of theoretical views, ideas, requirements, practical measures in the field of work with personnel, its main forms and methods.

Based on this chapter, we can note that the personnel service is an obligatory link in the organization of an enterprise and the tasks of the work of the personnel service depend on the activities of the enterprise. As well as proper organization HR records management is the key to the prosperity of the enterprise, but the work of the personnel service is not limited to accounting and statistics, as it is the basis for analysis and planning of the enterprise's potential.

2. Basics of the personnel service

1 Provision of the human resources department

One of the first steps in organizing the work of an enterprise is drawing up a regulation on the personnel department. It includes the tasks, functions, rights and obligations of the organization's personnel.

· The Regulation on the Human Resources Department includes several sections:

· general provisions;

·tasks;

·structure;

functions;

· relationships with other departments of the enterprise;

·rights;

· a responsibility.

The section "General Provisions" indicates the subordination of the personnel department to the director of the enterprise.

The "Tasks" section contains clearly formulated areas of activity of the department, the most important of which are the organization of work to ensure the selection, placement, use of workers and specialists; formation of a stable working team; creation of a reserve; organization of personnel accounting system.

In the "Structure" section, the procedure for developing and approving the structure of the department, its size, areas of work and assigned divisions of the department are indicated.

In the "Functions" section, the functional responsibilities in the field of personnel work are considered:

· development of staffing plans;

· registration of reception, transfer and dismissal of employees in accordance with labor legislation;

· accounting of the personnel of the enterprise;

· storage and filling of work books, documentation of office work;

· control over the execution by the heads of departments of orders and instructions for working with personnel;

· study of the movement of personnel, analysis of staff turnover, development of measures to eliminate it;

· analysis of the composition, business qualities of the enterprise's specialists for the purpose of their rational use;

· creation of conditions for improving the educational and qualification level of specialists;

· work on creating a reserve for promotion;

· preparation of proposals for improving the placement and use of workers;

· preparation and systematization of materials for the attestation commission;

· preparation of materials for the provision of workers, specialists and employees for promotion and rewarding;

· taking measures for the employment of laid-off workers;

· monitoring and instructing employees of the personnel department;

· organization of control over the state of labor discipline and internal labor regulations;

· Maintaining all HR records.

The section “Relationships with other departments of the enterprise” contains a list of documents that are received by the HR department and documents that are sent from the HR department to other departments.

From other divisions, the personnel department receives applications for the admission of workers and employees, ideas for promotion, vacation schedules.

Information about violators of labor discipline, copies of orders for admission, movement within the enterprise, dismissal of personnel, changes in labor regulations, information on labor discipline are sent from the personnel department to the divisions.

In the "Rights" section, the main powers of the personnel department are indicated:

· the right to demand from all departments of the enterprise the materials necessary for the full-fledged work of the personnel department;

· the right to receive employees of the enterprise on issues of admission, movement and dismissal;

· the right to communicate with other organizations on recruitment matters;

· the right to demand from other units the mandatory implementation of those instructions that are provided for by the regulation on the personnel department.

The section "Responsibility" establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

2.2 Job descriptions of personnel department employees

The job description of an employee of the personnel department, like any other job description, in accordance with paragraph 5 of the Decree of the Ministry of Labor of the Russian Federation of February 9, 2004 No. 9 “On Approval of the Procedure for Applying the Unified Qualification Handbook for the Positions of Managers, Specialists and Employees” consists of three sections: “Job Responsibilities”, "Knowledge Requirements" and "Qualification Requirements".

The duties of the Head of Human Resources are:

· management of the work of the department;

· ensuring the performance of work;

· development of the necessary documentation, proposals, recommendations, instructions;

· ensuring the rational use of material, financial and technical means;

· carrying out work to protect information constituting a trade secret;

· ensuring a rational distribution of the load between the employees of the department;

· creation of conditions for staff development;

· monitoring compliance by employees with the rules of internal labor regulations, rules and regulations of security, production and labor discipline;

· making proposals to encourage distinguished employees, imposing penalties on violators of production and labor discipline;

· ensuring the preparation of statutory reporting.

The head of the HR department should know:

· resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department;

· fundamentals of economics, organization of labor and management;

· internal labor regulations;

· rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

In budget organizations, there are qualification requirements for setting wages. For example, the presence of higher professional education and work experience in the profile of at least 5 years. For commercial organizations, such requirements can only serve as a guideline in setting wages.

As a rule, the staffing of the personnel department has the following positions: head of the personnel department; personnel inspector; psychologist; HR specialist and others.

2.3 Structure and forms of personnel service

The organizational forms of the personnel service can be as follows:

· personnel management;

· personnel Management;

·Human Resources Department;

· Human Resource department;

personnel center.

Office work in the personnel service can be carried out by one person - the inspector (manager) for personnel or the secretary of the head.

When choosing the organizational form of the personnel service, the head must understand that his decision is determined by the staffing of the organization.

Depending on the number of employees, organizations can be divided into three categories:

)Large, when the organization employs several hundred (thousand) employees;

)Medium, when the composition of employees does not exceed three hundred people;

)Small, consisting of several employees.

In large organizations, especially those that have subsidiaries in the regions of Russia, it is recommended to create a personnel department, personnel management, and medium-sized ones - personnel departments. In small organizations, work with documentation on personnel may be assigned to inspectors (managers) for personnel or to secretaries of the head. In this case, the performance of this function should be reflected in the job description of the inspector or secretary.

The structure of the personnel service and its staffing depend on a number of factors, the main of which are:

industry affiliation of the enterprise;

the place of the enterprise in the economy (world level, state, regional, local);

level of centralization of management;

type of enterprise (local company, holding);

determining economic indicators;

the number of employees of the enterprise;

the concept of personnel management;

personnel policy (priorities, strategy, tactics);

state of the regional labor market;

availability of regional educational infrastructure;

sex and age of employees;

technological features production;

the level of professional training of personnel service specialists.

Depending on the size of a particular organization, the following organizational forms of personnel work are distinguished:

· an independent structural unit with direct reporting to the head of the organization or his deputy;

· performance of the functions of the personnel service by an individual employee of the organization;

· performance of the functions of the personnel service in combination with the performance of other work.

In small companies (up to 100 people) two employees of the personnel department are enough, in medium-sized organizations (up to 500 people) it is advisable to create a personnel department of personnel from three to four personnel specialists, in larger companies (over 1500 people) from seven to ten employees of the service personnel.

Figure 1 - The structure of the personnel service of the enterprise

In the course of interaction with other departments of the organization, the personnel department receives from them applications for the admission of workers and specialists, ideas about incentives, vacation schedules, etc.

From the personnel service to the departments are sent:

) information about violators of labor discipline;

2)copies of orders for the admission of new employees, movement within the organization, dismissal of employees;

)copies of orders on the approval (change) of the Internal Labor Regulations;

)information related to issues of compliance with labor discipline.

From the accounting department, the personnel department receives a staffing table, calculations of the need for labor, salary certificates for processing pensions for age, disability, survivors, etc.

In turn, the personnel service submits to the accounting department information on the payroll number of employees, absenteeism, staff turnover, a time sheet, orders for admission, transfer and dismissal, sheets of temporary disability for payment, information about regular vacations of employees, etc.

The Human Resources Department is generally vested with the following powers:

· require all departments of the organization to submit the materials necessary for its work;

· accept workers, organizations on issues of relocation and dismissal;

· interact with other organizations on the issue of recruitment;

· demand from other departments the obligatory implementation of those instructions that are provided for by the regulation on the personnel department.

The regulation on the personnel department establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the employees of the department, which is established by job descriptions.

2.4 Labor rationing for HR workers

For employees of personnel services, as well as for employees of other structural divisions of the organization, the Labor Code of the Russian Federation guarantees:

· state assistance to the systemic organization of labor rationing;

· the use of labor rationing systems determined by the employer, taking into account the opinion of the elected trade union body or established in the collective agreement.

Rationing of labor (labor standards) - these are the norms of output, time, service. They are established for workers in accordance with the achieved level of technology, technology, organization of production and labor. The employer is obliged to provide normal conditions for the employees to fulfill the production standards. The Labor Code of the Russian Federation (Articles 159, 160, 163) defines what applies to such conditions:

· good condition of premises, structures, machines, technological equipment and equipment;

· timely provision of technical and other documentation necessary for work;

· proper quality of materials, tools, other means and items necessary for the performance of work, their timely provision to the employee;

· working conditions that meet the requirements of labor protection and production safety.

The production rates for each employee of the personnel service, in accordance with his official duties, as well as the number of employees of the personnel service, can be calculated using the "Intersectoral aggregated time standards for recruitment and accounting of personnel."

In this chapter, we found out that the basis of the activities of the personnel service is the organized work of the employees of the enterprise, including the employees of the personnel service. Designated the functions for which the HR department is responsible and the relationship with other departments in the organization. We also got acquainted with the hierarchy in the personnel service.

3. Normative acts regulating the issues of personnel records management in Russia

Table 1 - Acts regulating the procedure for working with personnel documents:

No. p / p. Name of the document and date of its approval Useful information for an employee of the personnel service 1 Labor Code of the Russian Federation (Labor Code of the Russian Federation). Adopted by the State Duma of the Russian Federation on December 21, 2001. The Labor Code of the Russian Federation in the field of documentation: - Establishes the mandatory application of a number of legal acts; internal labor regulations, vacation schedule, etc. (Art. 123, 190, etc.). - Defines the documents that document personnel procedures: admission, transfer, termination of an employment contract, vacations, incentives and penalties for employees (Articles 67, 68, 84, etc.). - Establishes the deadlines for processing documents and the procedure for familiarizing employees with them 9st. 14, 67, 68) - Introduces the obligation to develop documents that should regulate the procedure for transferring personal data of employees (Article 88). - Establishes the procedure for coordinating documents or taking into account the opinion of a representative body (Articles 8, 136, 190, etc.). No. 8. Article 609) Fixes the obligation to document information, establishes the obligation to provide information government bodies. Article 5. Documentation of information A document received from an automated information system, acquires legal force after its signing by an official in the manner prescribed by the legislation of the Russian Federation. Article 15 joint-stock companies"(Article 89) and the Federal Law "On Limited Liability Companies" (Article 50) Define the obligations of companies for the storage of documents and their composition. The law establishes not only the obligation to store documents at the location of its executive body, but also the obligation to transfer documents to state storage. “The society is responsible for streamlining the documents, must carry out work on their safety in accordance with the instructions and recommendations of the archival authorities of the Russian Federation.”4 RF Government Decree No. 225 of April 16, 2003 “On work books”. Decree of the Ministry of Labor and Social Development of the Russian Federation of October 10, 2003 No. 69 “On approval of instructions for filling out work books” Establishes the rules for maintaining and storing work books, preparing work book forms and providing employers with them. Establishes the form of the work book and the form of the insert in the work book, as well as the general procedure for their maintenance. design. In addition to the rules for processing documents, the issues of the technology of their processing and the order of storage are considered here. Can be used in commercial organizations for development internal instruction on office work.6Album of unified forms of primary accounting documentation for accounting for labor and its payment. NIPI statinform of the State Statistics Committee of Russia, 2004. Unified forms of primary accounting documentation apply to legal entities of all organizational and legal forms and forms of ownership, and for accounting for the use of working time and settlements with personnel for wages - to legal entities of all organizational and legal forms and forms of ownership , except for budgetary institutions. 7 A list of standard documents generated in the activities of organizations with an indication of the retention periods. Rosarchiv. 2000. Contains a list of almost all possible reorganization of documents, indicating their retention periods. 8GOST R 6.30-2003 “Unified system of organizational and administrative documentation. Requirements for paperwork.” It is advisory in nature. Defines the general requirements for the execution of documents and the composition of their details9 Basic rules for the operation of archives of organizations. Approved by the decision of the Collegium of the Federal Archives of February 6, 2002. The main document that establishes the system for storing documents in office work and archives. They regulate the technology for the preservation of documents, contain requirements for the nomenclature of cases, establish the procedure for their preparation, approval, approval, use and storage. tariff categories OK 016-94 (OK PDTR). It allows you to encode personal and biographical data about employees, information about education, position, etc. It is used to fill out a number of registration forms (T-2) used in the personnel service. 11 All-Russian classifier of specialties by education OK 009-93 (OKSO). Designed for coding information about specialties, specializations, areas of knowledge (sciences), areas of training. 12 All-Russian classifier of information about the population (OKIN). accounting forms. Filling in information about age, citizenship, nationality, languages ​​​​of the peoples of the Russian Federation and foreign languages, the degree of knowledge of languages, marital status, etc. must comply with the wording included in the classifier.13Single qualification guide positions, managers, specialists and employees. It creates the basis for the development of job descriptions. personnel department employees. It's kind of Toolkit to determine the cost of working time for work performed by the personnel service. It also serves to justify the number of employees of the personnel service. In addition, it contains a list of all the necessary documentation operations, outlines the sequence of work with documents, establishes the technology for registering documents, and the order in which they are stored. Contains recommended forms for the recruitment and accounting of personnel, including registers of registration of those liable for military service.15 Decree of the Federal Commission for the Securities Market of July 16, 2003 No. societies.16Federal Law No. 152-FZ of July 27, 2006 “On Personal Data.” Regulates relations related to the processing of personal data by legal entities with or without the use of automation tools. Determines the procedure for obtaining, storing, processing, using and transferring personal data of employees (including).

Some of these documents apply to government and budget organizations, but in the absence regulatory framework are recommended for use in commercial organizations and can be used as methodological assistance in the preparation of local acts of the organization.

After the familiarization process regulations governing the issues of personnel records management in Russia, I can conclude that the number of these acts is quite sufficient for the coordinated work of the organization of the personnel service.

personnel office work accounting service

4. Documents of the personnel service

The activities of the organization's personnel service are an integral part of such an important and extremely responsible area as documentary support for management. There is a certain regulatory and methodological framework that regulates the correctness of paperwork, the construction of workflow in an organization, etc.

The terms “personnel documentation” or “personnel documentation” mean a range of documents containing information about the employees of the enterprise and the activities of the personnel service: personal and accounting documents, organizational and administrative, planning and reporting and statistical. Personnel documentation is the primary source of information about the length of service of citizens and, in this regard, is directly related to ensuring their constitutional rights.

Personnel documentation belongs to the category of long-term storage documents.

Documents of the personnel service are divided into the following categories:

· Personnel documentation (created in the process of fulfilling the duties of the personnel department to document work with personnel. Documentation on personnel is always “tied” to a specific employee and reflects the specifics of his position (profession), employment conditions, labor results, etc. .).

· Administrative documents (this type of internal documents includes orders and orders of the head. With their help, the head of the organization exercises the authority to manage the organization provided for by the charter of this organization. Orders of the first official of the company are divided into two independent groups).

· Documents confirming the work activity of the employee (the purpose of these documents is to reflect as accurately as possible the work experience of the employee).

· Information and settlement documents (maintained by the personnel department to record the personal data of employees, to secure information related to their work activities).

It is also important to know that the following unified forms for personnel records are currently in force, the maintenance of which, in accordance with paragraph 2 of the Resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1, is mandatory for all organizations operating in the territory of the Russian Federation, regardless of forms of ownership:

labor contract;

No. T-1 - order (instruction) on hiring an employee;

No. T-1a - order (instruction) on hiring employees;

No. T-2 - personal card of the employee;

No. T-2GS (MS) - personal card of a state (municipal) employee;

No. T-3 - staffing;

No. T-4 - registration card of a scientific, scientific and pedagogical worker;

No. T-5 - an order (instruction) on the transfer of an employee to another job;

No. T-5a - order (instruction) on the transfer of employees to another job;

No. T-6 - an order (instruction) on granting leave to an employee;

No. T-6a - order (instruction) on granting leave to employees;

No. T-7 - vacation schedule ";

No. T-8 “Order (instruction) on the termination (termination) of an employment contract with an employee (dismissal);

No. T-8a - an order (instruction) on the termination (termination) of an employment contract with employees (dismissal);

No. T-9 - an order (instruction) to send an employee on a business trip;

No. T-9a - order (instruction) on sending employees on a business trip;

No. T-10 - travel certificate;

No. T-10a - official assignment for sending on a business trip and a report on its implementation;

No. T-11 - order (instruction) to encourage an employee;

No. T-11a - order (instruction) on the promotion of employees;

No. T-12 - timesheet and payroll;

No. T-13 - time sheet;

No. T-49 - payroll;

No. T-51 - payroll;

No. T-53 - payroll;

No. T-53a - payroll register;

No. T-54 - personal account;

No. T-54a - personal account (svt);

No. T-60 - a note-calculation on granting leave to an employee;

No. T-61 - a note-calculation upon termination (cancellation) of an employment contract with an employee (dismissal);

No. T-73 - an act on the acceptance of work performed under a fixed-term employment contract concluded for the duration of a certain work.

4.1 Employment contract

An employment contract is concluded in writing between the employee and the administration represented by the head of the enterprise and contains the main details:

document's name;

place of compilation;

The contract is drawn up in two copies, one remains with the enterprise, and the second is given to the employee.

4.2 Personnel orders

Personnel orders are the most important document that is drawn up in the process of documenting the functions of the personnel service. Orders formalize the admission, transfer and dismissal of employees; provision of vacations, business trips; changing conditions and wages, assigning categories and changing personal data; incentives and penalties.

Orders for personnel are issued on the basis of a written justification (for example: an employee’s statement, a marriage certificate indicating a change in the employee’s last name, a memorandum)

The employee's personal application for admission, transfer or dismissal is written by hand or on the letterhead of the organization. The application shall indicate: the name of the structural unit, the name of the type of document, the date, the addressee (position, surname, initials of the head), text, personal signature, transcript of the signature. Further, the resolution of the head and a mark on the execution of the document and the direction to the case are affixed to the application.

The text of the order on personnel does not have a stating part (the verb "I order"). Personnel orders begin with an administrative action. Accept, appoint, transfer, dismiss, change the surname, grant leave.

There are individual and consolidated orders by personnel. The individual ones contain information about one employee, the consolidated ones contain information about several employees, regardless of what management actions they fall under. Consolidated orders should not contain information with different retention periods. It is desirable to allocate orders for the provision of vacations and business trips that have a short storage period. Orders on rewards and punishments are issued on an individual basis.

Each item of the order on personnel must be formulated in accordance with the Labor Code of the Russian Federation.

When hiring, the amount of remuneration (salary, allowance) and, if necessary, the conditions of admission are set: temporarily, with a probationary period.

When transferring to another job, a new position and division, type of transfer, reason for transfer (in accordance with the Labor Code of the Russian Federation), change in wages are indicated.

Upon dismissal, the reason for dismissal, according to the articles of the Labor Code of the Russian Federation.

When granting leave - its type, duration, start and end date.

For business trips - the date and duration of business trips, the place of destination, the name of the enterprise.

With rewards, punishments - the reason and type of encouragement or penalty.

Each paragraph of the order must end with a reference to the written basis for the administrative action.

Orders on personnel are brought to the attention of the employee against receipt. Employee familiarization visas can be located either after the text of each paragraph of the order, or after the signature of the head.

The draft order on personnel is agreed with officials, such as: the chief accountant, with the heads of structural divisions, and the legal adviser.

Orders for personnel must be registered. The registration book is used as the registration form. The registration book indicates: the date and number of the order, who signed the order. Due to the difference in the terms of storage of orders for personnel, it is recommended to number them according to the following rule. A letter designation is added to the serial number of the order (to distinguish it from the order for the main activity).

The information contained in orders for personnel (information about work and incentives) is entered into work books.

The order (instruction) on hiring is one of the unified forms of primary accounting documentation, the use of which is mandatory for all organizations. (Appendix No. 1)

The order (instruction) on the transfer to another job (form No. T-5) is used when registering the transfer of an employee from one structural unit to another. To be completed by an employee of the personnel department in one copy. (Appendix No. 2)

The order (instruction) is endorsed by the head of the structural unit of the former and new place of work and signed by the head of the organization. Based on this order, the personnel department makes notes in a personal card, work book and other documents.

On the reverse side, marks are made about the undelivered property and material values ​​​​accounted for by the employee at the previous place of work.

The order (instruction) on granting leave (form No. T-6) is used to process annual and other types of leave provided to employees in accordance with the Labor Code, current legislative acts and regulations, the collective agreement and vacation schedules. (Appendix No. 3)

It is filled in two copies: one remains in the personnel department, the other is transferred to the accounting department. Signed by the head of the structural unit and the head of the organization.

Based on the order to grant leave, the personnel department makes notes on the employee's personal card, and the accounting department calculates the wages due for the leave. When granting leave without pay, next to the indication of the number of days of leave, “without pay” is indicated. In the "Accrued" section in column 1, empty lines indicate the months for which wages were accrued.

4.3 Employee ID card

A personal card (form No. T-2) is filled in in one copy on the basis of documents (Appendix No. 4):

passports;

military ID;

work book;

based on an employee survey.

Free rows can be filled with data at the discretion of the organization. After filling out the "General Information" section, the person applying for a job signs a personal card and puts down the date of filling.

Section 1 also indicates the names and dates of graduation from the second educational institution of higher or secondary vocational education.

When filling out section 2, military service is recorded indicating the position.

In section 3, with each entry made on the basis of an order, the administration is obliged to familiarize the employee against receipt.

When filling out section 4 "Certification" of the personal card, all columns and columns are filled in. They indicate:

· date of certification;

· decision of the commission, for example: “transfer to a position”, “send for advanced training”;

The Reason column may be left blank. Alternatively, it may contain an order of the organization to send an employee for certification or an order to approve the results of certification.

Data on advanced training are recorded on the basis of documents submitted by the employee.

Section 5 "Professional Development" specifies:

· start and end dates of training;

· type of advanced training;

· name of the educational institution, faculty of advanced training at higher educational institution, advanced training faculty at a secondary vocational educational institution, advanced training institute, advanced training courses at the ministry, advanced training courses at enterprises, research and design organizations, higher and secondary vocational education institutions, advanced training institutes and their branches);

· type of document (certificate, certificate);

· the column "Basis" may be blank, or it may contain an order of the organization to send an employee for advanced training.

Similarly, section 6 includes information on professional retraining indicating the specialty (direction, profession) in which retraining takes place.

When filling out section 7 "Incentives and awards", it is necessary to indicate the types of incentives applied to the employee (both at the level of the organization and at the level of ministries and departments), as well as list state awards.

Section 8 "Vacation" keeps records of all types of vacations provided to the employee during the period of work in the organization. The basis for making entries are orders for the provision of vacations.

When filling out the vacation table on the basis of the order, only the start date of the vacation is entered. The end date of the vacation is entered after the employee returns from vacation. This is due to the fact that in the event that an employee is called from a vacation or interrupted, the “End Date” column will contain the date the employee leaves for work, and not the planned end date of the vacation by order.

In the same table, leave without pay is necessarily noted. It is taken into account when calculating the length of service, which gives the right to the annual basic paid leave, since, according to Art. 121 of the Labor Code of the Russian Federation, it does not include the time for granting unpaid leave to an employee if their total duration exceeds 14 calendar days during the working year.

Section 9 "Social benefits" should indicate the list of benefits and their grounds provided to the employee by the Federal Law, by-laws and local regulations of the organization.

Section 10 "Additional information" is filled in if necessary:

· information about studying at part-time (evening), part-time, external studies departments of institutions of higher and secondary vocational training(you should also put down the dates of admission to the educational institution and its graduation);

· information about a working disabled person indicating a certificate, a disability group and the date of its establishment (change), the reason for the disability;

· conclusion of the expert commission on the conditions and nature of work.

After the employee is dismissed from the organization, entries are made in section XI of the grounds for dismissal, ”which indicates the decoding of the reason for the dismissal of the employee in accordance with the exact wording given in the Labor Code of the Russian Federation, the date of dismissal, the number of the dismissal order.

When closing the T-2 personal card, the personnel officer puts his personal signature with its transcript and indication of the position. The employee himself signs in the same way. The signature of the employee in this case confirms his agreement with all the entries made in his personal card.

4.4 Work book

According to Article 66 of the Labor Code of the Russian Federation, a work book of the established form is the main document on labor activity and work experience of an employee. During the entire period of the employee's activity in the organization, information about him is reflected in this document. (Appendix No. 5)

Working with work books and making entries in them are strictly regulated: according to Art. 66 of the Labor Code of the Russian Federation, the form, procedure for maintaining and storing work books, as well as the procedure for preparing work book forms and providing employers with them, are established by the Government of the Russian Federation.

Decree of the Government of the Russian Federation of April 16, 2003 No. 225 “On work books” approved the form of a work book, the form of an insert in a work book and the rules for maintaining and storing work books, preparing work book forms and providing employers with them. Decree of the Ministry of Labor of Russia dated October 10, 2003 No. 69 approved instructions for filling out work books.

According to these rules, the employer is obliged to keep a work book for each employee who has worked in the organization for more than five days, if the work is the main one for the employee. For an employee entering work for the first time, a work book is entered, which is filled out in his presence within a period of not more than a week from the date of employment. An employer-individual has no right to make entries in the work books of employees, as well as draw up work books for employees hired for the first time.

To prevent the use of fake work books, the Government of the Russian Federation ordered the Ministry of Finance of the Russian Federation to approve the procedure for providing employers with new forms of a work book and an insert in it, and employers to ensure accounting of work books, as well as forms of a work book and an insert.

The following information is entered in the work book:

About the employee

· about the work they do;

· about transfers to another permanent job;

· on the dismissal of an employee;

· grounds for termination of the employment contract;

· about awards for achievements in work.

Information about penalties in the work book is not entered, except in cases where dismissal is a disciplinary sanction.

At the request of the employee, information about part-time work is entered in the work book at the main place of work on the basis of a supporting document.

All entries on hiring, transferring to another permanent job, dismissal, awards and incentives are entered by the administration in the work book after the order is issued, but no later than a week, upon dismissal - on the day of dismissal. Entries in the work book must correspond to the text of the order. Records on the reasons for termination of the employment contract must be made in strict accordance with the wording of the Labor Code of the Russian Federation or federal law and a reference to the relevant article, paragraph.

When registering a work book, the title page containing information about the employee is first filled out. Surname, name and patronymic and date of birth are indicated on the basis of a passport or birth certificate.

Education - secondary, secondary specialized or higher - is indicated on the basis of documents (certificate, certificate, diploma). A record of incomplete secondary or incomplete higher education can also be made on the basis of relevant documents.

The profession or specialty is recorded in the work book on the basis of a document on education.

After indicating the date of filling out the work book, the employee certifies with his signature the correctness of the information entered.

The first page of the work book is signed by the person responsible for issuing work books, and after that the seal of the organization is affixed, on which the work book is filled out for the first time.

Changes in the entries in work books about the last name, first name, patronymic and date of birth are made by the administration at the last place of work on the basis of documents (passports, birth certificates, marriage or divorce, on changing the last name, first name, patronymic.) And with reference to the number and date of documents.

These changes are made on the first page of the work book. One line crosses out, for example, the former surname and new data is recorded.

Entries are made carefully, with a ballpoint pen, black, blue or purple ink.

In the case when all the pages of the relevant sections are filled in the work book, the work book is filled with an insert.

The insert is sewn into the work book, filled in and maintained by the administration of the enterprise at the place of work in the same manner as the work book.

An insert without a work book is invalid.

About each issued insert, on the first page of the work book, a stamp is placed at the top with the inscription: “Insert issued” and the series and number of the insert are also indicated here.

With each entry made on the basis of an order in a work book or insert, on hiring, transfers to another permanent job and dismissal, the administration of the organization is obliged to familiarize the owner of the book (insert) against receipt in the personal card form No. T-2, in which be an exact entry from the work book (insert).

When an employee is dismissed, all work records made in the work book during his work in the organization are certified by the signature of the head of the enterprise or a person specially authorized by him and the seal of the enterprise. The administration is obliged to issue a work book to the worker or employee on the day of dismissal with a record of dismissal made in it.

4.5 Logs of accounting and control and internal official correspondence

Registration journals (books) are maintained in organizations to record personnel documentation (orders on personnel, work books, personal files, identity cards). The correct accounting of the document (with the assignment of a specific number and with a mark on the date of registration) gives it legal force (the force of proof), with the help of which the employer can confidently win in a labor dispute with an employee.

The Human Resources Department maintains registration of personnel documents and uses the following registration forms or they are maintained by other authorized persons:

· register of employment contracts;

· register of orders for the admission, transfer and dismissal of employees;

· journal of registration of orders for granting leave;

· journal of registration of orders on business trips of employees;

· journal of registration of travel certificates;

· job registration log;

· register of local regulations;

· book of accounting for the movement of work books and inserts to them;

· income and expense book for accounting forms of the work book and an insert in it;

· journal of registration of orders on incentives and imposition of disciplinary sanctions;

· journal for issuing certificates on personnel;

· sick leave register;

· register of industrial accidents.

Forms of some magazines and books are approved by official bodies, while other forms are developed by the organization itself.

For example, the form of the book of accounting for the movement of work books and inserts to them was approved by the Decree of the Ministry of Labor of Russia dated October 10, 2003. No. 69. A personal affairs register or a medical examination register does not have a recommended form, therefore it is developed by the organization itself at its own discretion.

When organizing the storage of personnel documents, their social and legal nature is primarily taken into account, since it is these documents that are mainly used to satisfy the social and legal needs of citizens (in particular, to confirm work experience).

Internal correspondence in the organization is used to document all personnel decisions. For example, in order to bring an employee to disciplinary responsibility, it is required to obtain explanations from the employee.

If we are talking about encouraging an employee, his immediate supervisor sends an idea to the head of the organization about encouraging the employee.

With the help of internal official correspondence, there is also an official exchange of views between the officials of the organization, between the officials and the management of the organization.

In this chapter, work was carried out to familiarize with the documents of the personnel service, as well as the analysis and description of these documents.

Conclusion

The scope and timeliness of all work depends on the provision of organizations with labor resources and the effectiveness of their use. Therefore, the role played by the personnel service in the organization is so important.

One of the most important functions of organizing the work of the personnel service is the function of accounting for documents regulating the implementation of all tasks facing personnel managers.

The problem of working with electronic information becomes relevant. Therefore, the first step in order to improve the personnel service is the introduction of information technology into the management process, which will create archives of electronic databases and combine the flows of electronic documents.

The key to the success of the organization is effective staff, so specialists are in demand. Often, the HR manager becomes a conductor of new ideas, introduces the manager to advanced methods of personnel management, and solves all organizational issues.

Today, it is important for the personnel department not only to correctly fill out personnel documentation, but also to achieve timely filling of vacancies in order to maintain the production volume at the proper level. The system of work with personnel should be planned in such a way as to constantly achieve an increase in the workforce of the enterprise of those people who have good knowledge and skills and ensure that there are more and more such workers.

As a result of the work, the following tasks were performed: identifying the essence of the personnel service of the enterprise; study and analysis of normative documents regulating the activities of the personnel department; study of the features of personnel documentation.

After completing the tasks, the following goal was achieved: analysis of the organization of the work of the personnel service at the enterprise.

List of sources used

staff office work

1. The Constitution of the Russian Federation - M.: Yurist, 2005.- 63s.

2. Labor Code of the Russian Federation. Text with amendments and additions as of September 1, 2007. - M.: Eksmo, 2007. -272s.

All-Russian classifier of management documentation. OK 011-93. Approved by the Decree of the State Standard of the Russian Federation of December 30, 1993 No. 229. Edited on 12/17/2007.

Decree of the Government of the Russian Federation of April 16, 2003 No. 225 "On work books"

Verkhovtsev A.V. Office work in the personnel department - M.: INFRA-M, 2001. - 35 p.

Vyalova L.M. Documentation support for the activities of the personnel service. Textbook for secondary vocational education. - M.: Publishing house "Academy", 2007. -189p.

Grudtsina L.Yu. Personnel officer. 2nd ed., supplemented and revised. - M.: Eksmo, 2007. -304str.

Kirsanova M.V. Work book: new rules for maintaining and storing. 2nd ed., revised. - M.: OMEGA-L, 2006. -58s.

Krasavin A.S. Documentation of labor activity of employees. - M.: INFRA-M, 2006. -101s.

Kuznetsova T.V., Kuznetsov S.L. Personnel records management - M .: Book Service, 2006. -144s.

Mitrofanova V.V. We make out personnel documents: desk book practice. - ed. 2nd, revised and expanded. - M.: Alfa-Press Publishing House. 2008. - 304 p.

Sankina L.V. Handbook of personnel office work. 3rd edition, enlarged and revised. - M.: M CFR, 2003. -98s.

Personnel service //Wikipedia, The Free Encyclopedia

HR record keeping // Siriniti. 2014

15. Personal card of employee T-2 // Personnel issues.

Methodological materials // Business world. 2014

Form T-5 "Order on the transfer of an employee to another position" //HRMaximum

Organizational personnel as an object of management //ORGTM.ru. 2012

HR website //2013

Labor resources // Initial materials online. 2014

Tutoring

Need help learning a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Submit an application indicating the topic right now to find out about the possibility of obtaining a consultation.

• 1. The organization of personnel work is significantly influenced by the personality of the leader, therefore, the primary task of personnel management is the constant concern for the leadership personnel, which ensures the constant replenishment of the leadership personnel with fresh forces; strengthening the theoretical training and practical hardening of management personnel; ensuring a principled attitude to personnel in their selection and replacement; constant increase in the responsibility of personnel for the assigned work; implementation of practical measures for the continuous improvement of the activities of management bodies.
• 2. Strengthening the legal basis of state and public life, observance of the law in the field of personnel work at all levels of the organization of society as a guarantee of ensuring state and public interests, the qualitative development of all spheres of society's life.
• 3. Ensuring optimal compliance of the personal qualities of the employee with the requirements of the job (job, position) is the main task of personnel policy and the fundamental idea of ​​personnel work. Accounting for the general and special abilities, personal and business qualities of an employee is the main requirement for the scientific organization of the selection and placement of personnel, one of the basic principles of personnel policy.
• 4. The deepening of democracy, the development of self-government, the expansion of publicity in personnel work are the factors of the country's socio-economic development and the principles of modern personnel policy. Hence, the principle of organizing personnel work is the democratization of the processes of formation of leading personnel and the functioning of government and administration.
• 5. Updating and improving the socio-demographic and professional qualification structure of personnel due to demographic processes, social mobility, changes in technology and technology - the next principle of personnel work, based on ensuring a constant influx of new employees, the optimal combination of experienced personnel with long experience and young, enterprising specialists.
• 6. The principle of using the labor of workers in accordance with their special training (education), rational distribution and redistribution of personnel between industries and regions of the country, a significant expansion of the labor-intensive sphere of social development and services, entrepreneurship development also refers to the fundamental principles of personnel policy and organization of personnel work.

HR system

Conceptually, personnel work is a profession of human development in the conditions of professional activity; the basic principle of this work is the value of each participant in material and spiritual production; one of its main tasks is to promote optimal social structures in production, which ensure the development of professional skills and the formation of job satisfaction among people. From the very beginning, the practice of personnel work should focus on the satisfaction of a person with work and the development of human capabilities and resources in the conditions of professional activity.

Thus, professional personnel officers are called upon to ensure the most complete and harmonious self-realization of a person in the labor process, to develop and substantively use scientific knowledge about the properties of a person, the characteristics of professional activity, the formation and functioning of teams and society as a whole, to develop human resources to meet individual, group and national professional needs and aspirations.

HR employees are engaged in planning, evaluation, analysis, practical implementation of personnel policy, applying various methodological approaches, working within a specific organizational framework and ensuring the effectiveness of work with personnel at many levels: micro-level - a specific employee; mesolevel - labor collectives, socio-demographic and vocational groups; the macrolevel of society and the state - national and international.

Personnel work is always performed in five contexts, which are parts of the whole system, although they can be analyzed separately. These are the following contexts:

• o geographic - all personnel work is concentrated within certain boundaries, whether it be an organization, region or country;
• o political - each country has a political system that constitutes the socio-political environment for personnel work;
• o socio-economic - adequate means for choosing a profession, getting an education, real employment, receiving medical care, access to social protection and social services;
• o cultural - customs, beliefs, traditions, culture of national groups, communities and peoples; accounting national characteristics in the practice of personnel work;
• o spiritual - philosophy, ethics, mentality, social values, hopes and ideals of those with whom personnel work is carried out; social values professional workers by frames.

The analysis of these five contexts reinforces the existing connections and internal logic of the HR system in specific conditions. Attention to these contexts gives a conscious direction to the efforts and practice of personnel work, helps to identify and use certain components of personnel and social policy in working with people.

It is advisable to consider the personnel management system as a single, interconnected and long-term complex that ensures continuous improvement:

• o the structure of personnel at all levels and in all sectors of the economy in accordance with the changing organizational structure of management, socio-economic conditions, new equipment and technology;
• o a mechanism for forecasting, analyzing and planning personnel work, its regulatory framework;
• o organizational, economic, legal, socio-psychological, pedagogical levers, as well as incentives to improve the efficiency of work with personnel, the scientific organization of labor and management;
• o forms and methods of selection and placement of personnel, a set of measures for the assessment and professional promotion, training, retraining and advanced training of personnel.

The personnel management system is a multifaceted phenomenon, therefore, when developing it, it is necessary to take into account how internal communications between the components of this system, as well as external ones. Internal relationships are analyzed and taken into account when compiling professiograms, selecting, evaluating, placing personnel, identifying staffing needs, determining the level of qualifications, forms and content of professional training, etc. External relationships of the personnel management system with other areas of management should be taken into account when addressing such issues , as linking the needs and interests of society and the individual, the selection of leadership personnel and the formation of a management apparatus in accordance with specific managerial functions, the scientific organization of labor and the increase in the efficiency of the functioning of complex socio-technical systems (enterprises, organizations, institutions, etc.).

The formation and improvement of work with personnel is closely related to the improvement of the management system as a whole. It is known that the development of this management system is based on a combination of three approaches: nationwide, sectoral and territorial. The same principle should be used in solving personnel problems. The creation of a unified state system of work with personnel must necessarily take into account the influence of sectoral and territorial aspects and characteristics on it.

Summary

• 1. Personnel policy, therefore, should be understood as the general direction in personnel work, determined by the totality of the most important, fundamental provisions expressed in government decisions for the long term or for a separate period. Personnel work is understood as such actions, processes and operations that together ensure the implementation of the goals, objectives and principles put forward by the personnel policy.
• 2. Personnel policy is, first of all, a system of principles and the resulting forms, methods, directions and criteria for working with personnel, aimed at providing the production and non-production spheres of society with qualified personnel with the necessary professionally important qualities.
• 3. Personnel policy should be considered in a broad and narrow sense. In a broad sense, personnel policy is developed by the central bodies of state power and administration. Personnel policy in the narrow sense is the work of the administration of an enterprise, an organization with its personnel, individual social and functional groups with every employee. In this case, personnel policy as a management tool is an organizing activity that provides for the unification of the efforts of all employees of the enterprise to solve the tasks facing the organization.