Increasing the efficiency of recruitment by automating the process. Analysis of the recruitment system at the enterprise Internal recruitment
STATE EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
"VYATKA STATE HUMANITARIAN UNIVERSITY"
Management department
Department of Management
COURSE WORK
in the discipline "Theory of Management"
"Organization of personnel selection in the organization and its improvement"
Performed:
Voronova Elena Yurievna
Head: Candidate of Economics, Associate Professor
Koikova Tatyana Leonidovna
Introduction
The orientation of the economy towards market relations radically changes approaches to solving many economic problems, and above all those related to man. This explains the attention that is paid to the concept of management, in the center of which is the person, considered as the highest value. In accordance with this concept, all management systems are aimed at a more complete use of the employee's abilities in the production process, which is the basis for the effective operation of the enterprise. The use of a material factor of production depends on the level of development of the employee, the totality of his professional knowledge, skills, abilities and motives for work. Therefore, the topic of organizing the selection of personnel at the enterprise and its improvement is currently relevant.
The purpose of this work: to explore the theoretical aspects of the organization of recruitment at the enterprise and develop recommendations for improving the organization of recruitment in SME "Stromat" of the city of Kotelnich.
This goal necessitates the solution of the following tasks:
1) to explore the theoretical foundations of the organization of recruitment at the enterprise;
2) analyze the recruitment activities in SME "Stromat";
The object of study of this work is SME "Stromat". The subject of the research is the organization of personnel selection at the enterprise and its improvement.
The theoretical basis was the legislative and regulatory acts of the Russian Federation and the works of economists on the problem under consideration.
The information base of the study was the data of accounting and financial statistical reporting of SME "Stromat" for 2005-2007, labor report, charter.
The following research methods were used in the work: economic-statistical, monographic, dialectical, abstract-logical.
Chapter 1
1.1 Personnel. Human Resources in an organization
Any organization exists only when there are people working in it, personnel. Personnel - this is the main (full-time) composition of qualified employees of enterprises, government agencies, organizations. Currently, the most commonly used term is "staff". Personnel is a holistic expression of the total capabilities and functional abilities of a person, which are continuously developed and updated in accordance with the needs of production and labor. Personnel in management science is defined as a socio-economic category that expresses the social community of employees of a particular organization, as a set of people with labor, professional, creative and entrepreneurial abilities.
After 1991, such a concept as HR - human resource appeared in Russia. The functions of the HR service include not only the conduct of personnel records management, but also the selection of candidates, the development of motivation programs, the assessment of the activities of employees, the organization of employee training, the formation and support of corporate culture and the holding of events. Recently, many transnational and foreign companies with developed personnel management systems have entered the Russian market, and subsequently the level of management in domestic companies has also increased significantly.
The management of companies, enterprises, investing in the development of personnel services, systems for recruiting and motivating personnel, expects to get a team, the overall success of which will depend on the work of each member. Despite some significant differences in the system of providing employers with personnel under socialism and in the present conditions, the general principle has been preserved: the efficiency of a company depends on the degree to which the people working in the company fit the positions they occupy.
The tasks that the personnel service must solve, regardless of the direction of the enterprise, can be quite diverse. For example:
Forecasting and planning the needs of the enterprise in personnel;
Acquisition of the enterprise with the necessary personnel;
Ensuring the movement of personnel, preparing a reserve for promotion;
Raising the qualifications of employees;
Carrying out regular certification;
Accounting and analysis of the personnel of the enterprise, etc.
Based on these goals and objectives, a personnel service is formed at the enterprise. It may include, depending on the size of the enterprise, its strategy, profile, external and internal conditions of activity: deputy director for personnel (head of personnel service, personnel service), recruitment specialist, personnel training specialist, personnel inspector, lawyer, psychologist
The structure of the personnel service, depending on the size of the organization, its strategy, profile, external and internal conditions of activity, may be different. As a rule, the head of the personnel department, who is often the deputy director of personnel, is at the head. He is subordinate to employees holding the following positions: personnel manager, personnel training engineer, personnel specialist, personnel inspector. In the structure of the personnel service there may be clerks and typists. If there is only one HR worker in the organization and his position is a HR specialist.
Before the personnel service, first of all, the goal is to provide the organization with conscientious, qualified, responsible, productive employees, to create optimal conditions for the successful performance of their duties by the employees of the organization.
An HR specialist needs to have knowledge in areas such as labor law, economics, management, psychology and pedagogy.
The activity of a firm, enterprise, organization, institution begins with the selection and registration of employees.
1.2 Sources and problems of recruitment
Recruitment is not a momentary task, but the result of systematic work within the framework of the personnel policy of the enterprise. Therefore, along with the operational search, the creation of a personnel reserve is used. In order to avoid problems at the enterprise due to the lack of specialists, the personnel department studies the needs of departments and divisions in personnel. On the basis of such an analysis, work is underway to form the personnel reserve of the enterprise, i.e., the following are determined:
Subdivisions, directions, departments in need of a personnel reserve;
Positions for which it is advisable to prepare a personnel reserve.
The personnel reserve can be both external and internal. The internal reserve is made up of employees of the enterprise. It is divided into operational and prospective. The operational reserve is employees who are already replacing senior managers and are ready to take on higher positions without any additional training. A promising reserve is employees with high potential, but in need of additional training.
An external reserve can be formed at the request of the administration, i.e. the enterprise for vacant positions will deliberately attract candidates from outside. In addition, an external reserve can be formed involuntarily if the enterprise has a high turnover of personnel for some reason. The formation of a personnel reserve of an enterprise helps to identify the potential of personnel, and also helps to close unforeseen vacancies in case of emergency. What kind of reserve will be formed at the enterprise: external, internal or both - the management of the enterprise decides. In this case, the following rule must be taken into account: employees before being transferred to a new position give 80% output, and newly hired at the initial stage only 20% (adaptation process, familiarity with the enterprise, its culture, rules, team, etc.).
1.2.1 Staff leasing
At present, the main role in the management of labor processes belongs to the Labor Code of the Russian Federation (Labor Code of the Russian Federation), adopted on December 30, 2001 by Federal Law No. 197-FZ.
Article 2 of the Labor Code of the Russian Federation defines the basic principles of legal regulation of labor relations. Article 9 is devoted to the regulation of labor relations and other relations directly related to them in a contractual manner. The main role is given to the employment contract concluded upon employment. At the same time, labor relations are considered to be relations based on an agreement between the employee and the employer on the personal performance by the employee of a labor function for payment (work in a certain specialty, qualification or position, subordination of the employee to the rules of internal labor regulations while ensuring that the employer provides working conditions provided for by labor legislation, a collective agreement , agreements, labor contract (Article 15 of the Labor Code of the Russian Federation).
By embodying many provisions of the conventions and recommendations of the International Labor Organization, the Labor Code is intended to regulate, among other things, new relations that have already developed or are still developing in the practice of labor organization and personnel management.
An alternative to additional hiring of labor can be overtime, part-time work for full-time staff, staff leasing.
Let us consider one of the promising forms of using the labor force and organizing labor. Leasing, or rent, of workers (personnel) is a conditional concept for labor law. They were borrowed by Russian entrepreneurs from the annals of civil law in the course of searching for effective forms of personnel management and more rational use of employees based on the experience of foreign firms that use the term "contingent workers". In the economic aspect, the scheme is quite simple: one organization (recruitment agency), which specializes in working with personnel, recruits a workforce for further “renting” (leasing) it to another organization.
The successful development of this form of labor organization and personnel management is hampered by a circumstance traditional for our legal system - the absence of legislation regulating the relevant relations. This prevents the wide involvement in work in their free time of day students of universities, temporarily unemployed citizens, specialists of a narrow profile, and other categories of workers. Labor leasing should be distinguished from the usual hiring of citizens by the customer to perform a specific job (rendering a service). Such workers are usually not bound by an employment contract with the customer, but work in the order of "self-employment". In the best case, the relationship between them and the customer is regulated by a civil law agreement. The Law of the Russian Federation of April 19, 1991 "On Employment in the Russian Federation" allows this type of activity.
The labor force loan is economically beneficial for the customer, since it frees him from numerous problems associated with the selection, placement, use and dismissal of employees, the coordination of management decisions, and the implementation of other formal and bureaucratic procedures when working with personnel. Today, this difficult work is performed by a recruitment agency, which has qualified staff for this.
At the same time, it should be taken into account that three subjects of labor law participate in the regulation of the relations in question - the employee, the employer and the party (organization, legal entity) where the labor function of the employee is embodied, the labor rights and obligations of the parties to the employment contract are realized with the previously indicated deviations from the general habitual work organization schemes. The latest theoretical constructions of the subject of labor law confirm the legally significant circumstances existing in it for the industry - participation in labor relations of two or more subjects. A more detailed relationship between the two subjects - the organizers of the recruitment and labor process, the two employers - legal and actual, has yet to be developed, to find the best options and analogies, using domestic and foreign experience.
However, the efforts of one branch of law - labor law - are still not enough to provide legal support for a complex structure, such as employee leasing. Here a complex of social relations arises, the regulation of which is possible and necessary by the norms of labor law in combination with civil law norms and structures. The presence in the legal regulation of leasing relations of labor and civil law methods is primarily due to the presence of two subjects of regulation: property relations and labor relations. Civil law relations between a recruitment agency and a customer are formed during the conclusion and execution of a civil law contract for the provision of paid services - the selection, training and leasing of labor. The recruitment agency (employer) profits from this. Specific conditions, terms and procedure for payment are determined by the parties in accordance with the norms of Chapter 39 of the Civil Code of the Russian Federation. As for labor (organizational-labor) relations, as has been shown, they include a wide range of issues: from employment and labor organization to the dismissal of workers, where labor law norms should be applied.
In expanding the service role of labor law in regulating the leasing of labor and providing labor guarantees to employees on this basis, we see a kind of counterbalance to civil law contracts, which have recently become more widespread.
In the history of labor law, there have already been similar situations that testify to the "lateness" of labor legislation in the regulation of labor relations, which are deeply embedded in the practice of labor organization, and the use of working time. This refers to the cost-effective in the 1970s the shift method and flexible (sliding) work schedule, which received their legislative embodiment only in the 21st century. To prevent this from happening with the legal support of the agency workforce, it is necessary in the near future to legally respond to the requirements of the latest forms of organization and management of labor processes.
1.2.2 Labor Market Research
At present, in order to effectively attract and use labor resources (staff), a personnel worker needs to monitor the labor market. Monitoring the labor market allows you to track changes in the requirements for positions, since business development requires the manifestation of additional competencies and professional skills. This, in turn, leads to the improvement of personnel assessment methods.
In the labor market, as in any other type of business, there is supply and demand.
Currently, the socio-economic conditions for the formation of the labor market, as well as the difficult demographic situation in Russia, have exacerbated the problem of quality workers. Their outflow to Moscow and St. Petersburg exacerbates the problem of finding specialists in the field. The employer wants to see an experienced specialist with great potential. These are usually difficult to match requirements. Therefore, the reform of the education system should go exactly along the path of getting the student not only theoretical, but also practical knowledge as soon as possible. Two-level higher education is one of the important steps along this path.
The development of production has again made technical education in demand, the “failure” in which has occurred since the beginning of the 90s. An analysis carried out by the Federal Employment Service showed that in recent years there has been a “release” to the labor market of a large number of graduates with secondary vocational education, and the demand for graduates of primary vocational education exceeds supply in many positions.
Personnel management presupposes the presence of developed labor markets. The labor law of Russia, even with the entry into force of the new Labor Code, is not yet a law that reflects the developed relations in the economy. Establishing the business qualities of applicants, employers must again be privy to the specifics of Russian labor law.
The labor market is highly mobile, so modern companies should monitor it once or twice a year. For many HR managers, this is one of the mandatory functions.
The labor market of the Kirov region is characterized by the following trends:
1. The growing shortage of skilled labor.
2. Reducing the qualification requirements of employers for specialists in engineering and technical professions, and the growth of professional requirements for workers in working professions.
3. Decrease in the provision of the economy with personnel trained through the vocational education system (decrease in the share of graduates of vocational schools relative to the number of vacancies).
4. Excessively high volumes of training of specialists in the system of secondary vocational education, who are not in sufficient demand in the labor market.
5. High volumes of the informal labor market and shadow employment.
The problem of inconsistency of personnel training with the needs of the economy is topical. Unsatisfactory provision of the economy with personnel, an acute shortage of workers in many professions continues to be one of the main problems of the regional labor market.
On the basis of information on the supply and demand of the labor force, a strategy for attracting new employees should be developed, including taking into account the seasonality factor in the labor market. It is also necessary to identify and justify priority ways to attract personnel.
1.2.3 Job profile. Candidate Selection Criteria
In order to select the required specialist, you must first answer the following questions:
What kind of work will be entrusted to this specialist?
Will the job be temporary or permanent?
What results and after what time are expected from the employee?
Who is doing this work now, and what does not suit the current state of affairs?
When should a specialist start working?
Is there an equipped workplace for him (if not, at what moment will it appear and how much will it cost)?
Such questions will help you understand whether you need a specialist for a permanent job or you can hire him temporarily, formulate requirements for a specialist (what he should be able to do, what skills to possess, in which area to specialize) and determine the time frame in which the appropriate employee should be selected.
In order to correctly determine the selection criteria, it is necessary to clearly formulate the qualities of an employee necessary for the corresponding type of activity - to draw up a profile of competencies. Criteria should be formed in such a way that they comprehensively characterize the employee: experience, health and personal characteristics. Reference levels of requirements for each criterion are developed based on the strategy of the enterprise. Even for the same positions, for example, a manager, priority qualities must be determined in each company. A manager in an insurance company must have slightly different qualities than a manager in a construction or travel company. In innovative organizations that are rapidly developing and employ specialists who have not been on the Russian labor market until recently. Therefore, when forming a position profile (a profile is a set of data necessary to perform a certain job), a personnel manager who is familiar with the trends in the labor market and a manager who better understands the current tasks of the company must necessarily take part. Prioritization may also depend on subjective factors, such as the personality of the manager. With an authoritarian leadership style, it is very important to correctly assess the candidate's manageability and diligence, while with a democratic one, initiative and the ability to work in a team.
An example is such a competence as communication skills, which is indicated in most vacancies: it is not only the ability to quickly establish contact with strangers, but also the ability to speak in public, the presence of a well-trained voice, the ability to convince, knowledge of the basics of non-verbal communication.
In most traditional enterprises, the main document defining duties, rights and responsibilities is the job description. It reflects the requirements for the level of education, knowledge, skills and abilities of the candidate for the position.
1.2.4 Personnel search
Any enterprise that has long-term development plans inevitably faces the need for rational use of its human resources, their development and replenishment.
Personnel search is the first of the tasks facing the HR manager. There are several ways to close a job. These methods differ in complexity and cost. Each of them can be suitable for one position and be completely unacceptable for another. In order to choose the most correct one from the whole variety of ways to search for personnel, it is necessary to know the technology of personnel selection.
The selection of personnel in organizations is carried out by employees of the personnel department (HR managers). The functions of HR managers include:
choice of selection criteria;
approval of selection criteria;
qualifying conversation;
work with applications and questionnaires on biographical data;
conversation about hiring;
testing;
final selection decision .
There are two possible sources of recruitment: internal (from the organization's internal talent pool) and external (from people previously unrelated to the organization).
There are several options for externally searching for the right employee.
1. Through acquaintances, this is a reliable and cheap source, but not always professional. It is best, taking into account the recommendations of acquaintances, to consider candidates on a general basis.
2. Use the services of recruitment agencies, preferably a few. It will be fast, quite professional, but expensive. They will help to formulate exactly who is needed, orient the cost of a specialist, conduct a preliminary selection and submit more than one candidate for consideration.
If all the candidates are more or less suitable, then the work of recruiters is done professionally. If applicants are not suitable, it is better to refuse the services of such an agency. But the success of cooperation cannot be guaranteed either by the duration of work on the market of this agency, or by the volume of the database, or by the list of reputable clients, or by the cost of services. In this case, you should look for another recruitment agency.
3. The easiest and cheapest way to find a specialist is the Internet (placement of an ad on one of the employment sites). An e-mail can be used to conduct the first interview by asking the candidate to answer some questions. In addition, the necessary candidates can be selected by viewing the resumes posted on the sites. But in small towns, this method does not always work.
4. Placement of advertisements in newspapers for employment, preferably in several, in order to reach a wide and diverse audience of job seekers. These should be both local periodicals (including those that are delivered free of charge to every home every week) and business publications that are guaranteed to reach the desk of most managers. The involvement of professional publications and the business press makes it possible to select the right specialist who is thinking about changing jobs. The job posting must contain the title of the position, requirements and terms of reference. Well, if it is a module containing the name and logo of the enterprise. At the same time, announcements can be given on radio and television.
5. Educational institutions willingly cooperate by providing information about the best students and graduates. It is difficult to work with training companies, because they do not have the right to disclose information about people attending trainings without their consent. But if the personnel officer himself attends various trainings and gets acquainted with potential candidates there, then this method of selecting specialists can also be used.
6. You can also find the right specialists at specialized exhibitions, usually on the second or third day, good managers and specialists work at the expositions. Posing as a client, you can see them in the process.
7. You can contact representatives of other enterprises that recruit staff for themselves, and offer to exchange information about candidates.
Since in our country recruitment technologies were not sufficiently developed until recently, foreign experience was used and adapted to the Russian reality. Terminology has also been transferred from foreign literature.
In modern practice of external selection of candidates, the following technologies are mainly used: screening, recruiting and headhunting. Lower vacancies are usually closed by screening, mid-level specialists are selected through recruiting, and top managers and highly qualified narrow specialists are selected by headhunting.
Screening - "superficial selection", it is carried out on formal grounds: education, age, gender, approximate work experience. As a result, having received a lot of resumes, the selection is carried out by the customer himself, and the recruitment agency acts as a supplier of suitable candidates.
Recruiting - "in-depth selection", which takes into account the personal characteristics and business qualities of the applicant, is carried out by a recruiting agency based on the database of candidates and response to advertisements in the media. The result of the selection depends on the experience of the recruiter and the content of the database of candidates.
Headhunting is a "quality search", a search for top managers, taking into account the specifics of the customer's business, work environment, business and personal qualities of the candidate, organized in a direct way - without advertising a vacancy in the media. Most of the candidates are employed and have a high salary. For comparison: if screening and recruiting are "wholesale", then headhunting is "retail".
The Association of Recruitment Consultants (AKPP) has been established in Russia, which indicates the transition of the recruitment process to a qualitatively new level.
1.3 Organization of the selection of applicants for a vacant position
The final selection decision is usually formed at several stages that applicants have to go through. At each stage, a part of the applicants is eliminated or they refuse the procedure, accepting other offers. The sequence of these stages can be traced in Appendix 1.
Preliminary interview. Work at this stage can be organized in various ways. Sometimes it is preferable that candidates come to the personnel department or to the place of work. In such cases, the personnel department specialist or the head of the department conducts a preliminary conversation with him. At the same time, organizations apply general rules of conversation aimed at finding out, for example, the level of education of the applicant, assessing his appearance and defining personal qualities. After that, the applicant is sent to the next stage of selection.
Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and a questionnaire. The same sequence is commonly used by recruiters. The number of questionnaire items should be minimal, and with their help it is necessary to request information that most of all characterizes the applicant's labor productivity. Questions may be related to past work and mindset so that a psychometric assessment of the applicant can be made on their basis. Questionnaire items should be worded in a neutral style and suggest any possible answers, including the possibility of refusing to answer.
Questioning is an important procedure for assessing and selecting applicants. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors is determined that need particularly close study based on subsequent methods, as well as sources from which the necessary information can be obtained. Any distortion of it in the questionnaire is the basis for the dismissal of the employee at any time when it turns out (the text of the questionnaire usually includes a corresponding indication).
Analysis of personal data in combination with other selection methods reveals the following:
1) compliance of the level of education of the applicant with the minimum qualification requirements;
2) compliance of practical experience with the nature of the position;
3) the presence of restrictions of a different kind on the performance of official duties;
4) readiness to accept additional loads (overtime work, business trips);
Hiring interview (interview)
There are several types of conversation for hire:
carried out according to the scheme;
Weakly formalized;
performed not according to the scheme.
During a conversation, information is exchanged, usually in the form of questions and answers. If during the conversation they try to put pressure on the applicant, for example, by asking questions in a hostile tone or deliberately interrupting it, then stressful situations are possible that have a very negative impact on the selection process.
And even if a decision is made to hire, until the moment a new employee enters the workplace, it is necessary to continue the search. There is always the possibility of a candidate rejecting a job offer.
1.4 Methodology for analyzing the effectiveness of the organization of recruitment at the enterprise
Efficiency is understood as a situation where the return on the use of resources exceeds their cost. At the same time, the effectiveness of recruitment can be reduced to the efficiency of the use of labor resources.
The analysis of the labor indicators of the enterprise underlies the audit of the social and labor sphere of the enterprise, which allows you to quickly assess the correctness of the personnel policy.
In the study of labor resources, the analysis of the number of employees is of decisive importance. The information obtained as a result of the analysis is necessary for the correct prioritization in the formation of personnel policy.
The analysis of the number of employees includes the study of the following indicators:
The number of employees, including composition, gender, age, specialty, position, level of education and qualifications; security of the enterprise with personnel;
Forms, dynamics and reasons for the movement of labor, coefficients of stability and turnover, directions and intensity of movements within the enterprise, the state of labor discipline;
The number of workers engaged in manual and low-skilled labor, heavy manual labor in dynamics;
To characterize the movement of the labor force, the following indicators are calculated and analyzed in dynamics.
1. Recruitment turnover ratio (CR):
Kpr \u003d Kpp / Chr, (1)
where Kpp - the number of personnel hired for the period under consideration, people;
2. Retirement turnover ratio (Kv):
Kv \u003d Kur / Chr, (2)
where Kur - the number of retired workers for the period under consideration, people;
Chr - the average number of personnel for the same period, people.
3. Staff turnover rate (CTC):
Ktk = ──────, (3)
where Kurzhd - the number of employees who quit their jobs
desire and for violation of labor discipline for the considered period of time, people;
Chr - the average number of personnel for the same period, people.
Кз = ───────, (4)
where CPP is the number of personnel hired for the period under review, people;
Kur - the number of retired workers for the period under review, people;
Chr - the average number of personnel for the same period, people.
5. Coefficient of constancy of the staff of the enterprise (Kps):
Kps = ─── , (5)
where Krg - the number of employees who worked the whole year, people;
Chr - the average number of personnel for the same period, people.
The level of provision of the enterprise with personnel is determined by comparing the actual number of employees by category and specialty with the planned need. Particular attention is paid to the provision of the enterprise with personnel of the most important specialties for production.
It is also necessary to analyze the qualitative composition of personnel in terms of qualifications. Compliance with the qualifications of production personnel for the work performed is assessed using tariff categories. The actual average wage category of workers is directly related to the quality of products. Consequently, this study makes it possible to establish how correctly the production personnel are selected and placed in sections and whether the labor contribution of workers corresponds to wages.
In general, the audit of labor indicators makes it possible to assess the economic efficiency of labor at the level of the enterprise and its structural divisions.
Chapter 2. Brief organizational and economic characteristics of SME "Sromat"
2.1 General information
The object of research for this course work is the Municipal Construction Enterprise "Stromat" of the city of Kotelnich, created in accordance with Article 30 of the Federal Law of August 28, 1995, No. 154-FZ "On the general principles of local self-government in the Russian Federation" on June 1, 2004. The abbreviated name is SME "Stromat", Kotelnich.
The founder of the Enterprise is the municipality "city of Kotelnich". The functions of the founder of the Enterprise are carried out by the administration of the city of Kotelnich, Kirov Region. The authority of the owner to manage the property of the enterprise is exercised by the Property and Land Resources Administration of the city of Kotelnich (Property Administration).
The enterprise is a legal entity - a municipal unitary enterprise, conducts its activities in accordance with the legislation of the Russian Federation, incl. about municipal unitary enterprises.
Legal address: 612600, Russian Federation, Kirov region, city of Kotelnich, st. Oktyabrskaya, 102
SME "Stromat" has no branches and representative offices.
The enterprise was created in order to meet the needs of the city of Kotelnich in services for the production of building materials, for the implementation of construction and installation works and for the overhaul of buildings, structures and housing stock in order to make a profit.
To achieve the goals, the Company carries out the following activities in accordance with the procedure established by the legislation of the Russian Federation:
· performance of construction and installation works at capital (new) construction sites;
· performance of major and current repairs, reconstruction of buildings and structures.
The structure of the enterprise includes administrative and management personnel (AMP), consisting of various services of the unit. The main activity (main production) is construction.
The property of the enterprise is in municipal ownership of the municipal formation "city of Kotelnich", is indivisible and cannot be distributed among deposits (shares, shares), including between employees of the enterprise, belongs to the enterprise on the right of economic management and is reflected in its independent balance sheet. The composition of the property of SME "Stromat" cannot include property of a different form of ownership.
The authorized capital of the enterprise is 100272 (One hundred thousand two hundred and seventy two) rubles. The statutory fund is created by assigning to the economic management of the enterprise property that is in the municipal ownership of the municipal formation "city of Kotelnich". Based on the results of 2006, the authorized capital was increased to 1,000,000 (one million) rubles.
The enterprise is headed by a director appointed to this position by the head of the city of Kotelnich (Organizational management structure is given in Appendix 2).
The director acts on the principle of unity of command and is responsible for the consequences of his actions in accordance with the current legislation, other regulatory and legal acts of the Russian Federation, this Charter and the agreement concluded with him.
The relationship between employees and the Director of the Enterprise, arising on the basis of an employment contract, is regulated by the legislation of the Russian Federation on labor and the collective agreement.
The main activity of the company is construction. The construction site is the largest subdivision in terms of number - 55-70% of the total number of employees. Auxiliary production serves the needs of the construction site. The repair and production site is engaged in the manufacture of metal products for building structures, the repair of tools and equipment, and its maintenance. The transport service, which includes 22 units of automotive equipment and self-propelled machines and mechanisms (tractors, cranes, excavators), serves both the needs of the construction site and fulfills orders from third-party organizations. The boiler house provides heating of industrial premises and heat supply for technological needs. Warehouse provides storage of material and technical assets. Protection of construction sites and the territory of the production base is carried out by the security service.
The administrative and managerial staff has an average of 24 people, which, depending on seasonal fluctuations, ranges from 15 to 20% of the total.
Most of the services in the structure of the AMS are represented by one employee (economist, personnel inspector, legal adviser, labor protection engineer). The production and technical department is engaged in planning work, drawing up estimates, providing project documentation for facilities, checking the maintenance of as-built documentation, and material reports.
The accounting department is engaged in accounting and tax accounting.
The enterprise management structure is centralized (The enterprise management structure is given in Appendix 3). The director is the sole executive body. The chief engineer is the first deputy director and acting during his absence. At the enterprise the Council of labor collective is created. The trade union organization was not created.
The composition of workers in the main production is determined by the specifics of the construction industry: plasterers, painters, masons, carpenters, plumbers, electricians.
Basically, the company employs full-time employees hired under labor contracts. But during the period of expansion of production (construction of large facilities), the number increases due to those working under contract agreements and loan personnel.
Since the beginning of the formation of the SME Stromat enterprise in the city of Kotelnich, it has built: a 48-apartment residential building, a 46-apartment residential building, two 4-apartment cottages, production workshops of the Vyatka MPSM, an intra-city branch of the water conduit and other overhaul facilities of municipal institutions .
With the development of the construction market in the city of Kotelnich, with the advent of non-resident construction companies, a lot of competition has arisen for the municipal enterprise. The steps taken by the company's management to improve competitiveness did not produce the expected results. The volume of construction and installation works decreased, as a result of which the number of downtime due to the fault of the employer increased (from 112 man-hours to 683 in 2007).
The security of the enterprise with non-current assets and the efficiency of their use are the most important factors in the effective operation of the enterprise as a whole.
The composition and structure of fixed assets of the SME "Stromat" of the city of Kotelnich is presented in table 1.
Table 1 - Composition and structure of fixed assets of SME "Stromat"
| Composition of assets | 2005 | 2006 | 2007 | 2007 in % to |
|||
| thousand roubles. | in % of the total | thousand roubles. | in % of the total | thousand roubles. | in % of the total | ||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
| 1. Buildings | 2560 | 70,2 | 2560 | 68,6 | 2560 | 67,9 | 100,0 |
| 2. Machinery and equipment | 726 | 20,0 | 813 | 21,8 | 851 | 22,6 | 117,2 |
| 3. Vehicles | 357 | 9,8 | 357 | 9,6 | 357 | 9,5 | 100 |
| Total fixed assets | 3643 | 100 | 3730 | 100 | 3768 | 100 | 103,4 |
As a result of the analysis of the composition and structure of fixed assets, according to table 3, it can be seen that the total amount of fixed assets increased by 3.4% over three years. This change is due to the fact that the cost of machinery and equipment has increased significantly.
Table 2 - Composition and structure of revenue
A general indicator that characterizes the level of security of the enterprise with fixed assets is the capital-labor ratio. Indicators of the efficiency of the use of fixed assets are capital productivity and capital intensity.
The provision of SME "Stromat" with fixed assets, as well as the efficiency of their use, is presented in table 3.
Table 3 - Provision of fixed production assets and the efficiency of their use in SME "Stromat" in Kotelnich
The reduction in the number of employees, as well as the increase in the average annual cost of fixed assets over the analyzed period, led to an increase in capital-labor ratio by 4.2%.
The main production assets were used most effectively in 2006, since the return on assets in terms of cash proceeds was of the greatest importance, and the capital intensity, respectively, was the smallest, this is also evidenced by the profitability index of fixed production assets. The profitability indicator decreased in 2007 by 2.44%, which indicates a decrease in the efficiency of using fixed production assets for construction and installation work.
For further analysis of the effectiveness of the economic activity of SME "Stromat" it is necessary to analyze the composition and structure of current assets (table 4)
Table 4 - Composition and structure of current assets
| Composition of assets | 2005 year | 2006 | 2007 | 2007 in % to 2005 | |||
| thousand roubles. | in % of the total | thousand roubles. | in % of the total | thousand roubles. | in % of the total | ||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
1. Stocks incl. raw materials Future expenses |
|||||||
| 2. VAT on acquired valuables | |||||||
| 3. Accounts receivable | 1855 | 32,6 | 10627 | 45,7 | 4895 | 63,9 | 263,9 |
| 4. Cash | 2487 | 43,6 | 8406 | 36,2 | 117 | 1,5 | 4,7 |
| Total current assets | 5701 | 100 | 23244 | 100 | 7662 | 100 | 134,4 |
Table 5 shows that the value of current assets increases in 2007 compared to 2005 by 34.4%. This was due to a significant increase in accounts receivable - by 163.9%. Such an increase in accounts receivable, payments on which are expected within 12 months after the reporting date, is a negative trend. The diversion of funds (in the form of receivables) from the turnover of the enterprise is increasing. Indirect lending by means of this enterprise to other enterprises is growing.
In 2007, the share of cash in the structure of current assets decreased significantly in comparison with 2005 - by 95.3%, the share of raw materials and materials increased by 115%.
If from 2004 to 2006 the company worked with a profit, then 2007 ended with a loss. The reasons for the inefficient operation of the enterprise are associated not only with the indicated external, but also with the internal environment of the enterprise: the lack of a development strategy, production planning, and an inefficient motivation system. Among the internal reasons, an important role is played by the authoritarian leadership style and the lack of a developed personnel policy.
2.2 Qualitative and quantitative composition of the personnel of the enterprise
SME "Stromat" belongs to the category of medium-sized enterprises. The average headcount has doubled since 2004 and currently stands at 102, of which 27 are Administrative and Management Personnel (AMP).
The qualitative and quantitative composition of the employees of the enterprise is characterized by the staffing table.
The staff of the enterprise can be divided into three main groups:
Regular staff hired under an employment contract;
Working under civil law contracts (contracts with individuals);
Agency employees working under a staffing agreement.
By level of education:
12% employees with higher education;
20% - with secondary professional;
68% - with primary vocational and no education.
By work experience in the specialty:
Up to 1 year - 4 people
From 1 year to 3 years - 11 people
From 3 to 5 years - 14 people
From 5 to 10 years old - 43 people
Over 10 years - 29 people
Total for 2007 - 101 people.
By qualification level:
Plasterer-painter: - 4th category - 13 people
3 category - 3 people
A total of 16 people.
Bricklayer: - 5th category - 1 person
4th category - 9 people
3rd category - 2 people
A total of 12 people.
Plumber: - 4th category - 4 people
Total 4 people.
Electric and gas welder: - 6th category - 1 person
5th category - 1 person
4th category - 2 people
Total 4 people.
Carpenter: - 3 category - 4 people
2 category - 1 person
Total 5 people.
Driver: - 1 class - 4 people
Grade 2 - 6 people
Total 10 people.
Electricians: - 4th category - 3 people
Total 3 people.
Repairman: - 5th category - 2 people
Total 2 people.
Auto mechanic: - 5th category - 2 people
Total 2 people.
At the enterprise, there is a tendency for the aging of the personnel, especially among skilled workers (more than 45% are workers over 50 years old, including 5 people of retirement age).
Due to the specifics of production, determined by the charter of the enterprise - construction, most of the personnel are employed in the construction site: plasterers, painters, carpenters, masons. Auxiliary production is mainly drivers and machine operators. Among the specialists, 30% are workers with a construction education.
Let us analyze the personnel in dynamics from 2005 to 2007. For analysis, we take only full-time personnel, not taking into account agency workers (from DemFilS LLC and other enterprises) and those working under contract agreements. The data are taken from form No. P-4, approved by Rosstat Decree No. 46 dated 08.06.2007, amended No. 62 dated 08.08.2007 "Information on the number, wages and movement of employees", given in Appendix 5. An analysis of the main indicators of personnel movement is given in Table 1. The table shows that the number of employees has increased by 27% since 2005. It was 44% less accepted, and dropped out 2.1 times more. At the same time, the average number on the payroll decreased by 2007. This was due to a decrease in the volume of construction and installation work. This trend continues in 2008 as well. In 2005, there was the highest turnover ratio for admission due to the fact that employees of the liquidated IAP "Podryad" transferred to SME "Stromat" in the order of transfer. The turnover rate increased and, accordingly, the staff permanence ratio decreased in 2007, which is an unfavorable trend in the absence of qualified construction workers on the labor market. A negative replacement rate in this case does not indicate that there are vacancies, but that there is a decrease in the need for personnel.
Table 5 - Analysis of the movement of personnel
| No. p / p | Indicators | 2005 | 2006 | 2007 | 2007 to 2005, % |
| 1 | Headcount at the beginning of the year, people | 92 | 112 | 117 | 127 |
| 2 | Accepted during the year | 50 | 39 | 28 | 56 |
| 3 | Dropped out within a year | 20 | 34 | 42 | 210 |
| 4 | Incl. dismissed of his own free will, for violations of labor discipline and other violations | 18 | 31 | 39 | 216 |
| 5 | Headcount at the end of the year, people | 112 | 117 | 103 | 92 |
| 6 | Average headcount for the year, pers. | 103 | 105 | 102 | 99 |
| 7 | Acceptance turnover ratio | 0,49 | 0,37 | 0,27 | 57 |
| 8 | Retirement turnover ratio | 0,19 | 0,32 | 0,41 | 212 |
| 9 | Flow rate | 0,17 | 0,30 | 0,38 | 219 |
| 10 | Replacement rate | 0,29 | 0,05 | -0,14 | -47 |
| 11 | The coefficient of constancy of the composition of the personnel of the enterprise | 0,41 | 0,42 | 0,32 | 79 |
Table 5 shows the dynamics of the number of employees, their composition and structure. To do this, take the annual average list indicators. Since 2005, there has been an increase in production personnel by 6%. The reduction of non-production by 10 times became possible due to the involvement of agency workers. There was an increase in the percentage of employees to the number of workers in the production staff. From the analysis of column 4 of section 1 of the P-4 form for 2005-2007, it can be seen that the number of people who performed work under contractor agreements remained practically unchanged and varied within 10-20 people during each year. Therefore, an increase in the number of employees could affect the increase in the cost of production.
Table 6 - Dynamics of the number of employees, their composition and structure
| Categories of workers | 2005 | 2006 | 2007 | 2007 to 2005, % | |||
| people | % to total | people | % to total | people | % to total | ||
| All staff | 103 | 100 | 105 | 100 | 102 | 100 | 99 |
| Including: | |||||||
| 1. Production staff | 94 | 91 | 96 | 91 | 101 | 99 | 106 |
| 1.1. workers | 76 | 74 | 71 | 68 | 76 | 75 | 75 |
| 1.2. Employees | 18 | 17 | 25 | 24 | 25 | 25 | 34 |
| Including: | |||||||
| 1.2.1. Leaders | 10 | 10 | 10 | 10 | 10 | 10 | 10 |
| 1.2.2. Specialists | 8 | 8 | 15 | 14 | 15 | 15 | 28 |
| 2.Non-production personnel | 9 | 9 | 9 | 9 | 1 | 11 | 11 |
You can also analyze the employment of workers, making a conclusion about the organization of labor in SME "Stromat". According to the timesheets for 2005-2007, using the example of one of the most stable teams in terms of number (plasterers-painters), one can see that the number of celestial downtime due to the fault of the administration has increased. This indicates the shortcomings of planning and the absence of other construction enterprises in the city of Kotelnich that could use the services of employees of SME Stromat.
The number of managers, who make up 10% of the total, is unreasonably high: many have 2 to 5 subordinates. So the deputy director for supply and marketing has 2 people subordinate. To carry out this work, it would be enough for a supply specialist reporting to the chief engineer. The number of workshops can also be optimized by combining several. The work of the foreman in most cases is duplicated by the deputy director for construction.
Chapter 3. Organization of recruitment in SME Stromat and its improvement
3.1 Analysis of the organization of recruitment in the enterprise
In SME "Stromat", due to the small number of personnel, the personnel department includes only one employee. The HR inspector is mainly engaged in personnel records management: he prepares employment contracts with applicants for work, sends employees for safety and labor protection briefings, keeps records of employees' personal data, and draws up vacation schedules. A complete list of job responsibilities is given in the job description of the HR inspector, given in Appendix 6. The selection of personnel is carried out at the level of heads of structural divisions and directors. Personnel policy and motivation system is also not developed. Requirements for personnel are determined by job descriptions and the Unified Tariff and Qualification Handbook (ETKS).
Based on the needs of the enterprise, defined in its staffing structure, the selection of personnel is carried out in two directions: full-time and agency workers, the requirements for which are the same, but the procedure for registration is different, and selection for one-time work, under contract agreements.
The most tangible problem for the Kirov region and, accordingly, for the SME "Stromat" is the migration departure of qualified personnel, in which construction specialists are most involved.
In the city of Kotelnich there is a vocational school (PU-27), which trains plasterers, painters, masons, gas-electric welders, plumbers, so there are no problems with the selection of these specialists at the enterprise. On the contrary, excavator drivers are trained only in three educational institutions of the Kirov region, therefore, with a high turnover of this category of workers, there is a problem of closing these vacancies.
When selecting personnel in SME "Stromat", search through the mass media is mainly used. From 50 (in 2005 with the expansion of production and mass recruitment) to 28 people are closed per year (in 2007).
In the course of the analysis of the selection of personnel in the SME "Stromat", the following shortcomings in the work of the personnel department were identified:
1. The personnel management strategy is not defined.
2. The work of the HR inspector is limited to personnel records management.
3. The need for personnel is not planned.
4. There is no monitoring of the labor market.
5. There is no plan for labor, which should serve as a source of labor costs.
6. There is no document reflecting the ideology of personnel work, which should take into account both economic aspects and the needs and interests of employees.
7. Insufficient introduction of new information technologies, both for personnel records management and for other personnel management functions.
The level of provision of the enterprise with personnel is determined by comparing the actual number of targets. During the analysis of the current state of recruitment, we found that the planning of personnel work in the SME "Stromat" is not carried out. The HR system needs to be reformed.
The shortcomings of personnel work are associated, for the most part, not with the inefficient performance of their duties by the personnel inspector, but with the authoritarian leadership style that prevails at the enterprise and the lack of a strategy for its development. The main difficulty is that the manager suppresses any initiative related to the improvement of existing technologies. One of the main functions of the personnel service - the selection of personnel is not the responsibility of the personnel inspector, this is handled by the director himself.
Based on the data obtained during the study, the following recommendations can be made:
1. First of all, the reform should concern the duties of the HR inspector. It must perform the following tasks:
Staffing of the organization's activities;
personnel management based on modern methods of personnel management;
Compliance with labor legislation in the activities of the organization;
· organizational and methodological guidance, coordination and control of the activities of structural units on personnel issues;
preparation and provision of information and analytical materials to the management on the state and prospects for the development of labor resources and the personnel service of the organization;
· improvement and introduction of new methods of organizing work, including through the use of modern information technologies, social and cognitive psychology;
participation within the limits of their competence in the preparation and execution of management decisions of the organization's management;
At the same time, the staffing of the organization with workers and employees of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the organization, the external and internal conditions of its activities should be carried out by a personnel inspector who has the necessary knowledge for this (assessment and selection technologies). This will relieve the work of the director to some extent and increase the efficiency of recruitment at the enterprise (increase the speed of recruitment and the number of closed vacancies per month). This will reduce the likelihood of hiring workers who do not have the necessary business skills.
It should be separately noted that the enterprise needs a detailed personnel policy, which should be prepared jointly by the director of the enterprise, the HR inspector and the heads of structural divisions of SME Stromat.
2. When planning the needs of an enterprise for personnel, it is recommended to carry out the following activities:
· determine the factors influencing the need for personnel (the development strategy of the enterprise, the number of products produced, the technologies used, the dynamics of jobs, etc.). At the same time, the following categories of personnel are distinguished: workers (including skilled workers of the main professions and auxiliary ones), employees (including managers of various levels), technical personnel;
Conduct an analysis of the personnel required by the enterprise;
determine the qualitative need for personnel (identification of professional and qualification requirements and analysis of the abilities of employees necessary to fulfill the production program);
Determine the qualitative need for personnel (forecast of the total need for personnel) on the basis of an assessment of the movement of personnel. Currently, the company employs 5 people of pre-retirement age, so soon there will be a need to close the vacancies of an engineer, drivers, a bricklayer and an accountant. It is necessary to create an external reserve for these specialties. To do this, you need to advertise in the local newspaper "Kotelnichsky Vestnik" and report the vacancies that have appeared to the Employment Service.
3. To attract, select and evaluate the personnel necessary for the enterprise, it is advisable to carry out the following activities:
Optimize the ratio of internal (relocation within the enterprise) and external (acceptance of new employees) recruitment of personnel;
· to develop criteria for personnel selection;
optimal distribution of new employees to jobs;
· establish how correctly selected and placed production personnel in the areas and whether the labor contribution of workers corresponds to their wages.
· Analyze the existing system of motivation, correctly prioritize, along with material incentives using other methods.
4. To facilitate and increase the efficiency of the work of the HR inspector, it is necessary to introduce a new software product 1C: "Salary and Personnel Management". This typical configuration is offered as a tool for implementing the personnel policy of an enterprise, as well as for automating various enterprise services, from the personnel management service and line managers to accounting workers in the following areas:
planning of personnel needs;
providing business with personnel;
management of competencies and certification of employees;
management of financial motivation of personnel;
effective planning of personnel employment;
personnel accounting and personnel analysis;
labor relations, including personnel office work and others.
5. Effective work of the personnel inspector will also be facilitated by close cooperation with the city and regional employment service, which every six months submits a report on its activities, monitors the training of personnel in accordance with the demand of the regional economy. It is also necessary to cooperate with educational institutions that train the specialists needed by the enterprise.
6. The problem of closing a vacancy for an excavator driver and other rare specialists in our field can be solved by using headhunting technology.
7. Soon it will be necessary to solve the problem of personnel retirement due to the fact that the enterprise has a lot of employees of pre-retirement (5 years before old-age pension - 21% of the staff) and retirement age (6%). Among them are AUP and workers of the construction site. When selecting them, screening (for working personnel) and recruiting (for AUP) will be a fairly effective method of selection. It is also not necessary to abandon the tried and tested method of searching through the media.
8. With all these innovations, it is necessary to train a personnel inspector (advanced training), which can be completed at the Training Center of the Department of the Employment Service of the Kirov Region.
It should also be noted that it is necessary to optimize the use of the personnel available at the enterprise, to identify reserves. Achieve the efficiency of the use of labor resources when the return on their use exceeds their cost.
Conclusion
1. During Russia's transition to market relations, approaches to solving many economic problems, and above all those, have changed radically. that are associated with the person. The effectiveness of the development of the organization currently largely depends on the organization and placement of personnel.
2. Personnel - this is the main (full-time) composition of qualified employees of enterprises. Personnel management, selection of candidates, development of motivation programs, organization of employee training is carried out by the personnel department. The number and structure of this service, depending on the size of the organization, may be different.
3. An alternative to additional hiring of labor can be overtime hours, part-time work for full-time staff, staff leasing. The use of "contingent workers" (staff leasing) should be distinguished from the usual employment of labor. Such employees are usually not associated with an employment contract, the relationship between them and the customer is governed by a civil law contract. The labor force loan is economically beneficial for the customer, since it frees him from the problems associated with the selection, placement, use and dismissal of workers, etc.
4. Currently, in order to effectively attract and use labor resources (staff), a HR worker needs to monitor the labor market. The escalating shortage of skilled labor is the main problem that a personnel worker may face in the selection of personnel.
5. In order to correctly determine the selection criteria, it is necessary to clearly formulate the qualities of an employee necessary for the corresponding type of activity - to draw up a competency profile. When forming the profile of the position, a personnel manager who is familiar with the trends in the labor market and a manager who better understands the current tasks of the company must necessarily take part. In most enterprises, the main document defining duties, rights and responsibilities is the job description.
6. Personnel search is the first task facing the HR manager. There are several ways to close a job. These methods differ in complexity and cost. There are two possible sources of recruitment: internal (from the organization's internal talent pool) and external. There are several options for an external search for the right employee: search through acquaintances, through recruitment agencies, placing an ad on one of the Internet employment sites, placing an ad in newspapers, and cooperating with educational institutions. In modern practice of external selection of candidates, the following technologies are used: screening, recruiting and headhunting. Lower vacancies are usually closed by screening, mid-level specialists are selected through recruiting, and top managers and highly qualified narrow specialists are selected by headhunting.
7. The final selection decision is usually formed at several stages that applicants should go through, these are a preliminary selection interview, filling out an application form and application forms for a position applicant, a recruitment interview, testing, checking references and track record, medical examination.
8. Efficiency is understood as a situation where the return on the use of resources exceeds their cost. At the same time, the effectiveness of recruitment can be reduced to the efficiency of the use of labor resources. In the study of labor resources, the analysis of the number of employees is of decisive importance. The analysis of the number of employees includes the study of the following indicators: the turnover rate for admission, the turnover rate for disposal, the staff turnover rate, the replacement rate, the coefficient of constancy of the composition of the enterprise. It is also necessary to analyze the qualitative composition of personnel in terms of qualifications and length of service.
9. SME "Stromat" of the city of Kotelnich, chosen as the object of study, has been carrying out construction activities since 2004. From 2004 to 2006, the company worked with a profit, and 2007 ended in losses. The reasons for the inefficient operation of the enterprise are associated not only with external causes, but also with the internal environment of the enterprise: the lack of a development strategy, production planning, and an inefficient motivation system.
10. Basically, the company employs full-time employees hired under labor contracts. But during the period of expansion of production (construction of large facilities), the number increases due to those working under contract agreements and loan personnel. From 2004 to 2007, the number of workers at the enterprise doubled. At the enterprise, there is a tendency for the aging of the personnel, especially among skilled workers. Most of the employees of the enterprise have work experience in their specialty from 5 to 10 years, most have 4 and 5 grades.
11. The selection of personnel at the enterprise is carried out by the director, the personnel inspector is engaged in personnel records management. The most tangible problem for the SME "Stromat" is the migration departure of qualified personnel, in which construction specialists are most involved. There are no problems with filling vacancies for plasterers, painters, masons, gas-electric welders, and plumbers. These specialists are trained by PU-27 of the city of Kotelnich.
12. To improve the efficiency of the organization of personnel selection at the enterprise, it is necessary to include the organization of personnel selection in the duties of the personnel inspector, to develop the personnel policy of the enterprise. For more effective work of the personnel inspector, close cooperation with the city employment service is necessary.
How to plan and organize the recruiting process? How to increase its efficiency? What problems exist here? Is it possible to automate the process of searching and attracting personnel? What modern technologies, programs, recruitment systems help with automation? What benefits and benefits will this give to your company and HR department? You will find answers to these and other questions, as well as comments, consultations and expert advice in this analytical article.
The main stages of recruiting employees at the enterpriseWe are talking about a software HRM-complex that will help to formalize and debug all business processes related to personnel management, including recruitment, in a single information environment. The solution should include setting up the main processes of structures responsible for working with personnel, selecting and implementing an appropriate information program, consulting services (consulting), comprehensive support and technical support.
Features and Benefits of Automated HRM Systems- Flexibility. The described solutions can be easily and simply adapted to any user, any specialization, any scale of business (whether small, medium or large businesses).
- Integration with 1C. Most of the HRM-complexes presented on the Russian information technology market are developed and implemented on the 1C:Enterprise platform (the most famous and popular accounting system in our country). Therefore, these systems are easily integrated with the following 1C configurations: for example, with 1C: Payroll and Personnel Management (ZUP), 1C: Recruitment Agency, 1C: Personnel Assessment, 1C: Integrated Automation (KA), 1C: Production Enterprise Management (UPP) and with any version of the 1C platform (7.7, 8, 8.2 and 8.3). With 1C, recruitment becomes more efficient and effective.
- Quick search for candidates for a particular position. The automated system for recruitment allows you to receive in a matter of seconds a list of all possible candidates from the Internet that meet your requirements. No need to go to each site separately and spend time setting up search criteria.
- Exclusion of manual data entry. Information about the candidates you are viewing is automatically loaded into the 1C database. You do not need to manually enter names, surnames, phone numbers and other information. All fields are automatically recognized, and based on this information, cards of candidates and applicants are formed in your 1C database.
Instant job posting. The use of automated systems for the search and selection of personnel makes it possible in a matter of seconds to post the vacancies you are interested in and receive responses to them. You can also upload hand-picked candidates' resumes to expand your database.
Possibility of remote, remote selection. Thanks to the new service for the search, selection and evaluation of personnel "EFSOL: HRM. My Staff", which was developed by EFSOL specialists, you do not need to waste time on questioning and evaluating candidates. All this can be done remotely (via the Internet), due to the passage of special online tests by applicants. You get a ready-made result with a complete analytical description of the selected candidate (psychological state, analysis of competencies, skills, compliance with the required position, and much more). This service makes recruitment faster, easier and more convenient.
The latest methods and technologies for selection, implemented in this automatic system. You get a powerful functional tool that is able to quickly and efficiently select the right shots for you.
Figure 2 - The functionality of the "Selection" block within the framework of the personnel management system
Automation takes place in several stages:- Analysis, audit of recruitment; identification of problems, errors, thin spots.
- Development and approval of terms of reference (TOR).
- Selecting the required software (SW).
- Implementation (installation) and launch of the recruitment system.
- Adjustment and testing, if necessary - refinement, adjustment.
- User consultations, training to work with the system.
- Subscriber support of the recruitment program, technical support.
Depending on the tasks set, the developer company assigns you a leading specialist who oversees your interaction with the project team (consultants and programmers).
To optimize personnel management, contact specialistsEFSOL is a recognized expert in the development and implementation of automated HRM systems and other products and software for business automation. The personnel department of our company successfully uses EFSOL programs in their own work with personnel. Therefore, we offer services for the development and implementation of an effective recruitment tool, repeatedly tested in our experience.
You can order and buy a solution both in Moscow and in any regional office of the company in Russia (St. Petersburg, Voronezh, Kursk, Nizhny Novgorod), as well as by phone or using online order forms on the website. By sending an electronic application or asking questions to a consultant by phone, you can clarify the content and cost of automation services, implementation, and various conditions for cooperation. Consultations, advice, recommendations of our recruitment experts are free of charge.
EFSOL specialists will provide you with qualified assistance, optimize all HR processes, implement the necessary IT programs and systems, help you find, attract and select the right candidates, applicants for work in your company. 1C: Recruitment agency
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System integration. Consulting
In the modern world, not a single enterprise, not a single business, not a single business can do without human resources. The enterprise or organization itself is just a shell, which, in practice, cannot exist without human resources. And today, in order to earn money and at the same time have a positive image, being a brand you need to support the corporate spirit in every possible way, to be a team in the full sense of the word.
Not only the results of its activities, but also its existence depend on how the selection of personnel takes place, and how it will work in a company, firm, organization. That is why, when recruiting, no manager should forget that everything rests on human resources, whose work and time must be properly respected.
Recruitment is one of the most important activities.
Recruitment functions in HaloPolymer Kirovo-Chepetsk LLC are assigned to the recruitment manager. The purpose of personnel recruitment in HaloPolymer Kirovo-Chepetsk LLC is the timely provision of the enterprise with labor resources (personnel), in accordance with the required specialties and qualifications, in the required quantity to implement the Company's strategy. An indicator of the effectiveness of the process is 100% filling of vacancies by personnel that meets the requirements in a timely manner.
The main reasons for the emergence of a vacancy at HaloPolymer Kirovo-Chepetsk LLC include the following:
introduction of an additional unit in the staff list;
Dismissal of an employee
transfer of an employee to another position;
· maternity leave;
Recruitment of temporary employees.
Let's consider the main stages of the recruitment business process in HaloPolymer Kirovo-Chepetsk LLC. These include:
process preparation
search for candidates
· Recruitment
· decision-making.
Let's evaluate the effectiveness of the recruitment system in HaloPolymer Kirovo-Chepetsk LLC.
In 2013, 90 people were hired. During the interview, the question was necessarily asked about how they learned about the vacancy in order to have an idea about the sources of information and the calculation of their effectiveness. Consider in table 6 the effectiveness of the use of recruitment sources using the above methods.
Table 12 - Efficiency of recruitment sources for HaloPolymer Kirovo-Chepetsk LLC
Thus, the most effective source of selection of candidates is the selection of employees within the company. That is, first a competition is opened among the company's employees, and only then candidates "from outside" are considered. At the same time, not only employees who published ads participate in the competition, but also those whose experience meets the requirements of the open vacancy.
The rate of attracting employees through the company's Internet site is also high. This is also assessed as the recruitment of personnel who are aware of the activities of HaloPolymer Kirovo-Chepetsk LLC, and increases the significance and effectiveness of the personnel hired.
The company receives a large number of resumes based on the results of published announcements in the press - 40%, however, the rate of acceptance of the offer among candidates is very low, since when finding out the details of the activities at HaloPolymer Kirovo-Chepetsk LLC, employees refuse to be hired due to a discrepancy between the qualifications declared.
If we compare the categories of employees, then most of them were working specialties - 64 people. Moreover, the source of information was either the recommendations of employees, or information in the press, and little information on the company's website. A less significant part of those hired are specialists - 26 people. For them, the source of information was publications on the Internet, the company's website and career advancement (recruitment within the company).
LLC "HaloPolymer Kirovo-Chepetsk" has developed a competency model for positions in order to determine uniform requirements for the knowledge, skills, abilities and personal and business qualities of employees that affect the effective performance of work in society, significantly affect the implementation of strategic goals by the company and its competitiveness in the future.
The competency model was first introduced in 2007 with minor changes in subsequent years. It defines uniform requirements for employees working in various positions at HaloPolymer Kirovo-Chepetsk LLC, while taking into account the specifics and characteristics of a telecommunications company, as well as its corporate culture. Each branch of the company, including Kirovsky, has the same competency model.
The competency model is the basis for human resource management: the development of job descriptions and job requirements, employee assessment, personnel planning, recruitment and adaptation, training and development, personnel reserve management, non-material motivation. It is a practical management tool for managers and can be used to provide feedback, to form a training plan for employees of the company, to develop regulations on departments and job descriptions of employees.
Based on the competency model, fundamental documents on human resource management are developed, called Orders:
Procedure "Monitoring of activities and development of job descriptions and requirements for the position";
The procedure "Selection of personnel";
Procedure "Assessment of competencies";
Procedure "Training and development of personnel";
Procedure "Formation and development of personnel reserve".
The competency model of HaloPolymer Kirovo-Chepetsk LLC is a document consisting of 191 pages and containing the structure and list of competencies, which defines and schematically describes typical sets of competencies and competency indicators corresponding to job levels.
The elements of the competence model of HaloPolymer Kirovo-Chepetsk LLC are:
Position levels;
Competences (corporate and special); name of competencies, their codes and definitions;
Behavioral indicators;
Functional blocks for determining the competence of "professionalism";
Typical competency models;
Scale for assessing the development of the indicator of competence;
Position profiles.
The competency model of HaloPolymer Kirovo-Chepetsk LLC was developed and intended for positions in the General Directorate, the regional branch and structural divisions (JV) of the company. Due to the fact that the model covers a fairly large volume of positions, it becomes necessary to structure them, for which it was decided to group positions by levels based on the following criteria:
Position position in the organizational structure;
The significance of the impact of work in this position and their quality on the final result;
- "the price of a mistake" in making a decision, its impact on the final result of the whole society or only in a narrow part of its activity;
The specifics of the work itself in terms of work situations (recurring familiar work situations or situations that require a new assessment and interpretation);
Type of action (strategic management of the whole society and all functions or performance of a specific type of work within one function).
The competency model highlights corporate and special competencies.
Corporate competencies - a set of knowledge, skills, abilities and personal and business qualities, reflecting the necessary standard of working behavior in society, which is the same for all positions. Special competencies - a set of specific knowledge, skills and personal and business qualities necessary for the effective performance of work at certain levels, or arising irregularly, or critically important for society.
For example, such a special competence as “strategic thinking” (C3) is not typical for all positions of the branch, but only for those that are characterized by strategic and tactical management of the company, respectively, for the levels of positions N-0 and N-1.
Rice. 3. - Types of competencies from the competency model of HaloPolymer Kirovo-Chepetsk LLC
For each position, there is an optimal level of development of each of the competencies, it is schematically represented as a profile of the position's competencies.
Position competency profile - the required standard for the level of development of competencies in a particular position. It is presented graphically in the form of a diagram and recorded in a special document - the Requirements for the position, which has the same meaning as the job description.
In order to determine the compliance of the employee with the position held, an assessment is carried out, as a result of which a profile of the employee's competencies is drawn up, which indicates the level of actual development of the employee's competencies.
Thus, the company has an effective competency model that contains all the main elements stated in the theoretical part. It imposes the same requirements on employees from different branches of the same company, thereby contributing to the targeted implementation of the company's strategic objectives. It fully covers all kinds of positions within the branch, ranking them and presenting different requirements for competencies for each level of positions. It combines previously disparate areas of work with personnel into a single mechanism.
During the analysis, the following shortcomings were identified in the recruitment process in the company HaloPolymer Kirovo-Chepetsk LLC:
1. Lack of a single standard for recruitment;
2. Position profiles have not been formed, which leads to the hiring of unsuitable employees and their subsequent dismissal at the initiative of the administration due to inconsistency with the position held;
3. The initial interview was organized inefficiently, since a list of optimal questions has not been developed.
4. The activity of a recruiter is inefficient, since only 70% pass the second interview, only 40% of candidates successfully pass the second interview, and about 10% of candidates who successfully pass all the tests refuse to work at the registration stage.
5. Due to inefficient recruitment, their adaptation lasts for several months, as a result, the company suffers significant economic damage due to the low labor productivity of hired workers.
NORTHWESTERN ACADEMY
PUBLIC SERVICE
GRADUATE WORK
Topic: "Formation and development of personnel"
Completed by: Timofeev K.V.
Scientific adviser: Danilov
Reviewer: Kitin E.A.
St. Petersburg
INTRODUCTION……………………………………………………………….3
CHAPTER 1. GENERAL PROVISIONS FOR FORMATION OF PERSONNEL
COMPOSITION…………………………………………………………..……5
5
1.2 Recruitment…………………………………………………… 6
1.3 Staff selection…………………………………………………… 11
1.4 Determination of wages……………………………………… 19
CHAPTER 2. WORKFORCE DEVELOPMENT…………………… 23
2.1 Some aspects of vocational guidance and adaptation in the team………………………………………………………………… 23
2.2 Staff training……………………………………………… 30
2.3 Performance evaluation………………………………… 37.
2.4 Leadership training…………………………………… 47
2.5 Promotion…………………………………………… 48
2.6 Factors affecting work with personnel…………………… 49
CHAPTER 3. FORMS AND METHODS OF IMPROVING QUALITY
WORKING LIFE………………………………………………………56
3.1 Issues of improving the quality of working life………………… 56
3.2 Issues of the company's need for innovation………………… 57
3.3 Issues of improving the organization of labor…………………59
CONCLUSION………………………………………………………… 62
REFERENCES……………………………………………… 64
INTRODUCTION
The problems of socio-economic transformations taking place in Russian society made it possible to understand and evaluate the tasks facing employees of the personnel services of enterprises. Without people, there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, personnel management is one of the most important aspects of the theory and practice of management. Under the staff we will understand the totality of all human resources that the organization possesses. These are employees of the organization, partners, experts involved in the implementation of certain projects, research, etc.
Any organization is created to fulfill some goals and needs to be managed, and the achievement of the goals depends on how effectively it is managed. It is up to the manager to find the right methods for establishing links between the goals of the organization and the people who fulfill them. At the beginning of 2001, there were about 1 million registered small businesses in Russia. Those. in the country, approximately 1 million people manage small and medium-sized businesses. Most of them have not been specifically trained in personnel management. In all this and in many other ways, the author sees the relevance of the topic of the work and the need to study this problem. Considering that personnel management includes several stages, such as:
1. Workforce planning: developing a plan to meet future human resource needs.
2. Recruitment: creating a pool of potential candidates for all positions.
3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.
4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.
5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.
6. Training: Designing programs to teach the job skills required to do the job effectively.
7. Assessment of labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.
8. Promotion, demotement, transfer, dismissal: development of methods for moving employees to positions of greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.
9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of the work of managerial personnel. (2,11,15)
The author of this thesis project set a goal to explore and summarize all of these aspects, dividing them into sub-stages based on the need to take into account: a) the formation of personnel; b) development of labor resources; c) some methods of improving the quality of working life.
In the course of the study, it was supposed to analyze and generalize the practice of personnel services of St. Petersburg enterprises in stages, with the involvement of scientific, methodological and practical material. To achieve the goals of the study, the author attempted to solve the following problems:
Analysis and generalization of the position of the formation of the personnel potential of the enterprise;
Identification and research of problems of development of labor resources;
Consideration of issues related to the forms and methods of improving the quality of working life.
The work consists of an introduction, three chapters, thirteen paragraphs, a conclusion, a list of references.
CHAPTER 1. GENERAL PROVISIONS FOR THE FORMATION OF STAFF
1.1 HR planning
Personnel planning is defined as “the process of ensuring that an organization has the right number of qualified personnel hired in the right positions at the right time.” According to another definition, personnel planning is "a system for the selection of qualified personnel, using two types of sources - internal and external, with the aim of meeting the organization's needs for the required number of specialists in a specific time frame." Domestic specialists in the field of personnel planning use the following wording - "personnel planning - the directed activity of the organization to train personnel, ensure proportional and dynamic development of personnel, calculate its professionally qualified structure, determine the general and additional needs, and control its use."
In setting its organization's objectives, management must also determine the resources needed to achieve them. The need for funds, equipment and materials is quite obvious. Few leaders miss these moments when planning. The need for people also seems quite obvious. Unfortunately, human resources planning is often not done well or is not given the attention it deserves.
The workforce planning process includes three stages (Table 1.1.1):
1. Assessment of available resources.
2. Assessment of future needs.
3. Development of a program to meet future needs.
It is logical to start planning labor resources in an existing organization with an assessment of their availability. Management must determine how many people are involved in each activity required to achieve a specific goal. In addition, management must evaluate the quality of work of their employees.
| Personnel planning | ||||
| 1. Assessment of available labor resources | 2. Assessment of future needs | 3. Development of a program for the development of labor resources | ||
Tab. 1.1.1 Personnel planning.
The next stage of planning is forecasting the number of personnel required to achieve short-term and long-term goals. Naturally, with major organizational changes, such as the creation of a new plant, assessing the future need for labor is a complex and important task. In these cases, it is necessary to assess the external labor market and determine the labor force available on it. Having identified its future needs, management must develop a program to meet them. Needs are the goal, the program is the means to achieve it. The program should include a specific schedule and activities for attracting, hiring, training and promoting the people required to achieve the goals of the organization. In order to hire the right workers, it is necessary to know in detail what tasks they will perform during the work and what are the personal and social characteristics of these jobs. This knowledge is obtained through job content analysis, which is the cornerstone of workforce management. Without it, it is difficult to implement all other control functions. Comprehensive assessment of all specialties provides a sound basis for future hiring, selection, salary, performance appraisal and promotion decisions.
There are several methods for analyzing the content of a work. One of them is to observe the worker and formally define and record all the tasks and activities performed by him. Another method involves collecting such information through an interview with the employee or his immediate supervisor. This method may be less accurate due to the distortions introduced by the respondent's or interviewer's perceptions. The third method is that the worker is asked to complete a questionnaire or describe his job and the requirements for it. The information obtained from the analysis of the scope of work is the basis for most of the subsequent planning, recruitment activities. Based on it, a officialinstruction, which is a list of the main duties, required knowledge and skills, as well as the rights of the employee.
The work of personnel services of any enterprise is inevitably associated with the need to search and select personnel. The recruitment system is one of the central in the management structure of the entire organization. Since the economic performance and competitiveness of the enterprise ultimately depend on the human resource.
From the article you will learn:
But usually, after reviewing the resume, recruiters prefer to talk to the candidate at a personal meeting. Some steps may be omitted or additional screening measures added if necessary. But in general the system recruitment as follows:
- Analysis of documents provided by candidates (diplomas, resumes, certificates, etc.).
- Preliminary conversation (possibly by phone) to get acquainted with the applicant. At this stage, it turns out in more detail about the education, experience of a specialist, an initial idea of \u200b\u200bhis communication skills is drawn up.
- Completing the application form by the applicant. As a rule, the questionnaire contains questions of a personal nature: date and place of birth, address of residence, marital status, education, etc. It makes sense to include questions about previous places of work, hobbies. It also often determines the level of self-esteem, attitude to crisis situations, etc.
- Checking recommendations. At this stage, the veracity of the information provided by the candidate is clarified and additional information is collected, mainly about the previous place of work. However, when making inquiries about the applicant from his previous manager or former colleagues, it is worth remembering the possible bias of their assessments.
- The interview is the main interview of the applicant. It can be carried out in written or oral form, be structured and formalized.
- Testing is the most significant stage of testing a candidate. It can be psychological, intellectual, psychophysiological, professional. Depending on the vacancy, a special testing program is being developed. Testing is often done as part of a group, but in rare cases it can be done individually. The test can be carried out in one day or several - with breaks.
- Analysis of the results obtained during the tests.
- Making a decision on the suitability of the applicant for the vacancy and presenting it to the manager. In the event of a positive decision on hiring, the candidate is informed of the list of documents required for execution under the Labor Code, and the date of conclusion of the employment contract is agreed upon.
- Conclusion of an employment contract and execution of necessary documents.
The best result in determining the required candidate is achieved, as a rule, when the selection methods are interconnected and represent an integrated system. The most reliable results of the evaluation of candidates can be achieved if applicants are tested in conditions as close as possible to the working ones.
As evaluation methods, in addition to testing, you can use:
Interview, interview of a HR manager or an employer with a job seeker. It is desirable for him to pre-develop and compile a questionnaire to determine the desired qualities of the applicant.
The matrix method is a summary assessment according to a specially designed matrix table, which lists all candidates for one position and provides a list of necessary personal and business qualities. Against each applicant, the expert puts an assessment according to one or another criterion. The candidate with the highest score is selected for the position.
The method of evaluation centers is used for the selection of middle and senior managers. With its help, you can identify the managerial abilities of the candidate. The subject is offered exercises or tests, and the answers evaluate the correctness of the choice and the adequacy of his decisions.
In conclusion, it should be emphasized that when selecting personnel in the management system, it is important for a recruiter to give an objective assessment of the qualities of applicants, to indicate how they meet the requirements for them. It is easier to make the right decision when choosing the right candidate for that manager who, on the one hand, has an ideal model of requirements for a certain position, and on the other hand, well-compiled characteristics of applicants in accordance with it.
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