Report on practice using the example of Svyaznoy-Logistics JSC

Introduction……………………………………………………………………………….3

1. General information about JSC “Svyaznoy-logistics”……………………….4

2. History of Svyaznoy-Logistics CJSC……………………………………………………....5

3. Financial performance indicators of CJSC “Svyaznoy-logistics”………………………………………………………………………………………..…..8

4. Organizational structure of CJSC Svyaznoy-logistics……………..9

5. Analysis of the personnel policy of Svyaznoy-Logistics CJSC………………..18

6. Priority areas of activity of Svyaznoy-logistics CJSC……………………………………………………………………………………….23

Conclusion……………………………………………………………..30

References……………………………………………………….31

Introduction
Industrial practice is part of the curriculum provided for by the specialty “Organization Management”. The internship took place from June 1, 2014 to September 1, 2014 at the enterprise Svyaznoy-logistics CJSC. The main type of economic activity of this enterprise is trade and entrepreneurial activity.
The purpose of industrial practice is to consolidate theoretical knowledge in the field of management.
Tasks:
- explore general information about the organization;
- study the history of the organization;
- study the organizational structure of the company
- analyze financial performance indicators
- study the personnel policy of the organization;
- develop proposal recommendations.

1. General information about CJSC Svyaznoy-logistics
Closed joint stock company "Svyaznoy-logistics" was registered on November 29, 2004 by the Interdistrict Inspectorate of the Ministry of Taxes of Russia No. 46 for Moscow, Certificate of entry into the Unified State Register of Legal Entities for OGRN No. 1047796913735 dated November 29, 2004.
The full corporate name of the Company in Russian is Closed Joint Stock Company “Svyaznoy Logistics”.
The abbreviated corporate name of the Company in Russian is CJSC Svyaznoy-logistics.
The location and postal address of the Company is 115280, Moscow, st. Leninskaya Sloboda, 19.
As of December 31, 2013, the authorized capital of the Company is 1,100,000,000 (One billion one hundred million) rubles.
The authorized capital of the Company is divided into 110,000 (One hundred and ten thousand) ordinary registered uncertificated shares with a par value of 10,000 (Ten thousand) rubles each.

2. History of the company Svyaznoy-logistics CJSC
Svyaznoy is a federal retail chain specializing in the sale of cellular operator services, personal communications equipment, accessories, portable digital audio and photographic equipment.
The date of foundation of the company is considered to be October 9, 1995. From its inception until 2002, the group's main activity was the wholesale trade of DECT telephones and personal audio equipment. Starting with minimal working capital, the Company in a short period of time has grown into a large and rapidly growing commercial enterprise. By 2000, direct contracts were signed with leading manufacturers of personal audio equipment and communications equipment, such as Siemens, Motorola, Philips, Ericsson, etc. By the beginning of 2002, the company managed to take a leading position - the market share in wholesale sales of audio equipment and telephony reached 10% .
As a result of assessing the prospects for the development of the cell phone sales market, in 2001 a strategic decision was made to concentrate efforts in the development of retail sales. On April 23, 2002, the official launch of a network of mobile communication centers under the Svyaznoy brand took place. By this time, the Company had 81 retail outlets.
After the launch of the Svyaznoy brand, the company’s retail network continues to develop rapidly, and not only in Moscow and the Moscow region. In the fall of 2002, the first Svyaznoy mobile communication centers opened in St. Petersburg. By mid-2003, there were already 25 retail outlets in the northern capital. The next stage of Svyaznoy's extensive development is the opening of stores in Nizhny Novgorod.
By 2004, the Svyaznoy network already included 292 mobile communication centers. This year was a turning point for the mobile retail market. Retail chains began to actively develop in the regions, develop new territories and change their assortment policy. Svyaznoy decided to differentiate itself in the direction of portable digital technology and create a unique project for the Russian market - the Svyaznoy 3 gallery of digital technologies. In these showrooms, digital cameras and players, laptops and portable TVs were launched for the first time, as well as unique opportunities for open customer access to goods and printing digital photographs from any media.
By 2007, the total number of Svyaznoy mobile communication centers was more than 1,400 in 282 cities of the Russian Federation. Having opened the first salon in the Far East in August 2006, the Company completed its global regional expansion - now there are mobile communication centers in every region of Russia. At the end of 2006, the market share of the Svyaznoy network of mobile communication centers in Russia was 14.6% in terms of the number of GSM phones sold.
At the end of 2007, the Svyaznoy Group of Companies included 1,577 retail stores in 389 cities of Russia, and by the end of 2008, Svyaznoy already had 1,823 stores of 2 formats - Svyaznoy mobile communication centers 4 and Svyaznoy 3 digital technology galleries - 1752 stores in 455 cities of the Russian Federation and 71 stores in the Republic of Belarus...
Conclusion
As a result of the internship, the acquired theoretical knowledge in the course “Organization Management”, as well as related disciplines, the acquisition of practical skills in the field of managing a specific area of ​​management, as well as the acquisition of practical skills in the specialty were applied and consolidated.
During practical training, the theoretical knowledge acquired during training was consolidated. Solving practical problems made it possible to establish how, in fact, at a specific enterprise, issues of managing an organization are resolved.
While writing this internship report, I also analyzed the main issues related to the personnel management system. As a result of the analysis, it turned out that Svyaznoy Logistics CJSC is a well-functioning organization that has great competitive advantages, however, against the backdrop of successful economic prosperity, the organization is tracking staff turnover. During the study of various areas of the functioning of the employee management system, it was concluded that this fact was initially associated with the psychological dissatisfaction of the staff with the process of work activity.
As proposals, a plan of measures was also drawn up that would help relieve the tense psychological situation in the company, as well as improve interpersonal relationships between employees.

Bibliography
1. Ansoff N. Strategic management. – M.: Economics, 2010. – 450 p.
2. Bykova A.A. Organizational management structures. – M.: OLMA-PRESS, 2011. – 604 p.
3. Vissema Hans. Strategic management and entrepreneurship. – M.: Finpress, 2009. – 1002 p.
4. Glukhov V.V. Management: textbook. – St. Petersburg: Specialist, 2010. – 507 p.
5. Management: textbook / Edited by Gusinov F.M. - M., FBK Press, 2010. – 320 p.
6. Muller A., ​​Kieser A. Organizational communication: structures and practices. – M.: Humanitarian Center, 2011. – 504 p.
7. Official website of the Svyaznoy company - info/ (Date of access: 10/19/2013)
8. Enterprise management. Lecture notes. – M.: Phoenix, 2011. – 316 p.
9. Fedorova N.N. Organizational structure of enterprise management. Tutorial. – M.: TK Velby, 2008.

Report on practice at Svyaznoy CJSC

I affirm:

General Director of the regional center

Svyaznoy-Sibir_______________________________________________2010

Calendar plan

from 07.06.2010 to 05.07.2010

Student's signature___________________________________________________

Completion of practical training by a 4th year student of the Faculty of State Medical University of Novosibirsk State Agrarian University

date	Type of work		Comments and suggestions
07. 06. 2010-11. 06. 2010	Study of the organizational structure of organization and management. Familiarization with the job description of an economist		The organization is very large, has a complex organizational and production structure (Group of companies, many departments with a certain specialization)
14. 06. 2010-18. 06. 2010		Study and analysis of the economic conditions of the organization based on the annual report and other documents	The organization is quite developed.
21. 06. 2010-25. 06. 2010	Study of working conditions, basic labor processes, study of the organization of remuneration of workers and enterprise managers	Study of remuneration, basic labor processes on the basis of the Regulations on remuneration and material incentives for workers.	The company is developing a powerful vertically integrated structure with a staff of more than 16,000 people
28. 06. 2010-05. 07. 2010	Work in the economic department of OJSC Svyaznoy Siberia, filling out and checking daily reports		The work is carried out at a modern level.

Introduction………………………………………………………………………………... 3

1. General characteristics of the group of companies CJSC Svyaznoy Group of Companies.

2. Management company CJSC Svyaznoy Group of Companies. General information.

3. Management of CJSC Svyaznoy Group of Companies.

4. Economics of Svyaznoy Group of Companies CJSC.

5. Organization, standardization and remuneration of labor of CJSC Svyaznoy Group of Companies.

Conclusion

Application

Introduction

From June 07, 2010 to July 05, 2010 I completed an internship at the Svyaznoy Group of Companies CJSC.

The purpose of the practice is to study the organization, its structure, obtain the necessary information about the production and financial and economic activities of the organization.

To achieve this goal, the following tasks were solved:

1. Study the management of the organization;

2. Study the economics of the organization;

The report presents the following documents: structure of the organization, Charter of the organization, job description, regulations on remuneration, profit and loss report.

1. General characteristics of Svyaznoy Group of Companies CJSC

Certificate of entry into the Unified State Register of Legal Entities for OGRN No. 1047796913735 dated November 29, 2004.

Full corporate name of the Company in Russian – Closed Joint Stock Company "Svyaznoy Group of Companies" .

The abbreviated corporate name of the Company in Russian is CJSC Group of Companies Svyaznoy .

Full corporate name of the Company in English – Closed Joint ‐ Stock Company "Svyaznoy Group" .

The location and postal address of the Company is 115280, Moscow, st. Leninskaya Sloboda, house 19.

CJSC Svyaznoy Group of Companies does not have separate divisions.

The authorized capital of the Company is divided into 110,000 (One hundred and ten thousand) ordinary registered uncertificated shares with a par value of 10,000 (Ten thousand) rubles each.

The number of persons registered in the register of shareholders of the Company - as of December 31, 2009 - 3.

The register of shareholders of CJSC Svyaznoy Group of Companies is maintained by the Open Joint Stock Company Central Moscow Depository.

Location and postal address: 105082, Moscow, st. B. Pochtovaya, 34, building 8;

The date of foundation of the company is considered to be October 9, 1995. From its inception until 2002, the group's main activity was the wholesale trade of DECT telephones and personal audio equipment. Starting with minimal working capital, the company in a short period of time grew into a large and rapidly growing commercial enterprise. By 2000, direct contracts were signed with leading manufacturers of personal audio equipment and communications equipment, such as: Siemens, Motorola, Philips, Ericsson, etc. By the beginning of 2002, the company managed to take a leading position: the market share in wholesale sales of audio equipment and telephony reached 10 %.

As a result of assessing the prospects for the development of the cell phone sales market, in 2001 a strategic decision was made to concentrate efforts in the development of retail sales.

On April 23, 2002, the official launch of a network of mobile communication centers under the Svyaznoy brand took place. By this time, the company had 81 retail outlets.

After the launch of the Svyaznoy brand, the company’s retail network continues to develop rapidly, and not only in Moscow and the Moscow region. In the fall of 2002, the first Svyaznoy mobile communication centers opened in St. Petersburg. By mid-2003, there were already 25 retail outlets in the northern capital. The next stage of Svyaznoy's extensive development is the opening of stores in Nizhny Novgorod.

By 2004, the Svyaznoy network already included 292 mobile communication centers. This year was a turning point for the mobile retail market. Retail chains began to actively develop in the regions, develop new territories and change their assortment policy. Svyaznoy decided to differentiate itself in the direction of portable digital technology and create a unique project for the Russian market - the Svyaznoy 3 gallery of digital technologies. In these salons there were

digital cameras and players, laptops and portable TVs were launched for the first time, and unique opportunities for open customer access to goods and printing digital photos from any media were implemented.

"Svyaznoy" numbered more than 1,400 in 282 cities of the Russian Federation. Having opened the first salon in the Far East in August 2006, the company completed its global regional expansion - now there are mobile communication centers in every region of Russia. At the end of 2006, the market share of the Svyaznoy network of mobile communication centers in Russia was 14.6% in terms of the number of GSM phones sold.

At the end of 2007, the Svyaznoy Group of Companies included 1,577 retail stores in 389 cities of Russia, and by the end of 2008, Svyaznoy already had 1,823 stores of 2 formats - Svyaznoy mobile communication centers and Svyaznoy 3 digital technology galleries - 1,752 stores in 455 cities of the Russian Federation and 71 stores in the Republic of Belarus.

- x formats - mobile communication centers "Svyaznoy" and digital technology galleries "Svyaznoy 3" - 1918 showrooms in 536 cities of the Russian Federation and 66 showrooms in the Republic of Belarus. The market share of Svyaznoy in terms of the number of GSM phones sold in 2009 is 22.5% (by quantity) and 20.4% (by turnover).

The turnover of the Svyaznoy group of companies, which includes revenue from the sale of goods and services, payments for mobile communications and VAT, for 2009 amounted to 89.5 billion rubles. In 2009, the increase in retail turnover was 27.9% compared to 2008.

By the beginning of 2010, the staff of Svyaznoy Group of Companies totaled 16,300 people.

Over all these years, Svyaznoy has repeatedly received prestigious awards in a variety of categories:

First place in the category “Best Call Center Improvement/Modernization Strategy/Program” of the CCG Call Center Awards. Crystal Headset - 2010" (Information center of the Svyaznoy-Club program).

Victory in the category “Cellular Communications and Digital Technology” according to the results of the “White List” competition in 2009, organized by the Society for the Protection of Consumer Rights “Public Control” under the coordination of the Public Expert Council of the National Consumer.

Title “Attractive Employer 2008” based on the results of a study conducted by the Research Center of the SuperJob.ru portal.

The development strategy of the Svyaznoy group of companies is aimed at increasing market share, diversifying suppliers, expanding the product range, increasing brand value and expanding into new market segments for high added value services in telecommunications and financial services.

Svyaznoy's management sees the main goal of the company's business as increasing shareholder value by increasing revenue and profitability, as well as increasing market share in Russia and in the cities where showrooms are located through the use of the main competitive advantages of the Svyaznoy trademark.

The Svyaznoy company intends to increase the total number of mobile communication centers by opening new stores with an acceptable level of profitability in the regions of its presence, as well as in other regions with growth potential. This plan, in particular, provides for:

Rapid expansion into new cities;

Increased sales in existing stores;

Use of a single store format;

Ensuring the best location of chain stores.

2. Strengthening the main advantages of the brand .

stores in actual sales. To achieve this, Svyaznoy intends to:

Make your stores the best place to purchase new products and ready-made solutions;

Improve customer service;

Create and develop new projects to increase the number of regular customers.

3. Focus on profitability.

The Company intends to continue to improve the operational efficiency of its business, focusing on the following:

Product range management to maintain profitability;

Improving supply chain management and strengthening logistics;

Continued investment in the IT system;

Personnel as a key business asset;

Introduction of highly profitable telecommunications services.

4. Development of new directions.

The company intends to develop e-commerce and terminal trading, and expand the range of financial services for individuals. To achieve this, Svyaznoy plans the following:

Development of the online store of the Svyaznoy Group of Companies - it is planned to make it one of the leaders in online trade in Russia by the end of 2011 with a turnover of about $100 million;

Development of the terminal trade project - bringing the number of terminals to 450 in 2010, increasing the turnover of retail outlets by 10%;

Development of the direction of money transfers - in 2010 it is planned to carry out money transfers in the amount of over 20 billion rubles;

Development of the direction of accepting payments for repayment of consumer loans - in 2010 it is planned to increase the turnover in this area to 8 billion rubles.

Company philosophy:

1. Company's mission :

We serve people. We are creating an exciting world of mobile communication, communication and new opportunities - a world in which every person finds understanding and joy. With us it’s simple, convenient, interesting.

2. Vision:

In a world where devices and technologies change at a tremendous speed, human relationships and trust remain constant values. Our friendly brand and passionately developing company is the basis for building any business that connects consumers with modern technologies, personal devices and services.

3. Values:

· Friendliness

how to help people, bring benefit and joy.

· Passion

to people. The ability to work with interest, constantly create and find new ideas is as important to us as achieving our goals.

· Confidence

- the basis of good relationships between people. We are trustworthy and trustworthy. Being honest and consistent, we are ready to become a reliable partner for everyone. The trust of employees, partners and clients is the most important asset of our team.

2. Management company CJSC Svyaznoy Group of Companies.

General information.

Svyaznoy is a federal retail chain specializing in the sale of cellular operator services, personal communications equipment, accessories, portable digital audio and photographic equipment.

· Board of Directors of the Company;

The main activities of the Company are:

· Organization and management of retail chains for the sale of non-food products;

· Development, distribution and delivery of software and hardware;

· Carrying out foreign economic activities in accordance with the goals of the Company’s activities and in the manner established by the legislation of the Russian Federation;

· Carrying out, in order to diversify, other business activities that are not prohibited by the current legislation of the Russian Federation and correspond to the goals of the Company.

The Company may engage in certain types of activities, the list of which is determined by federal laws, only on the basis of a special permit (license).

3.

The management bodies of the Company are:

· General meeting of shareholders of the Company;

· Board of Directors of the Company;

· Sole executive body (General Director) of the Company.

The highest governing body of the Company is its general meeting of shareholders. The following issues fall within the competence of the General Meeting of Shareholders:

1. Introduction of amendments and additions to the Charter of the Company or approval of the Charter of the Company in a new edition;

2. Reorganization of the Company;

4. Determination of the quantitative composition of the Board of Directors, election of members of the Board of Directors and adoption of a decision on the early termination of their powers;

5. Determination of the number, par value, category (type) of authorized shares of the Company and the rights granted to these shares.

The Board of Directors of the Company consists of five members. Members of the Company's Board of Directors are elected by the general meeting of shareholders for the period until the next annual general meeting of shareholders.

The competence of the Board of Directors of the Company includes resolving issues of general management of the company’s activities, with the exception of issues referred to the competence of the General Meeting of Shareholders by this Charter.

In order to fulfill the duties and obligations specified in the Charter, the competence of the General Director of the Company includes resolving the following issues:

1. Exercising operational management of the company’s activities;

2. Ensuring the implementation of decisions of the General Meeting of Shareholders;

3. Disposal of the Company’s property within the limits established by the General Meeting of Shareholders of the Company and this Charter;

4. Organization of accounting and reporting in the Company;

5. Concluding on behalf of the company any transactions, contracts, other legal acts and ensuring their implementation, concluding other transactions on behalf of the Company, including opening bank accounts for the Company and issuing powers of attorney;

6. Approval of the staffing table of the Company, branches and representative offices of the Company, determination of the conditions for hiring and dismissal, remuneration of the company’s employees, application of incentive measures and penalties to employees;

Society.

The organizational structure of the company is presented in the appendix.

4. Economics of Svyaznoy Group of Companies CJSC

Economic efficiency of production of CJSC Svyaznoy Group of Companies based on profit and loss data in 2009 (see Appendices).

According to these reports, revenue from sales of goods, products, and services for 2009 amounted to 101,089,000 rubles, which is 53,096,000 rubles or 52.5% more than for the same period last year (47,993,000 rubles). The increase in revenue is mainly due to the sale of a larger volume of products and a decrease in the cost of goods and services sold.

or 76% more than in 2008. Thus,

Profitability (net profit) = (18,658,000 / 123,452,000)*100% =

Profitability (in gross profit, i.e. without other expenses and income tax) = (22,363,000 / 123,452,000) * 100% = 18%.

This is a fairly high profitability indicator, which indicates that despite the increase in revenue and, accordingly, net profit, one ruble of invested money (costs) brings 15 rubles of profit in the first case and 18 rubles in the second.

To increase profitability, it is necessary to adhere to the following directions of company development:

· acceleration in network growth and achieving market share in mobile phone sales;

· development of e-commerce and terminal trade;

· development of financial services: money transfers, acceptance of payments for repayment of consumer loans and other payments, non-state pension funds, bank cards and insurance products;

· completion of the rebranding of the Svyaznoy retail chain.

5. Organization, regulation and remuneration

The regulations on the procedure for paying wages and bonuses to employees are presented in the appendix.

time-bonus wage system.

The employee is paid a salary in proportion to the time worked in accordance with his work schedule.

Salaries are paid to employees in cash at least every six months:

On the 27th day of each month, salary is paid for days worked in the first half of the current month;

On the 12th day of the month following the billing month, wages are paid for the second half of the month worked;

Wages are calculated based on the amount of salary for the time actually worked, based on time sheets.

If the payment day coincides with a weekend or non-working holiday, wages are paid on the eve of this day.

Bonuses are awarded to the Company's employees within the wage fund based on performance results. The bonus period is month, quarter, year. For special achievements in work, a one-time bonus may be given by decision of the Branch Director.

The main indicators of employee bonuses are:

The results of the Company's work during the bonus period;

The performance of each employee of the Company and the structural unit as a whole;

Implementation of individual and collective plans of the unit for the bonus period;

The quality of work performed by the employee, including effectiveness, efficiency, organization in the performance of job duties;

Reasonable initiative, creativity and application of modern forms and methods of work organization in work;

Compliance with labor and production discipline.

The paid bonus is a form of material incentive for effective and conscientious work, as well as the specific contribution of each employee to the successful completion of the tasks facing the division and the Company.

When determining the size of the bonus, the grounds for reducing its size (not submitting a bonus) are:

Failure to comply with established deadlines for fulfilling instructions from management or job duties, poor performance in the absence of valid reasons;

Insufficient level of performance discipline;

Low performance;

Failure to comply with labor regulations;

Identified financial irregularities, abuse of official duties, resulting in losses to the Company;

Identified violations of accounting and storage of entrusted inventory items, which led to their damage or loss;

Failure to comply with the Company's internal labor regulations.

Conclusion

CJSC Svyaznoy Group of Companies is a federal retail chain specializing in the sale of cellular operator services, personal communications equipment, accessories, portable digital audio and photographic equipment.

· General meeting of shareholders of the company;

· Board of Directors of the Company;

· Sole executive body (General Director of the Company)

The highest governing body of the Company is its general meeting of shareholders.

· Attracting investments and financing for the development of network trade in non-food products;

· Consulting, marketing activities;

· Provision of legal, financial, auditing, marketing and information and advisory services, development of enterprise development projects;

· Development, distribution, supply of software and hardware, etc.

The company has developed a powerful vertically integrated structure with a staff of more than 16,000 people.

Organizational structure of Svyaznoy Logistics CJSC

The structure reflects the existing division of individual divisions in the organization, the connections between these divisions and the unification of divisions into a single whole. The structure of an organization is a logical relationship between management levels and functional areas, built in a form that allows the organization's goals to be most effectively achieved. The management structure of Svyaznoy Logistics CJSC (the parent company) has a matrix structure.

A separate company communications store (direct point of sale) is a key business unit. The remaining divisions are engaged in providing, managing and optimizing the activities of key business units:

• 1) communications department - is responsible for telecommunications between departments, the operation of the hotline, and serves as a help desk in the organization;
• 2) business development department - deals with lease agreements, development of new projects from the point of view of their economic efficiency;
• 3) trade marketing department - deals with the development of methods for stimulating sales, assortment policy, and selection of suppliers;
• 4) trade operations department - is engaged in the development of working methods at specific points, in narrowly defined areas, and general coordination of the activities of retail outlets. One of the main departments in the company as a whole. Ultimately, each retail outlet falls under the purview of this department;
• 5) department of complex merchandising - the department is engaged in the development of standards for placing goods on display, monitoring the implementation of standards, developing the appearance of cellular communication stores;
• 6) operational accounting department - is responsible for monitoring compliance with cash discipline, the availability of declared goods in the warehouse, identifying cases of negligence in relation to company property, issuing fines and incentives, calculating and paying wages;
• 7) personnel department - deals with maintaining personnel documentation, compliance with labor legislation, personnel planning, interaction with employees regarding hiring; transfers to other positions, regions, retail outlets; regarding layoffs (the department includes a training center - is engaged in personnel training - trains, organizes corporate events, develops corporate culture, fills the educational portal, develops training events, organizes educational programs, trainings);
• 8) department of accounting and activation of services - deals with the accounting of work with contracts for cellular communication services, loan agreements, and organization of document flow for additional services;
• 9) legal department - responsible for the implementation of Svyaznoy Logistics CJSC with the current civil legislation on all kinds of issues, settlement of labor disputes, legal conflicts with buyers and customers, with suppliers;
• 10) claims department - deals with the maintenance of faulty and defective equipment, repairs, and organizes agreements with service centers;
• 11) security service - is engaged in organizing the security of retail outlets, assessing the personal files of employees, developing requirements for maintaining trade secrets, preventing economic crimes, fraud on the part of employees and visitors;
• 12) training center - engaged in personnel training - training, organizing corporate events, developing corporate culture, filling the educational portal, developing training events, organizing educational programs, trainings.
• 12) pricing department - deals with setting prices for goods and services in Svyaznoy showrooms, assessing the competitive situation of each retail outlet, product items, and brands.
• 15) PR management department - the tasks of this department include organizing the company’s interaction with the external information environment, organizing internal corporate culture together with the training center, publishing a corporate newspaper, maintaining the corporate website and access to it, developing and maintaining a website for external users , development of the company's image and image, formation of values ​​at the company level, setting strategic goals along with senior management, preparing press releases.

Each department is headed by a department head, to whom leading specialists report, and they, in turn, supervise the specialists.

The company's management structure is clearly shown in Appendix A.

The organizational structure of management of the Novosibirsk branch of Svyaznoy Logistics CJSC is presented in Fig. 1.

The director of the branch independently makes decisions, carries out and controls the activities of the branch, introduces new employees as candidates for positions and concludes employment contracts with them, ensures the fulfillment of all obligations to suppliers, customers, and banks.

The accountant of the branch of Svyaznoy Logistics CJSC reports directly to the director. The accountant carries out accounting and reporting, monitors compliance with financial discipline, ensures strict adherence to cash discipline and proper procedures for storing money.

Figure 1 - Organizational structure of Svyaznoy Logistics CJSC (Novosibirsk branch)

The Deputy Director for Commerce is responsible for making decisions in the area of ​​organizing the purchase and sale of goods, marketing activities and logistics. His area of ​​responsibility includes:

• 1. Participation in strategic planning of the financial and economic activities of the branch.
• 2. Analysis of the progress of implementation of strategic plans.
• 3. Monitoring the activities of other key divisions of the branch for work aimed at fulfilling the set plans and strategic objectives, as well as the state of current affairs.
• 4. Comprehensive development of plans and strategies to increase the branch’s turnover, increase profits and profitability of sales, as well as increase the captured market share.
• 5. Organization of trade and purchasing activities.
• 6. Organization of logistics activities.
• 7. Organization of warehouse and motor transport operations.

The sales department, sales office managers, logistics and warehouse management are subordinate to the Deputy Director for Commerce.

The head of the financial service is responsible for making decisions in the field of financial activities of the branch:

• 1. Organizes the management of the movement of financial resources and the regulation of financial relations in order to make the most efficient use of all types of resources.
• 2. Determines sources of financing for the economic activities of the branch.
• 3. In order to determine an external source of financing, organizes the activities of employees of the financial department in the following areas: searching for sources, assessing the cost of sources, assessing financial risk, the ratio of own and attracted sources of financing.
• 4. Directly negotiates with commercial banks, other credit institutions and other external organizations.
• 5. Coordinates work to analyze the financial and economic condition of the branch.
• 6. Provides development of tactical decisions in the field of finance.
• 7. Organizes work on developing sections of business plans.
• 8. Organizes and ensures control: over the implementation of financial plans (including the profit plan), over the correct expenditure of funds and the targeted use of own and borrowed working capital.
• 9. Based on the results of the financial analysis, ensures the development of proposals aimed at ensuring solvency, preventing the formation and liquidation of unused inventory, increasing the profitability of the branch, increasing profits, reducing costs for selling products, strengthening financial discipline.

The head of the financial service is responsible for financial matters on an equal basis with the director of the branch.

A store manager is the head of one store, subordinate to whom are sales managers and financial product sales managers. The tasks and essence of his work are very diverse, ranging from monitoring the quality of the store and increasing economic efficiency, ending with solving minor problems with customers.

Specialists and employees of all departments and services of Svyaznoy Logistics CJSC have the necessary qualifications, skills and experience and carry out their work activities in accordance with the norms and rules established in the organization, labor regulations and the provisions of job descriptions.

The efficiency of the staff of Svyaznoy Logistics CJSC is increased by constant training aimed at training staff (including sales managers - competent presentation of goods, the ability to persuade and work with objections).

The organizational structure of Svyaznoy Logistics CJSC fully complies with the goals and purpose of the organization and is effective in the existing conditions of the company.

From an organizational point of view, the activities of the organization under study are organized quite effectively, which is facilitated by the long period of operation of the organization in the declared field of activity and the professional competencies of management personnel.

1. CHARACTERISTICS OF THE ENTERPRISE, ORGANIZATIONAL STRUCTURE AND FUNCTIONS OF THE DIVISION

Closed Joint Stock Company "Svyaznoy Logistics", hereinafter referred to as the "Company", is a commercial organization created in accordance with the Civil Code of the Russian Federation, the Federal Law of the Russian Federation "On Joint Stock Companies".

The full corporate name of the Company in Russian is Closed Joint Stock Company “Svyaznoy Logistics”.

The abbreviated corporate name of the Company in Russian is CJSC Svyaznoy Logistics.

The full corporate name of the Company in English is Svyaznoy Logistics.

The location of the company is 115280, Moscow, st. Leninskaya Sloboda, house 19.

The company has branches, one of which is located in the city of Yekaterinburg and is called the Ural branch of Svyaznoy Logistics CJSC. Location of the branch at the address: 620014, Ekaterinburg, st. Khokhryakova, 74

The purpose of the Company's activities is to obtain profit from business activities.

The authorized capital of the Company is 1,100,000,000 (one billion one hundred million) rubles. The authorized capital of the Company is divided into 110,000 (one hundred ten thousand) ordinary registered uncertificated shares with a par value of 10,000 (Ten thousand) rubles each.

Svyaznoy is the largest independent federal retail chain engaged in the distribution of mobile devices, as well as providing operator and financial services. It has been operating since 1995. To date, 2,589 Svyaznoy stores have been opened in Russia and Belarus, which are visited daily by about 1.5 million customers.
In Svyaznoy stores, customers can purchase mobile phones, audio and video devices, computers, cellular operator contracts and many other products and accessories from leading manufacturers.
The Svyaznoy retail network also offers a wide range of goods and services, including payments for the Internet, digital TV, utility bills, etc. We offer financial services, in particular money transfers, loans and insurance.
More than 20,000 employees of the company provide the highest level of service, which is reflected in the constant growth of customer loyalty indicators. The bonus loyalty program called Svyaznoy-Club is the largest coalition loyalty program in the country and has more than 14.8 million participants.

The main purpose of an organization's existence is designated as its mission.

The mission of an organization is a general idea that shapes the purpose of the organization in society.

The successful implementation of goals depends on how correctly they are chosen and formulated. When setting goals, certain requirements must be met. Goals should be specific and measurable. Specific and measurable forms provide a reporting basis for subsequent decisions and evaluation of results.

Goals must have a time dimension. Not only must it be precisely defined what and when the organization wants to do. Typically, goals are long-term (expected for five, sometimes more years), medium-term (from one year to five years) and short-term (within a year).

Goals must be achievable. If goals are unattainable, employees' desire to succeed will be blocked and their motivation will weaken.

To be effective, an organization's multiple goals must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Based on the goals of the organization, the goals of its divisions, groups and individual employees are formed. The organization enables people to achieve personal goals, to realize collectively what they are not able to achieve individually.

Thus, a hierarchy of goals is formed. The leader must coordinate the goals of departments, individual groups and individuals, direct them to achieve the goals of the entire organization, avoiding the emergence of acute contradictions and conflicts that affect the behavior of the organization.

Determining the goals of an organization—whether it should operate to maximize profits or “serve customers”—is a critical moral issue that every leader must decide. And although it has long been proven that attention to the consumer and clientele determines the sustainability of an enterprise and ensures its long-term interest, this truth is difficult to grasp even in countries with developed markets.

An organization is a complex organism, the basis of whose life potential is organizational culture: what people became members of the organization for, how relationships are built between them, what stable norms and principles of life and activity of the organization they share; what they think is good and what is bad, and much more that relates to values ​​and norms. All this distinguishes one organization from another and significantly determines the success of the functioning and survival of the organization in the long term. If we can say that an organization has a “soul,” then this soul is organizational culture.

The bearers of organizational culture are people. But in organizations with an established organizational culture, it is separated from people and becomes an attribute of the organization, actively influencing members of the organization, modifying their behavior in accordance with the norms and values ​​that form its basis.

Often, organizational culture is interpreted as the management philosophy and ideology accepted by the majority of the organization, beliefs, expectations, dispositions and norms that underlie relationships and interactions both within and outside the organization. Viewing organizations as communities sharing a common understanding of their purpose, their meaning and place, their values ​​and behavior, gave rise to the concept of organizational culture.

In the literature, along with the concept of “organizational culture,” the concept of “corporate culture” is often found. In colloquial language, a certain meaning of the concept “corporate culture” has developed as a specialized term. We will consider “organizational culture” and “corporate culture” synonymous, however, legally, according to the Civil Code of the Russian Federation, there are certain restrictions on the use of the term corporation.

The mental image of the corporation is most likely an American multinational company (TNC). Obviously, a small business or public organization will not be called a corporation. Not every company is a corporation, therefore, the concept of “organizational culture” is broader than the concept of “corporate culture.”

Corporate culture is a key component in fulfilling the company's core mission and achieving its core goals, improving organizational performance and managing innovation.

The importance of culture increases over time because its roots lie deep in the beliefs of people. It reflects the experience of past decisions that led to the success of the business.

Forming an organizational culture is a complex process that must take into account the strategic and operational objectives of the company, the daily activities of people focused on solving these problems. This activity can be formally described in the form of plans, technologies, business processes, qualification requirements, etc. But there is also a whole complex of established beliefs, habits, norms and stereotypes of behavior of managers and employees, manifested in an informal way, but at the same time determining how in fact, all work in the organization is built. The influence of the external environment on the organization should be taken into account, namely: the impact of the market and sociocultural factors. In general, the process of creating a company’s organizational culture can be represented in the form of a diagram (Fig. 1).

Figure 1 – The process of creating a company’s organizational culture

There are seven main elements of a formed organizational culture:

1. Ideal. The formulation of the ideal state of the company is what it strives for as the highest achievement, often going beyond the scope of the organization’s activities. It is essential that this ideal is shared by the company's leaders and employees.

2. Values. Those concepts are formulated that are recognized as good for the company, although sometimes in order to understand values ​​it is possible to formulate the opposite - what is bad, unacceptable in the organization.

3. Goals It is necessary to formulate the main long-term goals that truly serve as a guideline for the company. In strategic planning, such goals are sometimes called "mission."

4. Knowledge. One could say “core competencies” or “strategic competencies” if such terms are used in the company. We are talking about the most general formulations of knowledge and practical skills necessary to achieve set goals.

5. Behavior style. The most striking techniques and principles of behavior that distinguish the company, used in working to achieve its goals.

6. Climate. The simplest and most immediately noticeable principles of relationships in the company, as well as external attributes, right down to the interior and branding.

7. Procedures. Requirements for the company’s management technologies, such as goal setting (planning), motivation system, personnel management policy, etc.

This description can be compiled either by working groups of managers and employees, or as a result of individual interviews. A combination of both methods is considered ideal. When formulating descriptions, it is necessary to remember that there is usually some discrepancy between the existing and desired corporate culture, as well as between the points of view of different people, so each time you will have to find a balance between different formulations.

INTRODUCTION

In the modern world, the problem of effective personnel management of an organization is one of the key problems of business organization. At the same time, increased attention is paid to the analysis of numerous aspects of formalizing the solution of the following tasks: maintaining an effective personnel policy, the validity of making personnel decisions, personnel selection, assessment of personnel performance and certification, determination of management abilities of employees, etc. The process of personnel management itself requires higher quality, more accurate , timely and objective information. In this regard, the role of information support for the management process increases significantly.

A significant expansion of the use of information resources in personnel management is today a necessary condition for improving its quality. The current period is characterized by the presence of a significant amount of information technologies used, which make it possible to increase the efficiency of personnel management both in the organization as a whole and in its individual divisions or areas of its activity. The desire of Russian organizations to comply with global standards and trends, which include, among other things, significant attention to the information and technological aspect of doing business, has led to the widespread use of computer technologies in personnel management.

I completed my pre-graduation internship at Svyaznoy Logistics JSC. The purpose of the internship was to consolidate theoretical knowledge and practical skills acquired in the study of general professional and special disciplines, as well as to acquire practical experience in the field of organization and management of an organization, the use of information technology in the activities of an organization. In addition, pre-graduation practice was aimed at studying the activities of a specific organization - JSC Svyaznoy Logistics and collecting the necessary data for the successful writing and defense of a final qualifying thesis. Therefore, one of the most important goals of pre-graduation practice was to determine and clarify the topic of the final qualifying work, collect and prepare the necessary documents.

The main objectives of pre-graduation practice were:

¾ generalization, systematization, specification and consolidation of theoretical knowledge based on studying the experience of a specific organization of Svyaznoy Logistics JSC in the main areas of activity of its services;

¾ acquiring additional experience in organizational and legal work when familiarizing yourself with the activities of various positions of JSC Svyaznoy Logistics in order to acquire the skills of independent work to solve the problems facing them;

¾ mastering methods of making and implementing management decisions based on acquired theoretical knowledge, as well as monitoring their implementation;

¾ mastering the methods of analytical and independent research work to study the principles of activity and economic functioning of Svyaznoy Logistics JSC;

¾ collecting, preparing and summarizing the necessary materials for preparing and writing a final qualifying thesis.

1. Brief characteristics of Svyaznoy Logistics JSC

Joint Stock Company “Svyaznoy Logistics” (hereinafter referred to as JSC “Svyaznoy Logistics”) is a commercial organization created to make a profit. JSC Svyaznoy Logistics is the main legal entity of the Svyaznoy Group of Companies. This is a successfully developing company, Russia's largest multi-channel retailer on a federal scale, is a federal retail network specializing in the sale of services from cellular operators and wired Internet access providers, personal communications equipment, accessories, portable digital audio and photographic equipment. Its company also includes the online store Svyaznoy.ru, the Svyaznoy Travel project and the Svyaznoy Radio project, and the Svyaznoy-Club loyalty program.

The company began its activities in the Russian Federation in 1995. As of the end of 2015, the company's retail network includes 2,800 retail outlets in more than 900 cities of Russia, which are visited daily by more than 1.5 million people. The company is registered in Moscow at the address st. Leninskaya Sloboda, building 19. All sales channels of the company include smartphones and tablet computers, photo and audio/video equipment, smart wearables, accessories.

The company occupies one of the leading positions in the market, which is constantly confirmed by annual awards and bonuses. Thus, in 2015 alone, the company entered the top 15 largest retailers in the Russian Federation, and a number of its managers entered the top 1000 leading managers of the Russian Federation, won the “Team Leader of the Goal” nomination (the “Crystal Headset 2015” award), and entered the top 15 best employers in the Russian Federation, etc. In 2016, the company won for the fourth time in 5 years in the category “Retail Trade: Communication Stores” (the “Consumer Rights and Services” award).

The mission of Svyaznoy Logistics JSC is to saturate the consumer market with high-quality communication products and services.

The main goal is to generate profit through business activities and the provision of services aimed at meeting public needs for the products of Svyaznoy Logistics JSC. “Our goal is to become a strong, wealthy company, capable of fundamentally influencing the processes around us. Bring joy from work, a sense of belonging and decent money to your employees. Create win-win relationships with our partners. Bringing good vibes and industry-leading service to our clients.

Our goal is to make the lives of our clients, employees, and partners more interesting and brighter. Our mission is to constantly search for the best solutions. Our credo is to always be responsible for your words and actions. Millions of people trust us."

Figure 1 gives an idea of ​​the unifying values ​​of Svyaznoy Logistics JSC.

Picture 1 - Values ​​of Svyaznoy Logistics JSC

The company's basic principles are shown in Figure 2.

Figure 2 – Principles of Svyaznoy Logistics JSC

2. Types of activities carried out by the company Svyaznoy Logistics JSC

The range of Svyaznoy services includes sales of SIM cards from telecom operators, payment services (payment for the Internet, digital TV, housing and communal services payments), as well as financial services and travel services.

The types of activities carried out by the company Svyaznoy Logistics JSC in accordance with the OKVED codes declared during registration are presented in Table 1.

Table 1 – Types of activities of the company Svyaznoy Logistics JSC

OKVED CODE	KIND OF ACTIVITY
Main activity
46.15.4	Activities of agents in the wholesale trade of radio and television equipment, technical media
Additional activities
46.19	Activities of agents for wholesale trade of a universal range of goods
62.09	Activities related to the use of computer technology and information technology, other
82.92	Packaging activities
46.43.2	Wholesale trade of radio, television and video equipment and equipment for digital video discs (DVDs)
46.43.3	Wholesale trade of gramophone records, audio and video tapes, compact discs (CDs) and digital video discs (DVDs) (except for non-recorded media)
47.43	Retail trade of audio and video equipment in specialized stores
47.54	Retail trade of household electrical goods in specialized stores
47.8	Retail trade in non-stationary retail facilities and markets
47.91.2	Retail trade carried out directly using the information and communication network Internet
47.91.3	Retail trade through Internet auctions
47.91.4	Retail trade carried out directly through television, radio, telephone
74.20	Activities in the field of photography
74.30	Translation and interpretation activities
96.09	Provision of other personal services not included in other categories

From the founding of the company (October 9, 1995) until 2002, the company's main activity was wholesale sales of personal audio equipment and telephones. In 2000-2002 contracts were concluded with the largest manufacturers of audio equipment and communications equipment, such as Siemens, Motorola, Philips and Ericsson, a chain of stores selling Artex mobile phones was acquired, a network of mobile communication centers was launched under a new brand - Svyaznoy in Moscow and St. Petersburg . In 2003, the online store www.svyaznoy.ru was launched. Since 2003, the company has been actively developing a network of salons in all regions of Russia. In 2008, the company launched the Svyaznoy-Club loyalty program; in 2011, the country's first shop-in-shop was opened with a wide range of devices based on the Android operating system. In 2012, a direct supply agreement was concluded with Apple.

In 2013, the first mono-brand store under the Cstore brand was opened in Novosibirsk - a joint project of Svyaznoy and Apple. By the end of 2014, their number was 32 salons. Launch of a “light” MVNO operator “Svyaznoy Mobile” based on the MTS infrastructure. In 2015, the company resumes cooperation with leading telecom operators - MegaFon and VimpelCom - in full. A new sales development agreement was signed with Tele2.

The main projects of the company are:

1. “Svyaznoy Mobile” is a “light” MVNO, a joint project of the Svyaznoy company and the telecom operator MTS. Launched December 1, 2013. Provides voice and data services in GSM, 3G, 4G formats. Svyaznoy Mobile has its own line of tariff plans, a subscriber’s personal account, short service numbers and USSD commands. The operator provides services under the Svyaznoy Mobile brand, using the existing infrastructure of MTS. From December 1, 2013 to March 1, 2015, 800 thousand subscribers were connected.

2. “Svyaznoy Travel” – a project of the “Svyaznoy” group, combines several services for travelers: purchasing air and railway tickets, booking hotels, package offers for vacations, ordering a taxi, renting a car, obtaining insurance, and since 2015 multichannel service for selling bus tickets. The services can be used through a mobile application in any store of the Svyaznoy network and on the project website. In 2015, Svyaznoy Travel’s turnover increased by 25% compared to the previous year and amounted to 8.7 billion rubles. The share of online sales was 65%

3. Svyaznoy.ru is an online sales channel specializing in the sale of portable electronics, laptops, photo and video cameras, audio and video equipment, accessories, and televisions. Launched in 2002. The assortment includes more than 11,000 product items. The peculiarity of the provision of services is in the principle of omnichannel, when the client can select and pay for an order in the most convenient way for himself: on the website or through its mobile version, in the Svyaznoy retail network, an Internet center or using an electronic catalogue. The electronic catalog in the store duplicates the assortment of the online store. At the end of 2014, the turnover of the online channel amounted to 22 billion rubles. Market analysts note that for a retailer that started with traditional retail, the share of online sales above 20% is a record figure.

4. “Svyaznoy Radio” / SVZN.FM. Launched in 2013. Broadcasts at 2,800 retail outlets in more than 900 cities of Russia and 17 company offices, as well as on the Internet through the website svzn.fm. Audience - 22,000 company employees, 1.5 million customers visiting retail outlets daily. The audience of online listeners is about 927,000 people monthly. The main prerequisite for the creation of corporate radio was the lack of audio accompaniment in retail outlets. As a solution, a corporate radio network with high-quality content was created.

The company has its own development strategy, which is fully consistent with its goals and values ​​and includes a number of key elements.

1. Increasing the company’s market share, which includes:

¾ opening new company outlets in economically attractive growing regions;

¾ growth of the company’s presence in the regions where it operates;

¾ sales growth in all company outlets;

¾ application of the rule of a single format of retail outlets;

¾ application of the rule of accessibility of retail outlets.

2. Increasing the effective return from using the brand:

¾ increasing brand awareness;

¾ turning a visit to a company’s outlet into actual sales;

¾ make the company’s retail outlets an exclusive place for purchasing products and services;

¾ constant work to improve the quality of customer service;

¾ implementation of activities to improve the concept of retail outlets;

¾ constant work on the development and implementation of new projects.

3. Focus on profitability:

¾ increasing business efficiency;

¾ savings on company scale;

¾ maintaining the company’s profitability based on managing the range of products and services;

¾ improvement of logistics;

¾ investing in the company’s personnel as a business asset of the company;

¾ investing in an IT system;

¾ development of financial services;

¾ development of telecommunications services with high profitability.

4. Development of new business directions:

¾ further development of terminal trading, e-commerce, online trading;

¾ development of the electronic catalog project;

¾ further development of money transfers;

¾ development of such an area as accepting payments related to the repayment of consumer loans.

A significant place in the company's management system is occupied by improving the qualifications of employees and motivating their professional activities. The company regularly conducts distance training sessions aimed at maintaining and improving knowledge and skills. These may be training programs related to the emergence of new products and services, as well as changes in the company’s business processes. In-person trainings are also conducted aimed at developing and practicing sales and communication skills. Some of the trainings are mandatory, while others are optional.

Employees who continuously develop and master new areas of knowledge have additional incentives, since the company needs active and highly qualified personnel and values ​​them.

As for motivating the company's employees, the company annually holds a large number of promotions and competitions for employees: they can win valuable prizes, holidays abroad, and receive cash prizes. The largest motivational program is the game “Energy of Svyaznoy”. Svyaznoy provides its employees with the opportunity to receive high-quality medical care at leading clinics under voluntary health insurance programs. All company employees can take advantage of special loan offers from our partner banks: mortgages, car loans, consumer loans, etc. on preferential terms. Corporate proposals for various types of insurance have also been developed. Employees have access to mobile communications services at corporate prices, as well as discounts on the services of a number of fitness clubs.

In 2013, the company launched an internship program for university students “Svyaznoy. Start". In different departments of Svyaznoy, university students undergo three- or six-month internships, getting the opportunity to take part in the work of a huge retailer. In 2015, based on the results of the internship, 40% of the program participants received offers of permanent work at Svyaznoy, the rest are ready to join after graduation.

The company has a large-scale corporate training system. Its basis is a corporate university: 62 training centers and 180 training programs.

It can be noted that thanks to the creative work, activity, enthusiasm and high professionalism of the company’s employees, Svyaznoy Logistics JSC maintains innovative and leadership positions in all types of activities, which makes it possible to provide competitive high-quality services and occupy one of the leading positions in the market.

3. Organizational management structure of Svyaznoy Logistics JSC

The organization's ability to adapt to changes in the external environment is determined, among other things, by the established management structure. The organizational structure of a company is understood as the entire set of its structural divisions, as well as the connections between them.

The choice of organizational structure depends on factors such as:

¾ organizational and legal form of the company;

¾ scope of activity;

¾ scale of the company;

¾ markets in which the organization operates;

¾ technologies used in the organization;

¾ information flows both inside and outside the organization;

¾ degree of relative resource endowment, etc.

Management structures include linear, line-staff, functional, line-functional, matrix, which are used depending on the characteristics of the organization. The organizational structure regulates:

¾ distribution of functions among departments and divisions;

¾ their capabilities and competence in solving problems;

¾ general interaction.

At Svyaznoy Logistics JSC, the organization of management processes is built on a combination of a linear and functional management structure.

The linear management structure of Svyaznoy Logistics JSC involves the subordination of lower divisions and employees to a superior manager.

Under the head of Svyaznoy Logistics JSC, a staff has been created of his deputies (heads of structural sectors) who prepare draft decisions, which requires high professionalism from the manager in the decision-making process. However, in order to avoid negative consequences, the manager delegates a significant part of the powers to lower-level managers of the divisions of Svyaznoy Logistics JSC (while retaining the right to control and evaluate the quality of management decisions made by lower echelons, which retains the main features of a linear structure in the management structure of the enterprise).

The functional management structure of Svyaznoy Logistics JSC is expressed in the fact that specialized departments have been created for each sector, according to the functions performed, as shown in Figure 3.

Figure 3 – Functional-linear model of the organizational structure of Svyaznoy Logistics JSC

As for individual divisions of the company, the management structure includes:

¾ managers for assortment sales and financial products;

¾ head of the trading point, who reports to managers of assortment sales and financial products;

¾ operational manager, who supervises 10-15 retail outlets of the company;

¾ managing manager, subordinate to 5-10 operational managers from a number of constituent entities of the Russian Federation;

¾ director of trading operations, supervising the work of managing managers of several regions;

¾ Deputy Director for Market Network Management, supervising the activities of several directors for trading operations in various regions.

Information support for personnel management at JSC Svyaznoy Logistics

JSC Svyaznoy Logistics uses the software product 1C: Salary and Personnel Management 8 in the CORP version.

“1C: Salary and personnel management 8 KORP” is a comprehensive solution for automating payroll calculation, personnel records and the personnel management process as a whole in large and medium-sized enterprises (organizations). The capabilities of this software product are significantly higher than, for example, the 1C: Salaries and Personnel 7.7 program, which was previously used in Svyaznoy Logistics JSC.

The program meets the needs of almost all groups of employees of various divisions of Svyaznoy Logistics JSC.

The management of Svyaznoy Logistics JSC gets the opportunity to:

¾ development of a general strategy by the organization’s staff;

¾ development of the organizational structure of Svyaznoy Logistics JSC;

¾ sufficiently detailed analysis of all necessary information about personnel;

¾ assessment of the effectiveness of the HR department of Svyaznoy Logistics JSC;

¾ maintaining the corporate culture of Svyaznoy Logistics JSC.

“1C: Salary and personnel management 8 KORP” enables the personnel management service of Svyaznoy Logistics JSC:

¾ search, compare and select candidates;

¾ develop and effectively use the existing human resources potential of Svyaznoy Logistics JSC;

¾ based on work results and competencies, evaluate employees of Svyaznoy Logistics JSC;

¾ provide advanced training and training;

¾ manage the promotion of employees and their careers;

¾ propose and implement various staff motivation schemes;

¾ have a unified information base for employees of Svyaznoy Logistics JSC.

“1C: Salary and personnel management 8 CORP” allows the planning service of Svyaznoy Logistics JSC to:

¾ plan all personnel costs of Svyaznoy Logistics JSC;

¾ carry out a revaluation in connection with an increase in the number of personnel of Svyaznoy Logistics JSC, unscheduled payments, overtime, compensation of the budget for current costs;

¾ control deviations from planned payroll indicators;

¾ analyze possible labor costs when introducing new personnel motivation schemes for Svyaznoy Logistics JSC;

¾ choosing the optimal motivational scheme.

“1C: Salary and personnel management 8 KORP” allows the payroll department of Svyaznoy Logistics JSC to automate:

¾ all types of wage accruals, wage deductions;

¾ calculation and payment of compensation and guarantees for vacations, business trips, sick leave, etc.;

¾ calculation of contributions and taxes.

“1C: Salary and personnel management 8 CORP” allows managers of line departments of Svyaznoy Logistics JSC to quickly solve problems:

¾ selection, adaptation, advanced training and training of employees;

¾ assignment of incentives, approval and issuance of bonuses;

¾ evaluation of staff performance.

“1C: Salaries and personnel management 8 CORP” allows employees of Svyaznoy Logistics JSC to have the necessary information:

¾ on wages, vacations, data for government agencies and social funds;

¾ other necessary reference information outside of a visit to the personnel service of Svyaznoy Logistics JSC.

Let's look at how each of the main features of the 1C: Salary and Personnel Management 8 CORP program is used specifically at Svyaznoy Logistics JSC.

1. Personnel records and office work in the company. The 1C: Salary and Personnel Management 8 CORP program ensures maintenance of the staffing table of employees, records of their hiring, transfer and dismissal (that is, their movement), recording of all personal data of employees (personal files), a comprehensive analysis of their personnel composition (numbers, turnover, statistics, etc.).

Using the 1C: Salary and Personnel Management 8 CORP program, records are kept of hours worked, early return to work and absenteeism for various reasons (illness, vacation, etc.), records of annual basic and additional paid vacations and balances of unused vacations, as well as military, pension and health insurance records.

The program allows the company's personnel service to automate the main tasks of personnel records management with the generation and printing of the necessary documents, such as:

¾ orders on hiring, dismissal and relocation of employees;

¾ personal cards of employees of Svyaznoy Logistics JSC in form T2;

¾ order on business trips of employees, etc.

It is also important for the company’s HR department to be able to carry out group registration of the hiring, relocation and dismissal of employees when the situation arises when new facilities are commissioned.

2. Salary calculation at Svyaznoy Logistics JSC. “1C: Salaries and personnel management 8 KORP” is used to automatically calculate salaries, taxes and fees for the organization’s personnel, namely:

¾ to carry out various types of charges and deductions in the form of taxes and contributions;

¾ for calculating wages, paying them and transferring wages to the personal accounts of company employees;

¾ for making payments related to the payment of taxes and contributions to various funds;

¾ to reflect the accruals and payments made in regulated accounting.

The program fully automates many labor-intensive settlements with employees of the organization, starting from entering documentation on labor results (production), payment of vacations and sick leave, and ending with the preparation of documents for payment of wages and submission of reports to state control authorities. “1C: Salary and HR Management 8 KORP” fully automates the calculation of accruals and deductions and reflects the results obtained in the organization’s costs.

The program ensures the preparation of the necessary paper documents, electronic and paper payroll reporting.

3. Occupational health and safety at Svyaznoy Logistics JSC. Activities aimed at personnel safety are the most important component ensuring the reliability and safety of the organization. At Svyaznoy Logistics JSC, labor protection activities are aimed at solving the following problems:

¾ compliance with the qualifications of persons hired, working conditions and the specifics of the work performed;

¾ formation of the necessary skills, knowledge (including special ones) and abilities of personnel necessary for the employee’s admission to work;

¾ systematic and constant monitoring of the employee’s professional skills, knowledge and abilities used in their work activities;

¾ compliance with instructions, norms and regulations on labor protection in the company.

The program “1C: Salaries and personnel management 8 CORP” provides the opportunity to solve the following tasks at Svyaznoy Logistics JSC:

¾ briefings of workers on labor protection (planning and recording of progress);

¾ permits to work (assignment and availability control);

¾ medical examinations (recording).

To analyze, record and control activities aimed at labor protection at Svyaznoy Logistics JSC, the 1C: Salary and Personnel Management 8 CORP program generates reports:

¾ control of access to work;

¾ extension of permits;

¾ introductory briefing;

¾ journal for recording employee training.

The reports enable the managers of Svyaznoy Logistics JSC to monitor the implementation of safety regulations, analyze the causes of accidents, and the costs of their compensation.

4. Personnel planning at Svyaznoy Logistics JSC serves as the initial stage of the personnel management process. Its goals are to determine the number of qualified employees needed by the organization, the costs associated with their search and hiring, and to ensure the activities of the organization’s personnel selection service.

The stages of the workforce planning process include:

¾ generation of requests from heads of departments of the organization regarding personnel needs;

¾ implementation of a personnel plan for vacancies indicating positions and the required number of employees;

¾ description of vacant positions (qualification requirements, responsibilities, competencies, etc.);

¾ description of wage costs for hired employees (including changes in payroll);

¾ setting tasks for the personnel selection process: deadlines and priorities;

¾ implementation of the personnel plan for recruitment and regular reporting.

The program “1C: Salaries and personnel management 8 CORP” provides the HR service of Svyaznoy Logistics JSC with the following opportunities:

¾ formation of the organization’s personnel plan: determining the total number of rates for each position, as well as the number of vacant and occupied positions;

¾ opening of vacancies in the company, indicating job responsibilities, qualification requirements, working conditions and qualities and skills required for certain positions;

¾ assessment of the effectiveness of personnel planning at Svyaznoy Logistics JSC: the state and execution of the organization’s personnel plan, personnel turnover (rate), the effectiveness of the personnel service.

5. Recruitment of personnel at JSC Svyaznoy Logistics. The program “1C: Salary and HR Management 8 CORP” makes it possible to conduct personnel selection from formulating the requirements for the position to enrolling the employee, which is monitored by the head of the personnel service.

The program "1C: Salary and personnel management 8 CORP" of the company features:

¾ description, updating and placement of vacancies, that is, the program provides not only typical information about the vacancy (position, requirements, opening date), but describes working conditions, responsibilities and competencies. When entering a vacancy, you can assign additional properties to it, allowing you to monitor it: assign a person responsible and an applicant for the vacancy, indicate the planned and actual date of its closure. The program “1C: Salary and HR Management 8 CORP” makes it possible to work with resumes and vacancies posted on major Internet sites.

¾ conducting operational work with job applicants, for which in the program “1C: Salaries and Personnel Management 8 CORP” there is a section “Recruitment”, which allows you to solve the problems of entering and storing all data about the applicant obtained during communication with him, conducting electronic correspondence with the applicant, planning an interview with him.

¾ analysis of the costs of attracting personnel and the effectiveness of their selection, since attracting personnel always requires spending money on posting job advertisements on Internet resources, in specialized publications, as well as the services of recruitment agencies. All these costs are recorded in the document “Accounting for costs of personnel sources”, indicating the amount of costs.

The data obtained allows you to generate a report “Efficiency of acquisition costs”, which calculates the average cost of acquisition costs (across all recruitment sources) and the cost of attracting one applicant.

6.Planning and accounting of employment at JSC Svyaznoy Logistics. The program “1C: Salaries and personnel management 8 CORP” allows the organization’s management to regulate the participation of personnel in various events and processes, and analyze the workload of employees.

The program “1C: Salary and HR Management 8 CORP” helps solve the following problems:

¾ planning the employment of personnel in company events. The document “Participation in events” registers the participation of employees in the event. The planned event is described and entered into the directory “Enterprise Events”, the composition of its participants and duration are indicated.

¾ planning meetings with the participation of company employees. The “Meetings” document plans the participation of employees in various meetings, which are identified as a separate type of event, and provides the opportunity to analyze the employee’s participation in the meeting: notification of the employee’s employment at a certain time in events and meetings.

¾ analysis of the employment of company employees in various events. Employee employment data is obtained using the Employee Employment report, which provides summary information about employee employment for a specific time period and on a specific date.

Using the 1C: Salaries and Personnel Management 8 CORP program, premises for events and meetings are reserved, as well as the presence and absence of employees.

7. Adaptation of personnel at JSC Svyaznoy Logistics. The program “1C: Salary and personnel management 8 KORP” for the effective management of the personnel adaptation process allows the organization’s personnel service to plan and control the necessary adaptation activities:

¾ plan the sequence of actions and the composition of activities intended for adaptation and dismissal in the organization as a whole and for each division, workplace or position (specific position of a division of Svyaznoy Logistics JSC);

¾ appoint an employee responsible for the adaptation procedure, as well as for carrying out a specific event or solving a specific problem;

¾ set a deadline for each task and adaptation event;

¾ monitor compliance with adaptation measures and deadlines.