Introduction
Chapter 1. Theoretical foundations of organizing document flow when hiring personnel
1.1. Modern problems of organizing personnel document flow
1.2. System of documents used when hiring personnel
1.3. Basic methods of organizing document flow when hiring personnel
Chapter 2. Analysis of production and economic activities, management systems and organization of document flow when hiring personnel at Rio-bar 10 LLC
2.1. Brief description of Rio-bar 10 LLC
2.2. Analysis of the state of the production and financial-economic systems of the organization
2.3. Analysis of the number and structure of the organization’s personnel
2.4. Analysis of personnel management system and technology
2.5. Analysis of the organization of personnel document flow when hiring personnel
2.6. Conclusions based on the results of the analysis. Problems that interfere with the effective functioning of the organization
2.7. Assignment to develop a project for personnel document flow when hiring organizational personnel
Chapter 3. Development of a project for personnel document flow when hiring personnel at Rio-bar 10 LLC
3.1. Recommendations for organizing personnel document flow when hiring personnel
Conclusion
Appendix 3 Interview
Fragment for review
7.2. Legal entities and individuals, in accordance with their powers, possessing information about citizens, receiving and using it, are responsible in accordance with the legislation of the Russian Federation for violating the regime of protection, processing and procedure for using this information.
7.3. A manager who authorizes an employee’s access to a confidential document is personally responsible for this permission.
7.4. Each employee of the organization who receives a confidential document for work bears sole responsibility for the safety of the medium and the confidentiality of the information.
7.5. Persons guilty of violating the rules governing the receipt, processing and protection of employee personal data bear disciplinary, administrative, civil or criminal liability in accordance with federal laws.
7.5.1. For non-fulfillment or improper fulfillment by an employee through his fault of the duties assigned to him to comply with the established procedure for working with confidential information, the employer has the right to apply disciplinary sanctions provided for by the Labor Code.
7.5.2. Officials whose duties include maintaining personal data of an employee are obliged to provide everyone with the opportunity to familiarize themselves with documents and materials that directly affect his rights and freedoms, unless otherwise provided by law. Unlawful refusal to provide documents collected in the prescribed manner, or untimely provision of such documents or other information in cases provided for by law, or provision of incomplete or knowingly false information - entails the imposition of an administrative fine on officials in the amount determined by the Code of Administrative Offenses.
7.5.3. In accordance with the Civil Code, persons who obtained information constituting an official secret through illegal methods are obliged to compensate for the losses caused, and the same obligation is imposed on employees.
7.5.4. Criminal liability for violation of privacy (including illegal collection or dissemination of information about the private life of a person, constituting his personal or family secret, without his consent), unlawful access to legally protected computer information, unlawful refusal to provide documents collected in the prescribed manner and information (if these acts caused harm to the rights and legitimate interests of citizens), committed by a person using his official position, is punishable by a fine, or deprivation of the right to hold certain positions or engage in certain activities, or arrest in accordance with the Criminal Code of the Russian Federation.
7.6. The illegality of the activities of government bodies and organizations in the collection and use of personal data can be established in court.
An important activity is also the development of regulations for the formation, recording and storage of personnel department files.
Formation of cases is the grouping of executed documents into cases in accordance with the nomenclature of cases.
When forming cases, the following rules must be observed:
- separate permanent and temporary storage documents into files;
- place in the case only executed, correctly executed documents in accordance with the names of the cases according to the nomenclature;
- place together all documents related to the solution of one issue;
- place the provisions together with the main documents;
- applications of more than 100 sheets should be grouped into separate cases, about which a note is made in the document;
- place the documents in the file in chronological order according to the date of registration of the document, by numbering;
- comply with the volume of documents that must be included in the file. In one case, no more than 250 sheets can be filed (thickness 30-40mm), then a new folder with the same index is created;
- include in the files only one copy of each document.
It is not allowed to include in the file documents that are not related to it, drafts, variants, duplicated copies, or documents subject to return. During the grouping process, the correctness of the documents is checked. Unformulated and incorrectly executed documents are returned directly to the executors for revision, after which they are transferred for inclusion in the relevant cases.
Cases of permanent and long-term storage periods are prepared in hard covers on which a description of the case is written. The sheets of the case are numbered, an internal inventory of documents is filed at the beginning of the case, and a certification note is filed at the end of the case. The sheets of the internal inventory are numbered separately, their number is indicated separately in the certification note, their number is indicated in the certification note after the total number of sheets of the case through the “plus” sign.
Formation and maintenance of personal files. In this case, we offer developed instructions for creating personal files.
Instructions for creating personal files.
1. General Provisions.
1.1. The personal file of an enterprise employee is the main personal accounting document in which the most complete information about the employee and his official activities is stored.
1.2. The personal file must include biographical documents, as well as additional documents, which include:
- questionnaire;
- autobiography;
- personal application for employment or dismissal;
- a copy of the order on hiring or dismissal;
- Contract;
- employee statements about movements;
- representations from management when moving, promoting, or joining the reserve;
- copies of movement orders;
- certification sheets;
- extracts from documents on the conferment of honorary titles, academic degrees, and state awards;
- copies of award sheets;
- cards for recording rewards and penalties;
- characteristics from previous place of work;
- photos.
2. The procedure for creating personal files.
2.1. All documents of the personal file are filed in a standard cover. It is advisable to put the number under which the personal file is registered in the personal records book in the upper left corner of the cover of the case. Each file includes a photograph of an employee measuring 4*6 cm.
2.2. In each section of the personal file, an internal inventory is kept, in which the name of all filed documents, the date the document was included in the personal file, the number of sheets, the date the document was seized and by whom it was seized and for what reason are recorded. The internal inventory is signed by its compiler indicating the date of compilation.
2.3. In case of temporary withdrawal, a substitute sheet is inserted instead of the document. Seizure of individual documents from the personal file is carried out only with the permission of the head of the personnel department; a record is made of the seizure of the document in the internal inventory of the corresponding section.
2.4. Sheets of documents filed in the file are numbered. It is recommended to place documents in your personal file in the sequence indicated in each part of your personal file.
2.5. All documents received in a personal file must be arranged in chronological order.
2.6. Personal files should not include documents of secondary importance that have temporary (up to 10 years inclusive) storage periods. Such documents include certificates of residence, living conditions, health status, etc.
2.7. A personal file is drawn up after the issuance of an employment order.
3. List of required documents in your personal file.
3.1. Initially, documents reflecting the hiring process are grouped into a personal file:
- application for a job;
- questionnaire;
- autobiography;
- characteristics-recommendation;
- results of medical examination;
- copies of education documents;
- a copy of the employment order;
- addition to personal file;
- card of rewards and penalties;
- internal inventory;
- card form No. T-2.
4. Conditions for maintaining and storing personal files.
4.1. A personal file is maintained throughout the employee’s entire work at the enterprise. The employee responsible for the documentation support of personnel activities accepts documents (application form, autobiography, etc.) from the person entering the service, checks their completeness and the correctness of the specified information in accordance with the presented documents.
4.2. Personal files are accounted for as documents “For official use”, registered in the “Book (journal) of personal files”, which provides the following columns: serial number of the case, surname, first name, patronymic of the employee, date of registration of the case and date of deregistration.
4.3. After an employee is dismissed, his personal file is removed from the folder and prepared for transfer to storage. Personal files can be issued for review only to employees designated by the head of the enterprise.
4.4. When working with a personal file issued for review, it is prohibited to make any corrections in previously made entries, make new entries into it, extract existing documents from the personal file or place new ones in it, and disclose confidential information contained in it.
4.5. When extracting any documents from a personal file, the person responsible for maintaining personal files is obliged to make a corresponding entry in the internal inventory.
4.6. To control the timely return of personal files issued or sent for review and to prevent their loss, a special control card is used, which is filled out for each case. It indicates the personal file number, last name, first name, patronymic of the employee for whom it was opened, the date of issue of the personal file, to whom it was issued, receipt of receipt, office telephone number of the person who received the file, and the date of return of the file.
4.7. In the HR department, personal files are kept only for working employees.
4.8. For storage, you should use safes and office cabinets in which personal files are arranged in numerical order. Cabinets or metal safes must be locked and sealed.
4.9. Personal files of dismissed employees are stored in the archive in alphabetical order.
Let us now move on to a more detailed consideration of the main documents that are included in the personal file.
The questionnaire is the main document of the personal file, which is a list of questions about the employee’s biographical data, his education, work performed since the beginning of his career, marital status, etc. The questionnaire is filled out by hand by the employee himself when applying for service. He must give complete answers to all questions on the questionnaire, avoiding abbreviations, dashes, corrections, erasures and maintaining strict compliance with the entries contained in his personal documents. Negative answers in the questionnaire columns are recorded without repeating the survey.
When filling out the questionnaire, the following documents are used:
- passport;
- employment history;
- military ID;
- documents on education;
- documents on the conferment of an academic degree, academic title.
In the “Education” column the following wording should be used: “higher”, “incomplete higher”, “specialized secondary”, “secondary”, depending on what educational document the employee has. If an employee has completed several courses at a higher educational institution or is currently studying, then it is recorded how many courses he has completed or what course he is studying in. Those who have completed three years of higher education are classified as persons with incomplete higher education. The line “Specialty by diploma” is filled in only for specialists with higher and secondary specialized education. This line indicates the specialty obtained upon graduation from a higher or secondary specialized educational institution. The educational specialty is registered only on the basis of a diploma.
Employees who are studying or have studied in secondary specialized institutions (technical schools, colleges), but have not graduated from them, should be classified as persons with secondary or incomplete secondary education, depending on what kind of education they had at the time of admission to secondary specialized educational institution. Persons with secondary education include employees who have graduated from secondary schools, schools with in-depth study of any subject, lyceums, and gymnasiums. Employees who graduated from vocational schools indicate their profession and rank. Persons who do not have vocational education indicate their profession based on work experience.
In the column “Have you been abroad” indicate the full name of the country, year and purpose of stay. In the column “Your immediate relatives” all family members are listed indicating their relationship (father, mother, husband, wife, son, daughter, sibling, sibling, person in whose care the employee is), then close relatives living with the employee , indicating the last name, first name, patronymic, and date of birth of each family member. If the wife has her husband's last name, her maiden name must also be entered. If the employee was previously married, information about the former wife (husband) is indicated. This column can also include the disabled parents of the wife (husband), her (his) brothers, sisters, if they live together with the employee, are fully supported by him or receive help from him, which is their only source of livelihood. The wife's (husband's) parents living separately are not included as dependents, regardless of whether they are dependent on the employee. The column “Work performed since the beginning of employment” reflects information about the work in accordance with the entries in the work book. If the employee’s work activity began with training in a particular educational institution, then this period is also noted in this column. This also includes information about breaks in work due to study, illness, being a dependent, etc. In addition, if the employee held various positions, the time spent in each position should be indicated. Time spent studying in general education schools, vocational schools and similar schools is not included in labor activity. When serving in the Armed Forces, the position, number of the military unit (institution) and the district in which it was located are indicated; in cases of transfer from one military unit to another, the numbers of these units, the date of transfer, indicating the exact addresses of the places of service for the last 15 years. Work activities are recorded in strictly chronological order.
The column “What state awards do you have” indicates information about the awarding of orders, medals of the USSR, the Russian Federation, foreign countries, as well as the conferment of honorary titles. Entries are made on the basis of order books, certificates for medals, and award orders.
The column “Attitude to military duty and military rank” indicates the employee’s attitude to military duty. The person responsible for document support of personnel work is obliged to:
- to check, when recruiting for service, military tickets for citizens who are in reserve (temporary certificates instead of military tickets), and for citizens subject to conscription for military service, the certificates of citizens subject to conscription;
- establish whether the citizen being accepted for service is registered with the military;
- if there is no mark on military registration on the military ID (if he (she) is liable for military service), send citizens to the district military commissariat.
The form is signed and certified by:
- those entering work;
- by the HR department employee responsible for documentary support, after checking the information entered in the application form with the relevant documents of the person applying for work;
- seal of the enterprise.
Autobiography is a document containing a description of the chronological sequence of the main stages of the life and activities of the person being hired. It is drawn up in any form, without corrections or erasures. The autobiography should cover the following issues: last name, first name, patronymic, year, day and month of birth, education received (where, when and in which educational institutions), time of start of work, reasons for moving from one job to another, attitude towards military service duties and military rank, presence of government awards, incentives, information about marital status and close relatives, date of compilation of the autobiography, personal signature. Preservation of the autobiography filled out for the first time when applying for service is mandatory. Changes or additions to the autobiography that occurred during the period of work are indicated on a separate sheet, signed by the employee indicating the date and attached to the primary autobiography. Corrections in a previously compiled autobiography are not allowed. In cases of major changes in an employee's biographical data, an updated CV may be required from him, and the old one may be placed in the "Additional Material" section. Autobiographies are not certified by official signatures and seals.
Copies of education documents should be certified by the signature of a personnel department employee and a seal if the original document is presented. An addition to a personal file is a document that records information about work with reference to orders for personnel. When recording official transfers with a demotion, the reason for these movements must be indicated in the column “Reason for release” (“Appointed with a demotion in the certification procedure”). This document is filled out by the HR department after issuing an order for employment; it is not signed by officials.
Subsequently, documents arising in the course of the employee’s official activities are filed in the personal file:
- certification sheets are drawn up in accordance with the orders of the head of the enterprise;
- proposals for promotion are drawn up by the immediate supervisor of the employee being promoted;
- copies (photocopies) of documents confirming the position;
- other additional materials.
3.2. Development of draft local regulations regulating document flow during recruitment
The nomenclature of files is a systematized list of the names of files opened in the organization, indicating their storage periods, drawn up in the prescribed manner.
The list of affairs of the personnel department is compiled by its head, agreed with the archive and approved by its head.
When compiling the nomenclature, you should be guided by standard and approximate nomenclature of cases, standard and departmental lists of documents with storage periods.
The nomenclature of cases includes case headings that reflect all documented areas of the HR department’s work. Case headings are formed based on the definitions of the areas of work being documented. The title of the case must clearly and in a generalized form reflect the main content and composition of the documents of the case. It is not allowed to use non-specific wording in the title of the case (“miscellaneous materials”, “general correspondence”, “correspondence on various issues”, etc.), as well as introductory words and complex syntactic phrases. Headings of cases can be clarified in the process of forming the registration of cases. Headings of cases on issues not resolved within one year are “transitional” and are included in the list of cases of the next year with the same index. The case title consists of elements arranged in the following sequence:
- name of the type of case (correspondence, journal, etc.) or type of documents (protocols, orders, etc.);
- name of the organization or structural unit (author of the document);
- name of the organization to which the documents will be addressed or from which the documents will be received (addressee or correspondent of the document);
- summary of the case documents;
- name of the locality (territory) with which the content of the case documents is associated;
- dates (period) to which the case documents relate.
If the case consists of several volumes or parts, then the general title of the case is formulated, and then, if necessary, the headings of each volume (part) are compiled, clarifying the content of the title of the case. If there are several volumes (parts) in the file, the index is placed on each volume with the addition of “vol. 1.”, “vol. 2”, etc.
It is recommended that HR departments maintain the following list of cases:
1. Guiding normative documents of higher authorities (orders, resolutions, instructions on issues of working with personnel).
2. Staffing of the enterprise.
3. Orders on the appointment, promotion, dismissal of employees of the enterprise.
4. Orders on main activities (copies).
5. Orders on business trips, short-term replacement of positions, incentives, and disciplinary sanctions.
6. Work plan of the HR department and report on its implementation (copies).
7. Minutes of operational meetings held by the head of the enterprise (copies).
8. Regulations on the HR department, job descriptions of department employees (copies).
9. A copy of the annual report of the enterprise for working with personnel, submitted to a higher organization (in full).
10. Materials for professional studies – documents on advanced training, training and retraining of employees, plans, programs, etc.
11. Correspondence with other organizations on issues of improving business skills.
12. Correspondence with other organizations on issues of recruitment and use of personnel.
13. Necessary regulatory documents for the assignment of pensions.
14. List of personnel reserves for promotion.
15. Vacation schedule for company employees.
16. Inventory of personal files of employees transferred to the archive.
17. Alphabetical cards for personal personnel records (form No. T-2).
18. Acts of acceptance and transfer when changing heads of the personnel department.
19. Acts on the destruction of files, temporary passes and service IDs.
We have also developed forms for the following documents:
- application for personnel selection (Appendix 1);
- standard form for assessing the results of the interview (Appendix 2);
- interview (Appendix 3);
- technology for obtaining information from the candidate during the interview (Appendix 4);
- self-assessment questionnaire (Appendix 5);
- job analysis questionnaire (Appendix 6).
Thus, let us now move on to justifying the socio-economic efficiency of the project.
3.3. Justification of the socio-economic efficiency of the project
An important step will also be to substantiate the effectiveness of the developed personnel document management system of the Rio-bar 10 LLC company from the point of view of possible positive changes that may arise as a result of the introduction of this system. The basis is the experience of various companies that have implemented similar methods in their activities in the past.
Let us note that to improve personnel document flow, 150 thousand rubles are needed (120 thousand rubles - introduction of the EUFRAT automation system, 30 thousand rubles - implementation of project activities).
Calculation of economic indicators of the effectiveness of project activities to improve personnel document flow is presented in Table 11.
Table 11
Technical and economic indicators of the effectiveness of project activities for personnel document flow
Name
indicator Before the implementation of the measures After the implementation of the measures Changes +/- % Revenue (excluding VAT), thousand rubles. 69920 73416 3496 105.0 Cost, thousand rubles. 68751 69053 301.5 100.4 Cost of fixed production assets, thousand rubles. 14515 14515 0 100.0 Number of employees, people. 50 50 0 100.0 Payroll fund, thousand rubles. 4036.6 4036.6 0 100.0 Profit from sales (p.1 – p.2), thousand rubles. 1169 4363.5 3194.5 373.3 Profitability of production (p.6/p.2)х100, % 1.7 6.3 4.6 - Profitability of sales (p.6/p.1)х100, % 1, 67 5.94 4.27 - Labor productivity (p.1/p.4), thousand rubles. / person 1398.4 1468.3 69.92 105.0 Capital productivity (p.1/p.3), thousand rubles. / thousand roubles. 4.81 5.06 0.24 105.0 Average salary (p.5/p.4), thousand rubles. / person 80.732 80.732 0 100.0
Methodology for calculating technical and economic indicators.
We will calculate technical and economic indicators using the normative method.
1. We plan that after improving the personnel document flow with the help of automation of the information system in the personnel department of Rio-bar 10 LLC, revenue will increase by 5% (according to statistical data) and will amount to: 69920 + 3496 = 73416 thousand rubles.
2. Cost structure before the event: total cost - 68,751 thousand rubles, including fixed costs 66,700 thousand rubles. and variable costs 2051 thousand rubles.
Calculation of cost after implementation of the event: fixed costs will remain the same - 66,700 thousand rubles, and variable costs must be calculated:
- variable costs per 1 ruble of revenue = 2051 / 69920 = 0.03;
- planned variable costs = 0.03*73416 = 2202.5 thousand rubles;
- costs of holding the event are 150 thousand rubles.
Thus, the planned cost after the implementation of the event will be: 66700 + 2202.5 + 150 = 69052.5 thousand rubles.
3. Improving the personnel document flow in the personnel department will not entail changes in: the cost of fixed production assets, the wage fund and the number of employees.
4. Changes in other indicators are calculated using the formulas in Table 11.
The calculations show that due to revenue growth and an increase in costs, the following indicators increased: balance sheet profit - by 273.3%, production profitability by 4.6%, sales profitability by 4.27%. In addition, the increase in revenue influenced the growth of labor productivity by 5% and capital productivity by 5%. Payroll and average wages have not increased.
In general, improving the personnel document flow at Rio-Bar 10 LLC by automating the work of the HR department and implementing other project proposals will be a cost-effective measure.
We will also calculate such indicators as net present value (NPV) and profitability index (PI).
1. Net present value (NPV), or integral economic effect (Eint), is defined as the sum of current economic effects for the entire period, reduced to the initial step (initial year of the calculation period) or as the excess of integral economic results over integral costs. Its value is calculated by the formula:
Eint = Ch DD = R – K (1),
where P is the economic results of the implementation of activities for the billing period, rub.;
K – costs of implementing activities for the billing period, rub.
Eint = 3496000 – 150000 = 3346000 rubles.
Since the NPV is positive, the project is economically feasible and the issue of its adoption can be considered, while the higher the NPV, the more effective the project.
2. The profitability index (RI) is the ratio of the amount of present income to the amount of capital investment and is calculated using the following formula:
(2)
ID = (1/150000)*(3496000-150000)*0.2 = 4.46.
Since the profitability index is greater than “1”, the project activities are undoubtedly cost-effective.
The positive social changes promoted by measures to improve the HR document flow system of Rio-bar 10 LLC include the following:
- creating conditions for the implementation and development of individual abilities of employees;
- the fullest use of the potential of the organization’s employees;
- increasing the professionalism and competitiveness of personnel;
- ensuring a connection between performance and remuneration;
- developing a sense of employee involvement in the affairs of the organization;
- formation of a modern system of motivation and stimulation of work;
- achieving a greater degree of freedom and independence (the ability to make decisions, determine the methodology for completing tasks, etc.);
- increasing the validity of personnel decisions;
- use of personnel in accordance with individual interests, abilities and capabilities;
- comprehensive adaptation of personnel to working conditions in the organization.
Thus, in conclusion, it must be noted that there is a relationship between social and economic efficiency, since social efficiency can only be achieved when the existence of the organization is sustainable and it earns profits to provide these incentives. In turn, economic efficiency can only be achieved if the organization has certain social benefits, that is, a certain level of social efficiency and responsibility. At the same time, the introduction of an effective personnel document flow system to improve labor management of Rio-bar 10 LLC employees will improve the social efficiency of activities, which may entail an increase in economic efficiency. Let us now turn to the consideration of the action plan for the implementation of project proposals.
3.4. Action plan for the implementation of project proposals
Thus, we will give recommendations on the implementation of project activities to improve personnel document flow. Please note that we recommend appointing the head of the human resources department under the leadership of the general director of Rio-bar 10 LLC, as well as department heads, as responsible for the implementation of the project.
We recommend implementing the project in 4 stages.
Stage 1 – preliminary preparation stage. It should include an analysis of the needs for project implementation (surveying employees, interviews with company management). Next, you need to select the content of the entire course of project activities, as well as the responsible employees. At the end of this stage of preparation, we recommend holding an organizational meeting at which the employees of Rio-Bar 10 LLC will be explained the purpose of improving personnel document flow. This stage must be carried out 1 - 1.5 months before the immediate implementation of project activities.
Stage 2 – project implementation stage. Includes all activities proposed in the developed project. At the end of this stage, we recommend that you conduct additional consultations with employees on issues that will arise for them as the activities are implemented. This stage is carried out within 1 month (direct implementation of project activities, as well as consultations with employees).
Stage 3 – implementation stage. The work of the company management and participants to implement the acquired theoretical and practical knowledge in the process of company management. The duration of this stage can be from 1 to 2 months.
Stage 4 – control stage. We propose carrying out control activities that will allow us to identify the level of results obtained during the implementation of project activities. As control measures, it is possible to conduct questionnaires, employee certifications, conduct test sections and other activities that will identify the effect obtained from the implementation of measures and the possibility of using them in the future in practice for more effective management of the company. This stage is carried out after the implementation of the project and lasts about 1 month.
Table 12 shows the activities, deadlines and responsible persons.
Table 12
Action plan to improve personnel document flow
Proposal Activities Performers Deadlines Improving the document flow system when hiring personnel 1. Develop Regulations on the HR Department Head of the HR Department, Deputy. CEO 1-2 weeks
2. Develop and approve the Regulations on the protection of personal data Deputy. gene. Directors, Head of OK, Ch. accountant, commercial director,
General Director 1 week
3. Create Instructions for creating personal files Head OK Within a month
Improving working conditions 1. Introduction of an electronic document management system Commercial director, supply manager, accounting Within a month (depending on the availability of financial resources) Improving the selection and hiring of personnel 1. Analyze the requirements for positions with a high turnover % Heads of departments, OK 1 week 2. Develop new requirements taking into account the analysis (questionnaires, instructions, applications, etc.). OK, Deputy gene. Director Within 2 weeks
Thus, we can conclude that the process of implementing all project activities must be carried out in several stages. At the same time, the process of improving personnel document flow in Rio-bar 10 LLC consists of a certain number of interconnected processes, and the developed documentation system will improve both each of these processes separately and the entire office work process as a whole. Thus, it was determined that these events will help improve the personnel document flow of Rio-bar 10 LLC.
Conclusion
Currently, a modern organization is a rather complex system, for the successful functioning of which in the field of personnel work it is necessary not only to comply with the requirements of the Labor Code of the Russian Federation and related regulations, but also to create an effective personnel document flow system. At the same time, it is the personnel document flow system that is an integral part of doing business. Personnel documentation is the main information resources of an organization, the work with which requires proper organization. Documents provide information support for making management decisions at all levels and accompany the conduct of all business processes. Personnel document flow is a continuous process of movement of documents, which objectively reflects the organization’s activities in the field of personnel management of the company.
In the modern world, document flow is the movement of documents in a company from the moment they are created or received until the completion of execution or dispatch. Consideration of the history of the development of the document management system led to the conclusion that enterprises and organizations that comply with established rules for personnel records management and document management are highly competitive both in the regional and national labor markets and can attract highly qualified specialists. It has been determined that currently the most effective method of organizing personnel document flow is electronic document flow.
We have established that Rio-bar 10 LLC is part of the Rio concern, which is engaged in the restaurant business. Based on the analysis of the production and financial-economic systems, it was concluded that both positive and negative trends are observed in the company’s activities. Positive trends are based on the company’s potential, effective management system and professionalism of the employees of Rio-bar 10 LLC. Negative trends are determined in a certain way by the current economic situation in the country and in the world, characterized by a crisis state of the economy.
It has been determined that many areas of work with personnel at Rio-bar 10 LLC have an average level of development, and some areas need improvement measures. In order to improve the quality of the activities of the HR department of Rio-bar 10 LLC, measures were developed to reduce the time of document flow in the company by automating the activities of the HR department, creating regulations on the HR service and on the protection of confidential data, as well as developing various personnel documents: questionnaires , interview forms, etc.
Thus, the goal of the diploma project, which was to improve personnel document flow at Rio-bar 10 LLC, was achieved.
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History of the development of Russian office work // Laboratory of educational communications Uchcom IPS RAS. – Access mode: http://uchcom.botik.ru/educ/clerk/Office-work/History/content.ru.html
Enterprise personnel: textbook / ed. L.V. Trukhanovich, D.L. Shchura. – M.: Business and Service, 2000. – 655 p.
Mazura M. Management of an organization in a crisis / M. Mazura // Personnel Management. – 2009. – No. 2. – P. 58-62
Mardas A.N. Organizational management: textbook / A.N. Mardas, O.A. Mardas. – St. Petersburg: Peter, 2003. – 336 p.
Management: textbook for universities / Ed. V.V. Tomilova. – M.: YURAIT, 2003. – 591 p.
Organizational management: educational and production practices: textbook / edited by. ed. EM. Korotkova, S.D. Reznik. – M.: INFRA-M, 2006. – 174 p.
Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Khedouri. – M.: Delo, 2006. – 720 p.
Milgrom P. Economics, organization and management: textbook / P. Milgrom, D. Roberts. – St. Petersburg: “Economic School”, 1999. – 422 p.
Molodchik A.V. Management: strategy, structure, personnel, knowledge: textbook / A.V. Molodchik, M.A. Well done. – M.: Publishing House of the State University Higher School of Economics, 2005. – 296 p.
Ovchinnikova T.I. Structural model of personnel adaptation to crisis conditions / T.I. Ovchinnikova, G.V. Gosteva, V.A. Khokhlov // Personnel management. – 2009. – No. 5. – P. 47-51.
Oparina I.N. Basic strategies for personnel reserve management / I.N. Oparina // Personnel management. – 2009. – No. 7. – P. 44-47.
Porshnev A.G. Management: theory and practice in Russia: textbook / A.G. Porshnev. – M.: ID FBK-PRESS, 2003. – 456 p.
Prigolovko G.A. Personnel remuneration in the light of the concept of human resource management / G.A. Prigolovko // Management in Russia and abroad. – 2008. – No. 1. – P. 108-113.
Puntus S.A. Models of labor stimulation / S.A. Puntus // Bulletin of Moscow University, series 6 “Economics”. – 2002. – No. 5. – P. 49-65.
Samukina N.V. Personnel management: Russian experience / N.V. Samoukina. – St. Petersburg: Peter, 2003. – 236 p.
Samygin S.I. Fundamentals of personnel management / S.I. Samygin. – Rostov n/d.: Phoenix, 2001. – 480 p.
Saubanova L.V. Organization of human resource management at an enterprise / L.V. Saubanova // Personnel management. – 2009. – No. 1. – P. 51-52.
Solomanidina T.O. Personnel motivation management: textbook / T.O. Solomanidin, V.G. Solomanidin. – M.: Magazine “Personnel Management”, 2005. – 128 p.
Stout L. Personnel management. Manager's Handbook: Textbook / L. Stout. – M.: “Good Book”, 2006. – 536 p.
Stredwick J. Personnel management in small business / trans. from English edited by V.A. Spivak. – St. Petersburg: “Neva”, 2003. – 288 p.
Travin V.V. Enterprise personnel management: textbook / V.V. Travin, V.A. Dyatlov. – M.: Delo, 2003. – 272 p.
Organization management: textbook / ed. A.G. Porshneva, Z.P. Rumyantseva, I.A. Salomatina. – M.: INFRA-M, 2007. – 736 p.
Organizational personnel management / ed. AND I. Kibanova. – M.: INFRA-M, 2006. – 638 p.
Personnel management: textbook / ed. M.N. Kulapova. – M.: “Exam”, 2003. – 128 p.
Personnel management: textbook / ed. T.Yu. Bazarova, B.L. Eremina. – M.: UNITY, 2003. – 560 p.
Personnel management: textbook / Ed. T.Yu. Bazarova, B.L. Eremina. – M.: UNITY, 2006. – 554 p.
Khramtsovskaya N.A. For the safety of the organization’s documents, the first persons will answer with personal property / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 7. – P.66–78.
Khramtsovskaya N.A. Law on personal data: consequences for office work / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2007. – No. 2. – P.12–29.
Khramtsovskaya N.A. New Rules of Office Work: A Closer Look of a Specialist / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 8.
Khramtsovskaya N.A. Tightening requirements for documents of commercial organizations / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 3. – P.68-82.
Tsypkin Yu.A. Personnel management: textbook / Yu.A. Tsypkin. – M.: UNITY-DANA, 2001. – 446 p.
Shirenbek H. Enterprise Economics: a textbook for universities / Transl. with him. under general ed. I.P. Boyko, S.V. Valdaytsev, K. Richter. – St. Petersburg: Peter, 2005. – 848 p.
Labor Economics: Social and Labor Relations: Textbook / ed. ON THE. Volgina, Yu.G. Odegova. – M.: “Exam”, 2002. – 736 p.
Erfurt K.A. Features of investing in human capital and their reflection in the personnel policy of the enterprise / K.A. Erfurt // Management in Russia and abroad. – 2009. – No. 3. – P. 132-137.
Yankovaya V.F. About the new Rules of office work “from the horse’s mouth” / V.F. Yankovaya // Office work and document flow at the enterprise. – 2009. – No. 8.
Appendix 1 Application for recruitment
Customer (position, full name)_____________________________________________
Required vacancy_________________________________________________
Job responsibilities_________________________________________________
_________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Who will have the employee reporting to him?_______________________
__________________________________________________________________
Number of specialists subordinate to the employee____________________
Working hours: from________to________hours,_________________days a week
Another ___________________________________________________________
Probation________________________________________________
Wage____________________________________________________
Salary during the probationary period________________________
Conditions of employment__________________________________________________________
Requirements for a candidate:
Gender_________ age______________ education______________________
PC user (programs)_____________________________________________
Availability of a driver's license (category)_______________________
Having your own car_____________________________________________
Experience in the following areas__________________________________________
__________________________________________________________________
__________________________________________________________________
Additional requirements__________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Personal qualities________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Agreed:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Completion date "____"________________200__
Filling date "_____"________________200__
_________________________________________________________
customer signature
Applicant for the position ___________________________________
Appendix 2 Standard form for assessing interview results
Instructions for the interviewer: using the proposed scale, indicate which pole the candidate is closer to for each of the qualities under consideration by placing a “+” sign in the appropriate column.
-3 -2 -1 0 1 2 3 Inability to establish contacts with other people Good ability to establish contacts with other people Health condition may interfere with the performance of work duties Good health Slowness when it comes to solving intellectual problems Ability to quickly solve intellectual problems Poor ability to expression of one's ideas Good ability to express one's ideas Significant difficulties when faced with unexpected situations High ability to solve new problems and take initiative Coldness, aloofness Friendliness, openness in communication Tendency to be cruel, inflexible Ability to be tolerant Indifference, insensitivity Sensitivity Lack of confidence self-confidence Self-confidence Tendency to show authoritarianism Ability to reach agreement with other people Difficulties in the need to cooperate with other people Ability to establish good relationships with colleagues Immature personality Mature personality Tendency to avoid responsibility High sense of responsibility
Appendix 3 Interview
Topics of questions:
education and training;
work activity;
hobby;
ambition and motivation;
work and organization;
questions on general topics;
special and technical issues;
family;
self-esteem;
health;
future plans.
Education.
What subjects did you like best at school or college?
Which subjects were less successful?
How did you choose your profession and educational institution?
Who influenced the choice of profession?
Will you continue to study? Why?
What knowledge and experience have you gained over the past year?
Labor activity.
What organizations have you worked for before?
Why did you decide to join our company?
What aspects of the job did you like more/less?
Was there any promotion?
Have you had experience managing people?
Hobby.
What do you do in your free time?
Do you have a hobby? What causes this?
Attitude to sports?
Do you devote a lot of time to this?
What successes have you achieved?
Ambition and motivation.
Why do you want to get this job?
Plans for 5 years, 10 years?
If you receive another job offer within six months, what will you do?
Work and organization.
Duration of work in last place?
Range of duties?
What would you like to change in your work?
Reasons for dismissal?
Questions on general topics.
What TV programs do you usually watch?
What newspapers and magazines do you read?
Which sections are the most interesting in them?
What do you think about...(frequently mentioned problem)?
Family.
Family composition?
Family relationships?
Sharing household chores?
Self-esteem
Does your career match your abilities?
Name three factors that affect performance and well-being (positively and negatively)?
Were you fairly valued at your previous job?
Health (in case health problems may interfere with the performance of professional duties).
Appendix 4 Technology for obtaining information from a candidate during an interview
Possible questions What do you hope to learn Tell us about your last job First impression of the candidate What do you like most about the work Area of professional interests What do you like least about the work Strengths and weaknesses How did you get the previous job Initiative, reserves Responsibilities, did everything suit you Area of competence, attitude towards work Major successes in work, progress in career Ability to grow Mistakes, disappointments in work Does he accept responsibility for his failures What did he get from his last job Ability to learn, tendency to positive thinking Describe yourself in general terms Ideas about yourself What makes you better than others Confidence in your knowledge, abilities What you should develop in yourself, and what you should struggle with Reserves, realistic self-esteem What you liked/disliked in a leader Willingness to cooperate Long-term goals and objectives Willingness to learn, ability to plan What kind of people are pleasant/not pleasant to deal with work Business values, attitudes If you started all over again, how would your career change? Motivation Reasons for leaving Attitude to work, honesty What your former manager could say about you Self-esteem, honesty. Difficulties at work, how you dealt with them Approach to solving problems What you did above and beyond your job responsibilities Willingness to cooperate
Appendix 5 Self-Assessment Questionnaire
Full name___________________________________________________________Position ___________________________________________
Formulate the main goals and objectives of your work__________________________
Name the typical difficulties that you have to face in the process of work_________________________________
What are your personal responsibilities when performing your job responsibilities__________________________________________
Suggestions that could improve: a) Your work, b) the work of the unit, c) the work of the organization___________________
Name the main mistakes of your colleagues that you had to correct_________________________________________________
Name the emergency situations that arose during work_______________________________________________________
Name emergency situations that may arise and how you can prepare for them__________________________________________
Formulate the reasons that do not allow you to work more efficiently and cause job dissatisfaction
In personal professional terms______________________________
In terms of interaction with colleagues___________________________
In terms of interaction with management_________________________________
In terms of interaction with subordinates_______________________
In terms of interaction with partners and clients________________
In terms of work organization__________________________________________
What position do you qualify for?__________________________
In what areas and in what forms is training required?__________________________________________________________
Appendix 6 Job Analysis Questionnaire
FULL NAME______________________________________________________________
Job title_________________________________________________________
Department_____________________________________________________________
Full name of the head__________________________________________________
Manager's position_____________________________________________
Filling date "___"________________200__
The main purpose of the work performed is ______________________
If there are subordinates, list their positions______________________________
What activities are most important______________________________
What is the result of work for this position_____________________
Job responsibilities:
Daily________________________________________________
Periodic_____________________________________________
Irregular_______________________________________________
Unnecessary_________________________________________________
Education. Check the required level (but not your educational level)___________________________________________
Experience. Check the experience required to perform your job____________________________________________________________
Skills. Describe the skills required to perform your job (e.g., neatness, precision, attention, techniques, use of tools, technology)___________________________________________
Equipment. Is equipment required and how often?______________
Physical requirements. Note the physical demands of the job and how often it occurs_________________________________
Stress level. Types of jobs that cause stress and how often it happens __________________________________________________________
Working conditions. Please note in what harmful conditions you have to work and how often________________________________________________
Health and safety. What dangerous factors are present at work, how often?__________________________________________________________
_______________________________________________
(signature)
Khramtsovskaya N.A. Law on personal data: implications for office work // Office work and document flow at the enterprise. – 2007. – No. 2. – P.12.
Document flow and office work. Access mode: http://workpaper.ru
Stredwick J. Personnel management in small business. – St. Petersburg: Publishing House “Neva”, 2003. – P. 35.
Bukhalkov M.I. Personnel Management. – M.: INFRA-M, 2007. – P. 220.
Ashirov D.A. Personnel Management. – M.: TK Welby, Prospect, 2005. – P. 70.
Vesnin V.R. Management. – M.: TK Welby, Prospect, 2007. – P. 414.
Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Khedouri. – M.: Delo, 2006. – P. 566.
Organizational personnel management / ed. AND I. Kibanova. – M.: INFRA-M, 2006. – P. 319.
Labor Code of the Russian Federation dated December 30, 2001. No. 197-FZ.
Smolyaninova M.V. Getting a work book // Office work and document flow at the enterprise. – 2010. – No. 2. – P. 7-25.
CEO
Chief Accountant
Deputy gene. directors
Commercial Director for Personnel
Art Director
Chief OK
Managers
Bartenders, cashiers, waiters
Accountant, cashiers
Chef
Confectioner
Inspector OK
Safety and Health Engineer
Energy Engineer
Wardrobe keeper, housekeeper workers
Analysis of the work of Rio-bar 10 LLC
Development:
requirements for the position (education, knowledge, skills, work experience, personal qualities);
terms of employment;
job descriptions;
Personnel planning
Determination of quantitative and qualitative personnel needs
Search and selection of personnel
Attracting candidates for vacant positions
Selection of candidates
Identification of differences between candidates during competitive selection and selection of candidates who best meet the requirements of the position and the enterprise
Admission of a candidate for a probationary period (filling a vacancy)
Onboarding a new employee
Assisting employees in achieving the required standards (entering a position), facilitating their entry into the organization
Figure 4. Recruitment system at Rio-bar 10 LLC
Chief OK
Inspector OK
Safety and Health Engineer
Receiving an application for personnel selection (documents – Regulations on personnel selection)
Application assessment (documents – application for personnel selection, labor market monitoring)
Approval (documents – job profile)
Recruitment plan
Assessment of financial resources (documents - budget for hiring personnel)
Determining the method of recruitment and sources of information about candidates (budget)
Formation and placement of a vacancy announcement (vacancy announcement, list of media)
Initiative search for candidates (resumes of candidates)
Processing information and compiling a list of candidates
Documents for personnel management and personnel records management
Mandatory, taking into account the specifics of the organization’s activities
Mandatory for all organizations
Not provided for by the Labor Code of the Russian Federation
Information and reference documents
Personal documents of citizens (enterprise employees)
Primary accounting documents for personnel
Orders (instructions) for personnel
Reasons for orders
Provided by the Labor Code of the Russian Federation
Local regulations related to personnel management
Documents on HR functions
Composition of personnel documentation of the enterprise
List of used literature
1. Akmaeva R.I. Strategic planning and strategic management: textbook / R.I. Akmaeva. – M.: Finance and Statistics, 2007. – 208 p.
2. Anisimov V.M. Personnel service and personnel management of an organization textbook / V.M. Anisimov. – M.: Economics, 2003. – 704 p.
3.Afonin I.V. Enterprise development management: Strategic management, innovation, investment, prices: textbook / I.V. Afonin. – M.: “Dashkov and K”, 2002. – 380 p.
4. Ashirov D.A. Personnel management: textbook / D.A. Ashirov. – M.: TK Velby, Prospekt, 2005. – 432 p.
5. Bazarov T.Yu. Personnel management / T.Yu. Bazarov. – M.: “Academy”, 2005. – 224 p.
6. Basovsky L.E. Management: textbook / L.E. Basovsky. – M.: INFRA-M, 2004. – 216 p.
7.Belyatsky N.P. Personnel management: textbook / N.P. Belyatsky. – Minsk: Modern School, 2008. – 448 p.
8. Bukhalkov M.I. Personnel management: textbook / M.I. Bukhalkov. – M.: INFRA-M, 2007. – 368 p.
9. Vachugov D.D. Workshop on management: textbook / D.D. Vachugov, V.R. Vesnin, N.A. Kislyakova. – M.: Higher School, 2007. – 192 p.
10.Vesnin V.R. Management: textbook / V.R. Vesnin. – M.: TK Velby, Prospect, 2007. – 504 p.
11. Vikhansky O.S. Management: textbook / O.S. Vikhansky, A.I. Naumov. – M.: Economist, 2006. – 670 p.
12.Gerchikova I.N. Management: textbook / I.N. Gerchikova. – M.: UNITY-DANA, 2004. – 511 p.
13.Gordienko Yu.F., Obukhov D.V., Samygin S.I. Personnel management / Yu.F. Gordienko, D.V. Obukhov, S.I. Samygin. – Rostov n/d.: Phoenix, 2004. – 352 p.
14.Document flow and office work. Access mode: http://workpaper.ru
15. Egorshin A.P. Personnel management / A.P. Egorshin. – N. Novgorod: NIMB, 2006. – 624 p.
16. History of the development of Russian office work // Laboratory of educational communications Uchcom IPS RAS. – Access mode: http://uchcom.botik.ru/educ/clerk/Office-work/History/content.ru.html
17. Enterprise personnel: textbook / ed. L.V. Trukhanovich, D.L. Shchura. – M.: Business and Service, 2000. – 655 p.
18. Mazura M. Management of an organization in a crisis / M. Mazura // Personnel Management. – 2009. – No. 2. – P. 58-62
19.Mardas A.N. Organizational management: textbook / A.N. Mardas, O.A. Mardas. – St. Petersburg: Peter, 2003. – 336 p.
20. Management: textbook for universities / Ed. V.V. Tomilova. – M.: YURAIT, 2003. – 591 p.
21. Organizational management: educational and production practices: textbook / edited. ed. EM. Korotkova, S.D. Reznik. – M.: INFRA-M, 2006. – 174 p.
22. Meskon M. Fundamentals of management / M. Meskon, M. Albert, F. Khedouri. – M.: Delo, 2006. – 720 p.
23. Milgrom P. Economics, organization and management: textbook / P. Milgrom, D. Roberts. – St. Petersburg: “Economic School”, 1999. – 422 p.
24.Molodchik A.V. Management: strategy, structure, personnel, knowledge: textbook / A.V. Molodchik, M.A. Well done. – M.: Publishing House of the State University Higher School of Economics, 2005. – 296 p.
25. Ovchinnikova T.I. Structural model of personnel adaptation to crisis conditions / T.I. Ovchinnikova, G.V. Gosteva, V.A. Khokhlov // Personnel management. – 2009. – No. 5. – P. 47-51.
26. Oparina I.N. Basic strategies for personnel reserve management / I.N. Oparina // Personnel management. – 2009. – No. 7. – P. 44-47.
27. Porshnev A.G. Management: theory and practice in Russia: textbook / A.G. Porshnev. – M.: ID FBK-PRESS, 2003. – 456 p.
28. Prigolovko G.A. Personnel remuneration in the light of the concept of human resource management / G.A. Prigolovko // Management in Russia and abroad. – 2008. – No. 1. – P. 108-113.
29.Puntus S.A. Models of labor stimulation / S.A. Puntus // Bulletin of Moscow University, series 6 “Economics”. – 2002. – No. 5. – P. 49-65.
30. Samoukina N.V. Personnel management: Russian experience / N.V. Samoukina. – St. Petersburg: Peter, 2003. – 236 p.
31. Samygin S.I. Fundamentals of personnel management / S.I. Samygin. – Rostov n/d.: Phoenix, 2001. – 480 p.
32. Saubanova L.V. Organization of human resource management at an enterprise / L.V. Saubanova // Personnel management. – 2009. – No. 1. – P. 51-52.
33. Smolyaninova M.V. Getting a work book // Office work and document flow at the enterprise. – 2010. – No. 2. – P. 7-25.
34.Solomanidina T.O. Personnel motivation management: textbook / T.O. Solomanidin, V.G. Solomanidin. – M.: Magazine “Personnel Management”, 2005. – 128 p.
35.Stout L. Personnel management. Manager's Handbook: Textbook / L. Stout. – M.: “Good Book”, 2006. – 536 p.
36. Stredwick J. Personnel management in small business / trans. from English edited by V.A. Spivak. – St. Petersburg: “Neva”, 2003. – 288 p.
37. Travin V.V. Enterprise personnel management: textbook / V.V. Travin, V.A. Dyatlov. – M.: Delo, 2003. – 272 p.
38. Labor Code of the Russian Federation of December 30, 2001. No. 197-FZ.
39.Organization management: textbook / ed. A.G. Porshneva, Z.P. Rumyantseva, I.A. Salomatina. – M.: INFRA-M, 2007. – 736 p.
40. Organizational personnel management / ed. AND I. Kibanova. – M.: INFRA-M, 2006. – 638 p.
41. Personnel management: textbook / ed. M.N. Kulapova. – M.: “Exam”, 2003. – 128 p.
42. Personnel management: textbook / ed. T.Yu. Bazarova, B.L. Eremina. – M.: UNITY, 2003. – 560 p.
43. Personnel management: textbook / Ed. T.Yu. Bazarova, B.L. Eremina. – M.: UNITY, 2006. – 554 p.
44. Khramtsovskaya N.A. For the safety of the organization’s documents, the first persons will answer with personal property / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 7. – P.66–78.
45. Khramtsovskaya N.A. Law on personal data: consequences for office work / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2007. – No. 2. – P.12–29.
46. Khramtsovskaya N.A. New Rules of Office Work: A Closer Look of a Specialist / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 8.
47. Khramtsovskaya N.A. Tightening requirements for documents of commercial organizations / N.A. Khramtsovskaya // Office work and document flow at the enterprise. – 2009. – No. 3. – P.68-82.
48. Tsypkin Yu.A. Personnel management: textbook / Yu.A. Tsypkin. – M.: UNITY-DANA, 2001. – 446 p.
49. Shirenbek H. Enterprise Economics: a textbook for universities / Transl. with him. under general ed. I.P. Boyko, S.V. Valdaytsev, K. Richter. – St. Petersburg: Peter, 2005. – 848 p.
50.Labor Economics: Social and Labor Relations: Textbook / ed. ON THE. Volgina, Yu.G. Odegova. – M.: “Exam”, 2002. – 736 p.
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52. Yankovaya V.F. About the new Rules of office work “from the horse’s mouth” / V.F. Yankovaya // Office work and document flow at the enterprise. – 2009. – No. 8.
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Introduction
Any organization reflects the process of carrying out its activities (including in financial, personnel, legal, production and other areas) in various kinds of documents. “Document” is information recorded on paper, published or received by any individual or legal entity, in an organization, for use in its activities, and the concept of “office work” characterizes itself as a set of works to document management activities in an enterprise.
According to Art. 2 of the Federal Law of July 27, 2006 N 149-FZ “On Information, Information Technologies and Information Protection” a document (documented information) is information recorded on a tangible medium by documenting with details that allow it to be identified.
According to Art. 1 of the Federal Law of December 29, 1994 N 77-FZ "On the Mandatory Deposit of Documents" a document is a material object with information recorded on it in the form of text, sound recording or image, intended for transmission in time and space for the purposes of storage and public use.
And the concepts of “management”, “information”, “office work”, “document” are organically interconnected.
The HR department is usually an independent structural unit of an organization, subordinate to either the head of the organization or his deputy for human resources. Depending on the type and industry of the enterprise, the quantity and structure of human resources affects the number of personnel work.
Documented information forms the basis of management; its effectiveness is largely based on the production and consumption of information. In modern society, information has become a full-fledged resource of production, an important element of the social and political life of society. The quality of information determines the quality of management. In modern conditions, in order to increase management efficiency, it is necessary to pay sufficient attention to improving the work with documents, since every management decision is always based on information, on an official document.
The correct organization of work with documents affects the quality of work of the management apparatus, the organization and work culture of management employees. The success of management activities as a whole depends on how professionally documentation is maintained.
Documentary information is provided in the form of various types of documents.
Research shows that 75% of the working time of enterprise employees is spent preparing, maintaining, filling out, copying and transmitting. According to ISO (International Standards Organization), document management is becoming one of the main factors in the competitiveness of any organization.
Equal importance is attached to the automation of office processes, which increase the productivity of employees involved in management. At enterprises, it is necessary to pay great attention to the fact that shortcomings in the organization of work lead to serious difficulties in the work of the organization as a whole. Due to a more correct system of personnel document flow, faster movement and execution of official documents, their preservation, use and correct selection for state storage are achieved.
The principle of work on documentation services comes down to a set of the same operations. Only in some organizations are they performed manually, in others - with the help of mechanization, and thirdly - these processes are completely automated. But all these stages of the paperwork cycle of working with documents are similar. Therefore, a competent managerial employee must be able not only to correctly draw up and execute the documents themselves, but also to know what types of work are performed with these documents.
The purpose of writing a final qualifying thesis is to study the theoretical foundations of the formation of personnel document flow of an enterprise, analysis of personnel policy using the example of Domodedovo International Airport.
To achieve this goal, the following tasks are solved:
Study the main directions of personnel document flow;
Analyze the composition of personnel documentation at the enterprise;
Conduct diagnostics of personnel movement at Domodedovo International Airport;
Analyze and summarize the results obtained;
Study the procedure for storing HR documents.
The object of the study is the personnel document flow of Domodedovo Airport.
1. OrganizationHR department
1. 1 Regulations on the HR department
The Regulations on the HR Department consists of the following sections:
1. General Provisions
2. Main tasks
3. Functions
5. Responsibility
6. Relationships. Service connections
7. Procedure for making changes and additions
Let us examine in more detail the section “1. General provisions”:
2) The department is created and liquidated by order of the General Director of the Organization.
3) The department reports directly to the General Director of the Organization.
4) The Department in its activities is guided by the Labor Code of the Russian Federation, other regulatory legal acts containing labor law norms, as well as regulatory methodological documents on personnel records management, the Charter of the Organization, as well as these Regulations.
5) The personnel service is headed by the head of the personnel service (hereinafter - the Head), appointed to the position and dismissed by order of the General Director of the Organization.
6) A person with a higher legal or economic education and work experience as a head of the personnel service for at least 3 years is appointed to the position of Manager.
7) The structure and staff of the Department is approved by the General Director of the Organization.
8) The job responsibilities of the Department’s employees are established by job descriptions.
Consider the next section “2. Main goals":
1) Selection and placement of personnel.
2) Personnel accounting and personnel documentation.
3) Monitoring compliance with labor discipline.
4) Improvement of employee qualifications.
5) Carrying out certification.
6) Formation of a personnel reserve.
7) Monitoring compliance with labor and social rights of workers.
8) Maintaining and strengthening a positive socio-psychological climate in the Organization, preventing labor conflicts.
See section “3. Functions"
1) Determination of current staffing needs, analysis of staff turnover.
2) Selection of personnel together with the heads of interested departments.
3) Development of staffing.
4) Documentation of hiring, transfer, dismissal of employees.
5) Receiving, filling out, storing and issuing work books.
6) Maintaining records of the personnel of the organization’s employees, registration of personal files, preparation and issuance of certificates and copies of documents at the request of the employee.
7) Documentation of business trips.
8) Drawing up a vacation schedule and recording the use of vacations, as well as
registration of vacations in accordance with the vacation schedule.
9) Keeping records of people liable for military service working in the organization.
10) Preparation of materials for presenting employees for incentives.
11) Preparation of materials on attracting workers to material and
disciplinary liability.
12) Fulfilling inquiries about the length of service of employees who previously worked in the organization.
13) Organization and participation in the certification of employees.
14) Formation of a personnel reserve for promotion to leadership positions, drawing up employee development plans.
15) Drawing up plans for improving the skills of employees.
16) Organization of time sheets.
1) Receive from structural divisions and the Organization the documents necessary to formalize the admission, transfer, secondment, leave and dismissal of employees.
2) Give, within the limits of their competence, instructions to the structural divisions of the Organization on the selection, accounting, placement and training of personnel.
3) Make proposals to the management of the Organization to improve work with personnel.
4) Certify the legal validity of personnel documents issued to employees of the Organization.
5) Monitor compliance with labor legislation in relation to employees in the structural divisions of the Organization, provision of established benefits and compensation.
6) Represent, in the prescribed manner, the interests of the Organization on issues within the competence of the Department in relations with state and municipal bodies, as well as other enterprises, organizations, and institutions.
7) Conduct meetings and participate in meetings held by the Organization on issues within the competence of the Department.
And chapter “5. Responsibility" contains sections:
1) The Head is responsible for the proper and timely performance by the Department of the functions provided for in these Regulations.
2) The Manager is responsible for: 2.1. Organization of prompt and high-quality preparation and execution
documents, record keeping in accordance with current
rules and instructions. 2.2. Compliance with labor discipline by employees of the Department. 2.3. Ensuring the safety of property located on the premises of the Department, and
compliance with fire safety rules. 2.4. Compliance with the current legislation of those vised by him
draft orders, instructions, regulations and
other documents. 2.5. The responsibilities of HR Department employees are established by their
job descriptions.
In chapter “6. Relationships. Official Communications" talks about the performance of functions and the exercise of rights of the personnel service:
1) With all structural divisions of the Organization on personnel issues.
2) With the legal department - to obtain information about changes in current legislation and legal support in the preparation of personnel documents.
3) With accounting - on issues of remuneration, as well as to provide copies of orders on hiring, dismissal, transfer, vacation, business trip, promotion, and bringing to financial liability.
4) With the information and technical department of the Organization - on issues of providing the Department with organizational and computer equipment, its operation and repair.
And the last chapter “7. The procedure for making changes and additions" includes:
1) Changes and additions to the Regulations are made by order of the General Director upon the recommendation of the Manager.
1. 2 Job descriptions of HR department employees
Any job description for an enterprise employee has at least four sections: job responsibilities, functions, rights, responsibilities. For example, consider the job description of the head of the human resources department.
1. General Provisions
1.1 The head of the HR department belongs to the category of managers.
1.2 The head of the HR department is appointed to the position and dismissed by order of the General Director.
1.3 The head of the personnel department reports directly to the head of the laboratory.
1.4 During the absence of the head of the personnel department, his rights and responsibilities are transferred to another official, as announced in the order of the organization.
1.5 A person who meets the following requirements is appointed to the position of head of the HR department: higher professional education, work experience in personnel management of at least 3 years.
1.6 The head of the HR department must know: - labor legislation, other legislative and regulatory acts governing labor relations; - the structure of the company, its personnel policy and development strategy; - the procedure for drawing up forecasts, determining future and current staffing needs; - state of the labor market; - systems and methods of personnel assessment; - personnel records management; - fundamentals of psychology and sociology of labor.
1.7 The head of the HR department is guided in his activities by: - legislative acts of the Russian Federation; - Charter of the organization, Regulations on the HR department, Internal labor regulations, other regulations of the company; - orders and instructions from management; - this job description.
2. Job responsibilities of the head of the HR department
The head of the HR department performs the following job responsibilities:
2.1 Determines, together with the heads of structural units, the current need for personnel, takes part in the development of the personnel policy of the enterprise.
2.2 Leads the work on the selection, selection and placement of personnel based on an assessment of their qualifications, personal and business qualities.
2.3 Ensures the reception, placement and placement of young specialists, together with the heads of departments, organizes their internship and adaptation in the company.
2.4 Organizes the certification of company employees, its methodological and information support, takes part in the analysis of certification results, development of measures to implement the decisions of certification commissions, determines the circle of specialists to be re-tested.
2.5 Participates in the development of systems for comprehensive assessment of employees and the results of their activities, career and professional promotion of personnel, and preparation of proposals to improve certification.
2.6 Organizes timely registration of the hiring, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the head of the enterprise.
2.7 Controls the conduct of personnel records in the company.
2.8 Provides methodological guidance and coordination of the activities of specialists and personnel inspectors of the enterprise divisions, monitors the execution by the heads of departments of legislative acts and government regulations, resolutions, orders and instructions of the head of the enterprise on issues of personnel policy and work with personnel.
2.9 Conducts a systematic analysis of personnel work at the enterprise, develops proposals for its improvement.
2.10 Develops measures to strengthen labor discipline, reduce staff turnover, loss of working time, and monitors their implementation.
2.11 Ensures the preparation of established reporting on personnel records and work with personnel.
3. Rights of the head of the HR department
The head of the HR department has the right:
3.1 Get acquainted with draft decisions of the company’s management regarding the activities of the HR department and work with personnel.
3.2 Submit proposals to management to improve your work and the work of the company.
3.3 Interact with the heads of all structural divisions of the enterprise on personnel issues.
3.4 Sign and endorse documents within your competence.
3.5 Request from the heads of structural divisions of the enterprise, specialists and workers the information necessary to perform their job duties.
3.6 Inform the company’s management about all shortcomings identified in the course of its activities and make proposals for their elimination.
3.7 Require management to create normal conditions for the performance of their job duties.
4. Responsibility of the head of the HR department
The head of the HR department is responsible for:
4.1 For failure to perform and/or untimely, negligent performance of one’s official duties.
4.2 For failure to comply with current instructions, orders and instructions on maintaining trade secrets and confidential information.
4.3 For violation of internal labor regulations, labor discipline, safety and fire safety rules.
The size of the personnel department and the list of types of main work are determined by the number of employees in the organization.
1. 3 Official and numerical composition HR department employees
The official and numerical composition is established by the organizational and administrative documents of each specific organization. As a rule, this is determined by the head of the organization when approving the staffing table.
The main criterion for the formation of the personnel service staff is most often the number of employees.
Calculating the number of personnel departments based on the total number of employees cannot be considered rational, since this does not take into account the factors that determine the workload of personnel department employees.
For example, with a large number of young people, the personnel service will spend considerable time on registration of pre-conscription personnel, leave (maternity, educational, child care); in case of a large number of workers of pre-retirement age - for registration of pensions; with increased staff turnover - for registration of hiring and dismissal from work, etc.
Thus, with the same number of employees, the workload of personnel services may not be the same.
Since the mid-80s. The Ministry of Labor of the Russian Federation has proposed another method for calculating the number of personnel services. It is based on taking into account the labor intensity of standardized work on staffing and accounting, calculated according to standard time standards.
Standard time standards are intended to determine the cost of working time for staffing and accounting work, and to establish standard targets.
Standards have been defined for the following types of work:
1) preparation of documents when applying for a job;
2) preparation of documents upon dismissal from work;
3) registration and accounting of work books;
4) preparation of documents to record the movement of personnel;
5) preparation of statistical reporting on personnel records;
6) drawing up certificates, participation in the development of plans;
7) work on time sheets;
8) work in the pass office;
9) work in the military registration desk, etc.
When determining the standard number of workers involved in staffing and accounting, in addition to the labor intensity of standardized work, calculated according to aggregated time standards, labor costs for non-standardized work are taken into account, which should not exceed 25% of the labor intensity of standardized work.
The number of workers (H) required to carry out recruitment and personnel accounting work is calculated using the formula:
Ch = To / Fp
where H is the number of employees (people);
That is the total labor intensity of standardized work, calculated according to the standards for the year;
Fp is the useful fund of working time of one employee per year in hours (taken on average to be 1910 hours).
The position composition of the personnel service in each specific case is also determined by the management of the organization. The qualification directory establishes categories of positions and their names.
To establish the required number of HR department employees, it is recommended to use
Standard time standards for work on staffing and accounting, which are intended to determine the cost of working time for work on staffing and accounting, as well as standardized tasks.
The main types of work of the HR department are the preparation of documents for hiring and dismissal of workers and employees, registration and accounting of work books, compilation of statistical reporting on personnel records, preparation of certificates, development of plans and calculation of headcount, time sheets.
The standard number of workers (H) required to perform all work on staffing and personnel accounting is determined by the formula:
H=[ T(1) * K(1)]/ F(p)
where T(1) is the total labor intensity of standardized work, calculated according to these standards for the year (quarter), h;
K(1) - coefficient taking into account the time spent on performing work not provided for by the standards (K(1) is taken equal to 1.25);
F(p) - useful working time fund of one employee per year (quarter), hours.
1. 4 Labour Organization
Of course, first of all, the personnel department is engaged in carrying out personnel records management in the organization. However, their work is not limited to the production and maintenance of personal cards for employees. Labor legislation contains such a legal institution as a collective agreement. Legal regulation regarding the conclusion of a collective agreement and its content often changes.
Among the most important areas of personnel work at the enterprise are:
1) The accounting and control direction of personnel work is aimed at ensuring accounting and control when working with personnel;
2) The planned regulatory direction of personnel work is aimed at attracting personnel and their rational use;
3) The reporting and analytical direction of personnel work is aimed at studying the personnel processes of the enterprise;
4) The coordination and information direction of personnel work is aimed at organizing work with personnel on issues related to oral and written requests from employees;
5) The organizational and methodological direction of personnel work is aimed at ensuring reliable and effective management of personnel processes within the enterprise.
The organization and conduct of personnel work in each of the listed areas involves the consistent solution of a number of tasks.
It is advisable to consider the main tasks of personnel work at an enterprise by area.
The accounting and control direction of personnel work involves solving the following main tasks:
1) hiring workers to the enterprise;
2) employee registration;
3) dismissal of employees;
4) work with temporarily absent employees of the enterprise (those on vacation, absent due to illness, gone on business trips, etc.).
The planning and regulatory direction of personnel work involves solving the following main tasks:
1) selection (search and selection) of workers for the enterprise;
2) placement of enterprise employees;
3) movement of enterprise employees;
4) entry into position and adaptation of employees.
The reporting and analytical direction of work involves solving the following tasks:
1) study of workers;
2) employee performance assessment;
3) analytical work;
4) preparation of reports.
The coordination and information direction of personnel work involves solving the following main tasks:
1) professional training (additional training and retraining) of workers;
2) organizing the reception of enterprise employees (on official and personal matters);
3) work with written requests from enterprise employees;
4) archival and reference work.
The organizational and methodological direction of personnel work involves solving the following main tasks:
1) documenting the activities of the enterprise’s employees;
2) personnel work in departments of the enterprise;
3) planning of personnel work;
4) management of personnel work.
1. 5 Basics of personnel documentation
1. Preparation of documents when hiring workers and employees .
When hiring, an employee with the right to hire employees, in addition to the employee’s written application for employment, is obliged to require the presentation of the following documents (Article 65 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation)):
1) passport or other identity document;
2) work book, except for cases when an employment contract is concluded for the first time or the employee starts working on a part-time basis;
3) insurance certificate of state pension insurance;
4) military registration documents - for those liable for military service and persons subject to conscription for military service;
5) a document on education, qualifications or special knowledge - when applying for a job that requires special knowledge or special training.
In some cases, taking into account the specifics of the work, the Labor Code of the Russian Federation, other federal laws, decrees of the President of the Russian Federation and decrees of the Government of the Russian Federation may provide for the need to present additional documents when concluding an employment contract.
It is prohibited to require from a person applying for a job documents other than those provided for by the Labor Code of the Russian Federation, other federal laws, decrees of the President of the Russian Federation and decrees of the Government of the Russian Federation.
1) familiarization with the relevant documents (passport, work book, diploma or certificate of education) and, on their basis, filling out the employment order (form No. T-1);
2) filling out a personal card (form No. T-2) on the basis of relevant documents (passport, work record book, diploma or certificate of education, personal sheet, military ID, employment order);
3) drawing up an order for employment, which indicates the last name, first name, patronymic of the employee being hired, position held, rank or salary, workshop, date of enrollment and, if necessary, the probationary period;
4) on the basis of the order, in the work book, record the date of admission to work, profession or position, workshop, date and number of the order for employment; a note about hiring in the admission journal;
5) registration of a personal file for an employee, filing a personal personnel record sheet, an application for employment, an autobiography and other documents related to the employee’s official activities in a folder; compiling an inventory of documents in the personal file; numbering, registration and storage of personal files in a safe;
6) drawing up a report on hiring;
7) familiarization of the employee with labor regulations;
8) filling out the safety checklist.
2. Preparation of documents upon dismissal of employees .
Employees have the right to terminate the employment contract under Art. 80 of the Labor Code of the Russian Federation, warning the administration in writing two weeks in advance.
A statement with management's resolution must be kept in the personal file of the dismissed employee.
If an employee is fired for abuse of official position, for absenteeism and other violations, then the application for dismissal from his position must additionally be accompanied by materials from the investigation of this misconduct, an explanatory note from the employee and other materials justifying management’s decision to dismiss the employee on the initiative of the administration.
The work consists of the following operations:
1) on the basis of a letter of resignation and the employee’s personal card filled out
form of order to terminate the employment contract (form No. T-8);
2) in accordance with the resolution of the director of the enterprise, drawing up a draft dismissal order, which indicates the last name, first name, patronymic, position held, date and reason for the employee’s dismissal;
3) on the basis of the issued order, an entry in the employee’s personal card of the date, reason for dismissal, number of the dismissal order;
4) on the basis of an order to terminate the employment contract, an entry in the work book of the date and reason for dismissal and the number of the dismissal order; issuing a work book against signature to a resigning employee; a record of the issuance of a work record book in the work record book;
5) removal of the personal file from the file cabinet, an entry in the personal file about dismissal and in the journal of dismissed employees;
6) compiling documents for transfer to the archive; moving a personal card to the dismissal file;
7) drawing up a report on dismissal from work.
3. Registration and accounting of work books.
Issuing a new work book or issuing it with a mark in the accounting book or recording a duplicate work book.
The work consists of the following operations:
1) entry in the work book form or insert: on the first page - last name, first name, patronymic, year of birth, profession or position and date of filling out the book; on the second unfolded page - affixing the company’s stamp and recording the day, month, year of employment, profession, category, date and order number;
2) a mark in the book of accounting for the movement of work books and inserts for them; affixing a stamp on the first page of the work book with the inscription “Insert issued”;
3) preparation of unclaimed work books for filing in the archives;
4) familiarization of employees with the entries in the work book.
4. Recording information about work, incentives and awards in the work book.
The work consists of the following operations:
1) selection of work records;
2) on the basis of relevant documents (passport, transfer record, order, instruction, etc.) making work-related changes to the work book or insert thereto (transfer to another unit, reassignment, change in salary or rank), incentives and awards, name changes and other information;
3) placing the work book in the safe.
5. Preparation of documents to record the movement of personnel.
The work consists of the following operations:
1) on the basis of an order (form No. T-5), an entry about the transfer in the work book, personal card (form No. T-2), personal file and in the transfer journal;
2) drawing up a transfer order.
6. Drawing up and adjusting the vacation schedule.
The work consists of the following operations:
1) receiving a vacation schedule from departments;
2) drawing up a consolidated schedule and its adjustment;
3) communicating schedules to department heads;
4) control over compliance with vacation schedules throughout the year;
5) drawing up and adjusting the vacation schedule for executive employees.
7. Registration of vacation.
The work consists of the following operations:
1) on the basis of a note on the granting of leave (Form No. T-6), an entry in the personal card of the date of entry into the enterprise, the type of leave, the date of departure and return of their leave and an indication of the period for which it was granted;
2) calculating the duration of additional leave;
3) drawing up a vacation order;
4) an entry in the vacation log.
8. Maintaining a file index of employees by length of service for the payment of annual remuneration and registration of a certificate of incapacity for work.
The work consists of the following operations:
1) filling out cards (indicating last name, first name, patronymic, workshop, length of experience);
2) replenishment of the card index and withdrawal of cards;
3) making changes to cards.
9. Registration of a certificate of incapacity for work.
The work consists of the following operations:
1) on the basis of a personal card (form No. T-2) or work book, determining the duration of the employee’s continuous work experience and filling out the corresponding columns of the disability sheet (work experience, number of non-working days, date of filling out the sheet);
2) registration of the sheet in the accounting book.
2. Composition of personnel documentation
The tasks of managing a workforce, forming and qualitatively improving its composition can only be solved if there is a perfect information support system for working with personnel, which includes numerous information indicators and is constantly improved and updated based on the use of modern information technologies.
Information indicators characterizing work with personnel are reflected in sets of documents created and processed in personnel services. The general concepts of “personnel documentation” or “personnel documentation” mean a wide range of documents containing information about the employees of the enterprise and the activities of the personnel service itself: personal and accounting documents, planning and reporting and statistical, organizational and administrative documents.
Varieties of documents on the functions and tasks of personnel management are included in the All-Russian Classification of Management Documentation (documents on the hiring, transfer and dismissal of employees, on registration of leaves, incentives, disciplinary sanctions, etc.)
Instructions for the use and completion of unified forms (19 forms for recording personnel and 11 forms for recording the use of working time and settlements with personnel for wages) of primary accounting documentation for labor accounting and payment are contained in accordance with paragraph 2 of the resolution of the State Statistics Committee of the Russian Federation of January 5 2004 No. 1 is mandatory for all organizations operating on the territory of the Russian Federation, regardless of their form of ownership:
No. T-1 order (instruction) on hiring an employee;
No. T-1a order (instruction) on hiring workers;
No. T-2 personal card of the employee;
No. T-2GS (MS) personal card of a state (municipal) employee;
No. T-3 staffing table;
No. T-4 registration card of a scientific, scientific and pedagogical worker;
No. T-5 order (instruction) on transferring an employee to another job;
No. T-5a order (instruction) on the transfer of workers to another job;
No. T-6 order (instruction) on granting leave to the employee;
No. T-6a order (instruction) on granting leave to employees;
No. T-7 vacation schedule";
No. T-8 “Order (instruction) on termination (termination) of an employment contract with an employee (dismissal);
No. T-8a order (instruction) on termination (termination) of an employment contract with employees (dismissal);
No. T-9 order (instruction) on sending an employee on a business trip;
No. T-9a order (instruction) on sending workers on a business trip;
No. T-10 travel certificate;
No. T-10a official assignment for sending on a business trip and a report on its implementation;
No. T-11 order (instruction) on employee incentives;
No. T-11a order (instruction) on encouraging employees;
No. T-12 time sheet and calculation of wages;
No. T-13 time sheet;
No. T-49 payroll statement;
No. T-51 pay slip;
No. T-53 payroll;
No. T-53a payroll register;
No. T-54 personal account;
No. T-54a personal account (svt);
No. T-60 note-calculation on granting leave to the employee;
No. T-61 note-calculation upon termination (termination) of an employment contract with an employee (dismissal);
No. T-73 act on the acceptance of work performed under a fixed-term employment contract concluded for the duration of a specific work. Regulatory and normative-reference documentation on the issues of conducting personnel records management regulates the uniform practice of applying the rules of law and serves as the legal basis for conducting personnel records management.
Competent organization and management of personnel records is impossible without knowledge and study of regulatory documents in this area.
Let's take a closer look at the main composition of personnel documentation.
Employment contract (Contract) is concluded in writing between the employee and the administration of the enterprise represented by the head of the enterprise and must contain the following basic details: title of the document, date, place of preparation, text, signatures, seal. The contract is drawn up in two copies, one of which remains at the enterprise, and the other is kept by the employee.
Order (instruction) on hiring is one of the unified forms of primary accounting documentation, the use of which since January 1, 1999 is mandatory for enterprises of all organizational and legal forms and forms of ownership.
Personnel orders are the most important document drawn up in the process of documenting the functions of the enterprise's personnel service. Orders formalize the hiring, transfer and dismissal of employees; providing them with vacations and business trips; changes in labor conditions and remuneration, assignment of grades and changes in personal and biographical data; incentives and penalties, etc.
To issue orders for personnel, a written justification is required, which can be: a personal statement from the employee, a contract, a memorandum from the head of the department (for example, about transferring an employee or sending him on a business trip), an act (for example, about violation of labor discipline), an official letter from another organization requesting the transfer of an employee, a marriage certificate reflecting the change in the employee’s surname, etc.
An employee’s personal statement about admission, transfer or dismissal is written, as a rule, by hand, in any form. The application shall indicate: the name of the structural unit, the name of the type of document, date, addressee (position, surname, initials of the head of the enterprise), text, personal signature, transcript of the signature. Subsequently, the application is affixed with the manager’s resolution and a note indicating that the document has been executed and sent to file.
Orders for personnel are drawn up and maintained strictly separately from orders for main activities. The text of the order for personnel does not have a stating part and the verb “I ORDER”. As is customary in orders for core activities. Therefore, personnel orders immediately begin with administrative action. ACCEPT, APPOINT, TRANSFER, DISMISS, CHANGE NAME, PROVIDE LEAVE, TRANSFER.
There are simple (individual) and complex (consolidated) orders for personnel. Individual ones contain information about only one employee, while consolidated ones contain information about several employees, regardless of what management actions they fall under (hiring, dismissal, change of name, etc.). When drawing up consolidated orders, it should be taken into account that one document should not contain information with different storage periods. Therefore, it is recommended to highlight orders for the provision of leave and secondment of employees, which have a short (3 years) shelf life, in contrast to other personnel orders, which are stored for 75 years. As a rule, orders for rewards and punishments are drawn up individually, taking into account their specific educational role.
Each paragraph of the order for personnel must be formulated in strict accordance with the Labor Code of the Russian Federation. Permanent information for any personnel order is an indication of the administrative action (dismiss, bonus, transfer), the surname and initials of the employee (full first and patronymic - when hiring), position and structural unit, the date of entry into force of this paragraph of the order.
The composition of other information in the paragraphs of the order for personnel is determined by the specifics of the administrative action.
When hiring, the amount of remuneration (salary, bonus, indexation) and, if necessary, conditions of employment are required to be established: temporarily (from... to...), with a probationary period (its duration), etc.
When transferring to another job - a new position and department, type of transfer (for temporary transfers - indicating the duration), reason for the transfer (in full compliance with the Labor Code of the Russian Federation), change in wages (if it arises).
Upon dismissal, the reason for dismissal, according to the articles of the Labor Code of the Russian Federation.
When granting leave - its type, duration, start and end date.
When traveling on a business trip - date and duration of business trips, place of destination, name of the enterprise.
For rewards and punishments, the reason and type of reward or penalty.
Each paragraph of the order for personnel must end with a reference to the written basis for this administrative action.
Orders regarding personnel, according to the Labor Code of the Russian Federation, are brought to the attention of the employee against receipt. Worker familiarization visas can be located either directly after the text of each paragraph of the order, or after the signature of the head of the enterprise.
The draft order on personnel is agreed upon with the following officials: the chief accountant, legal adviser, and the heads of structural divisions whose employees are mentioned in the order. Mandatory approval of orders for personnel by the head of the personnel service is provided.
Orders for personnel must be registered (separately from orders for main activities). The registration book is used as a registration form. The registration book indicates: the date and number of the order, who signed the order. Taking into account the differences in the shelf life of orders for personnel, it is recommended to number them according to the following rule. A letter designation is added to the serial number of the order (to distinguish it by number from the order for the main activity). The enterprise maintains different letter designations for personnel orders with different contents, for example: No. 28/k - order on the movement of personnel (hiring, dismissal, changes in personnel documentation), No. 12/ km - on business trips, No. 43/o - on vacation, No. 21/p - about encouragement.
Information contained in orders for personnel (information about work and incentives) is recorded in work books.
Personal card(Form No. T-2) is filled out for employees of all categories in one copy based on the relevant documents, passport, military ID, work book, diploma, based on a survey of the employee. Occupation and specialty codes are indicated according to the All-Russian Classifier of Occupations of Workers, Employee Positions and Tariff Classes (OKPDTR) and are reflected in the personal card.
Free lines can be filled in with data as needed at the discretion of the organization. After filling out the “General Information” section, the person applying for a job signs the personal card and puts the date of completion.
Free deadlines in clause 6. Section I is intended for the name and date of graduation of the second educational institution of higher or secondary vocational education. When filling out clause 12 of Section I, organizations must be named in the same way as they were called in their time, military service must be recorded indicating the position.
In section III, with each entry made on the basis of an order for employment and transfers to another permanent job, the administration is obliged to familiarize the employee with a signature in column 11.
In Section IX “Additional information”, in order to complete the accounting of persons studying in part-time, part-time, external departments of institutions of higher and secondary vocational education, the dates of admission to the educational institution and its graduation should be indicated. It is recommended to keep personal cards of such employees separately until they graduate from educational institutions.
Other information about the employee should be recorded in the same section.
An order (instruction) on transfer to another job (Form No. T-5) is used when registering the transfer of an employee from one structural unit to another. To be completed by the HR employee in one copy.
The order (instruction) is endorsed by the head of the structural unit of the previous and new place of work and signed by the head of the organization. Based on the order to transfer to another job, the HR department makes notes in the personal card, work book and other documents.
On the reverse side, notes are made about undelivered property and material assets belonging to the employee at his previous place of work.
Order (instruction) on granting leave(Form No. T-6) is used to register annual and other types of leave provided to employees in accordance with the Labor Code, current legislative acts and regulations, collective agreement and leave schedules.
It is filled out in two copies: one remains in the HR department, the other is transferred to the accounting department. Signed by the head of the structural unit and the head of the organization.
Based on the order to grant leave, the HR department makes notes on the employee’s personal card, and the accounting department calculates the wages due for the leave. When granting leave without pay, next to the indication of the number of days of leave, “without pay” is indicated. In the “Accrued” section in column 1, the empty lines indicate the months for which wages were accrued.
Order (instruction) on termination of an employment agreement (contract)) (Form No. T-8) is used when registering the dismissal of employees. It is filled out by the HR department employee in two copies for all employees, with the exception of those dismissed by a higher authority: one copy remains in the HR department, the other is transferred to the accounting department. Signed by the head of the structural unit and the head of the organization.
In the section “certificate of undelivered property, material and other valuables”, notes are made about the undelivered valuables registered with the employee.
Time sheet and payroll calculation(Form No. T-12) is used to record the use of working time of all categories of employees, to monitor compliance by workers and employees with the established working hours, as well as to compile statistical reporting on labor.
They are drawn up in one copy by an authorized person and, after appropriate registration, are transferred to the accounting department.
Notes on the report card about the reasons for absence from work or about part-time work, overtime work and other deviations from normal working conditions must be made only on the basis of properly executed documents (certificate of incapacity for work, certificate of fulfillment of state or public duties and so on.).
To reflect the use of working time, for each day in the timesheet (form No. T-12. Columns 3.5; form No. T-13, column 3) two lines are allocated: one line for marking the symbols of types of working time costs, and the other for recording the number of hours for them.
Accounting for the use of working time is carried out in the timesheet by the method of continuous registration of appearances and absences from work or registration of only deviations (no-shows, tardiness, etc.).
Personal statements of company employees acceptance, transfer or dismissal are written by hand, in free form or on a stencil form developed at the enterprise. The application should indicate the following details: addressee, name of the structural unit, name of the type of document, text, date, signature, transcript of the signature. A resolution is put on the application and a mark of execution is made. Subsequently, the application is sent to the case.
Vacation schedules represent an internal document that determines the order of granting vacations to employees of departments and the enterprise as a whole. The vacation schedule form contains the following details: name of the enterprise, name of the type of document, approval stamp, place of preparation, date, text, approval visas.
2 . 1 Documents regulating personnel management
A set of interrelated documents regulating the structure, tasks and functions of an enterprise, the organization of its work, the rights, duties and responsibilities of the management and specialists of the enterprise are called organizational documents.
Organizational documents include:
constituent documents (charter and agreement);
structure and staffing levels;
staffing schedule;
internal labor regulations;
regulations on structural divisions;
job descriptions for employees.
2 . 1 .1 Internal regulations
Organization of the enterprise's work, mutual responsibilities of workers and administration, provision of vacations, secondment of employees, internal regime and other issues are reflected in the internal labor regulations. This document is drawn up on the company’s letterhead, agreed upon through discussion at a meeting of the workforce, endorsed by a lawyer and approved by the director of the company. It consists of the following sections: general provisions, the procedure for hiring and dismissing workers and employees, the main responsibilities of workers and employees, the main responsibilities of the administration, working time and its use, rewards for success in work, responsibility for violation of labor discipline.
In chapter " General provisions» the main purpose of the internal regulations is determined, and constitutional guarantees for workers in the field of employment are given.
In chapter " The procedure for hiring and dismissing workers and employees» the procedure for hiring employees was considered, in particular the list of necessary documents, without the presentation of which hiring is not allowed, issuing an order, conducting safety training, working conditions, clarification of the rights and responsibilities of employees. The issues of transferring employees to another position within the enterprise are regulated in detail. The procedure for terminating an employment contract at the initiative of the employee and the administration is indicated.
In chapter " Basic responsibilities of workers and employees» lists the range of duties that workers and employees must perform according to their specialty, qualifications or position.
In chapter " Main responsibilities of the administration» a list of responsibilities of the administration has been determined that must be fulfilled in accordance with the law: correctly organize the work of workers and employees, improve the forms and methods of remuneration, comply with labor protection legislation, carry out the prevention of occupational injuries, monitor the knowledge and compliance of employees with the requirements of safety instructions, industrial sanitation and occupational hygiene, fire protection, etc.
In chapter " Working time and its use» the beginning and end of work and breaks for rest and food are established, the shift schedule, forms of organizing reporting to work, the order of granting regular leaves, etc. are determined.
In chapter " Rewards for success at work» provides a list of incentives that can be applied for exemplary performance of job duties, increased productivity, and other achievements in work.
In chapter " Responsibility for violation of labor discipline» a list of disciplinary measures is presented, the types of violations of labor discipline, the procedure for recording them and sanctions are determined.
2 . 1 .2 Staffing
In accordance with the Charter of the enterprise, its staffing level has been developed. All structural divisions of the enterprise, positions introduced at the enterprise and the number of staff units for each position are indicated here. The document is drawn up on the company's letterhead, agreed upon with the chief accountant, and approved by the director.
Changes to the structure and staffing levels are made by order of the director of the enterprise.
The official and numerical composition of the enterprise, indicating the wage fund, is fixed in the staffing table. The staffing table is drawn up on enterprise letterhead and contains a list of positions, information on the number of staff units, official salaries, allowances and monthly payroll. The staffing table is signed by the Deputy Director for Economics, agreed with the chief accountant and approved by the director, the approval stamp indicates the total staffing level of the enterprise and the monthly payroll.
Organization of the enterprise's work, mutual responsibilities of workers and administration, provision of vacations, secondment of employees, internal regime and other issues are reflected in the internal labor regulations. This document is drawn up on the company’s letterhead, agreed upon through discussion at a meeting of the workforce, endorsed by a lawyer and approved by the director of the company.
The enterprise has several divisions, for each of them a regulation has been developed that defines the legal status, tasks, functions, rights and obligations, and responsibility of the division. The regulations on the structural division of the enterprise were developed by the head of the division and signed by him, agreed with the deputy director for economics, a lawyer and approved by the director of the enterprise.
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In modern conditions, automation is a relevant direction for increasing the efficiency of an enterprise’s document flow. The introduction of a document flow and office work automation system ensures: registration, accounting and storage of documents; prompt access to documents and reporting information; effective management of document flow processes; reducing the time required for document approval and decision-making procedures; increasing performance discipline; reduction of financial costs for document flow and office work.
At LLC "Aktiv-kontrakt", the office management service and the archive are not organized; the responsibility for organizing document flow at the enterprise is assigned to the heads of structural divisions. The head of the personnel service is responsible for maintaining personnel documents. acceptance and its specialists. The absence of a clear system for the distribution of responsibilities among the employees of Active-Contract LLC who manage personnel document flow in the company, the description of these responsibilities in “general phrases” serves as a signal that some of the mandatory personnel work is simply not performed by employees of the Active-Contract LLC service.
In the process of analyzing the features of document flow, it was found that the most relevant direction for improving the current paperwork of Astiv-Kontrakt LLC is the development and implementation of instructions for paperwork against the backdrop of automation of the enterprise's document flow.
Based on the requirements that emerged as a result of the document flow study, it was decided to implement the “1C: Document Flow 8 PRO” system, which meets high criteria for working with documents, modern office work standards and has the necessary versatility. The stages of program implementation must correspond to the stages of implementation of regulatory documents.
The total costs of the project of LLC "Active Contract" will amount to 1000 thousand rubles, including: human resources - 400 thousand rubles, material and technical - 350 thousand rubles, information and technology - 150 thousand rubles. The estimated economic effect from the implementation of the proposed measures will be 300 thousand rubles. Project payback period - 1 year
Introduction Contents References Extract from the work
The relevance of the research topic is determined by the fact that in a modern organization, personnel document flow occupies an important place in the system of auxiliary processes and is a powerful tool for personnel management.
Personnel records management is a branch of activity that documents labor relations. Modern document management in a particular organization dictates the need to develop its own timesheet of applicable forms of personnel documents, some of which must comply as closely as possible with the established inter-industry unified forms; the other part should be borrowed from various regulatory and methodological materials and adapted to the needs of a specific organization; and the third was developed independently.
The need for strict regulation of the full composition and The rules for the preparation of each document are due to the fact that personnel documents are socially significant and require special care and accuracy when executed, recorded and stored for a long time. The role and importance of the efficiency of organizing personnel document flow determine the relevance of the topic of the thesis.
The theoretical and methodological basis of the study were the works of domestic and foreign scientists and practitioners such as: Alaverdov A.R., Lezhenkina T.I., Ashirov D.A., Belov A.A., Belov A.N., Grigoriev V. P., Zaitseva T.V., Kirsanova M.V., Kuznetsov S.L.; articles by theorists and practitioners in the field of human resource management, such as Andreev V., Danilov A.D.
Purpose of the work: to develop recommendations for improving the organization of personnel document flow when hiring personnel at the enterprise Active-Contract LLC.
Object of study: LLC "Aktiv-Kontrakt".
Subject of research: personnel document flow of LLC "Active-Contract".
Based on the goal, the stated subject and the object of this work, we will determine the following range of tasks of this research:
1. concept and meaning of document flow;
2. organization of personnel activities.
3. analysis of the activities of Aktiv-Kontrakt LLC;
4. analysis of the composition, structure and movement of the enterprise’s personnel;
5. analysis of the organization of personnel document flow.
6. develop recommendations for improving the personnel document flow of Aktiv-Kontrakt LLC
7. evaluate the effectiveness of the proposed measures.
The work used general and specific research methods: methods of quantitative and qualitative assessment and information processing, observation, testing, questioning, personnel, comparative analysis method, personnel audit methods, etc.
Content
Introduction 3
CHAPTER 1. Theoretical and methodological requirements for the organization of personnel document flow 5
1.1. Concept and meaning of document flow 5
1.2. Organization of personnel activities when hiring personnel 9
Chapter 2. Analysis and assessment of the organization of personnel document flow when hiring personnel using the example of the organization LLC “Active-Contract” 16
2.1. Analysis of the activities of the organization LLC "Aktiv-Kontrakt" 16
2.2 Analysis of the composition, structure and movement of personnel 22
2.3. Analysis of personnel document flow in the organization 27
CHAPTER 3. Recommendations for improving personnel document flow and their assessment using the example of the organization LLC “Active-Contract” 36
3.1. Disadvantages of organizing personnel document flow of the organization LLC "Active-Contract" and the main directions for its improvement 36
3.2.Evaluation proposed 42 recommendations
Conclusion 44
References 4
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Administrative and management personnel
2
2
16,67
16,67
-
-
-
working staff
4
4
53,33
53,33
-
-
-
Women - all
3
3
30,00
30,00
-
-
-
including:
Administrative and management personnel
1
1
3,33
3,33
-
-
-
Working staff
2
2
26,67
26,67
-
-
-
Total number of personnel:
9
9
100%
100
-
-
-
We show the structure by age in Figure 2.
Rice. 2. Personnel structure by age
At Produktovich, HR management functions are performed by a senior manager.
The HR specialist, together with the employees of the production department, determines the need for personnel, the general wage fund, deals with labor standards, etc. The HR specialist is involved in the direct selection and replenishment of personnel, development some measures to secure personnel in production. His responsibilities also include developing a personnel development program, motivational mechanisms to increase interest and satisfaction with work in order to solve current and future problems of the enterprise, etc.
As a result, absolute and relative savings or cost overruns on labor costs are determined. The source of information is Form No. 1-PV “Labor Report”, pay slips.
Analyzing the data in Table 4, we see that the positive thing is that the payroll increased in 2015 compared to 2014, and in 2015 compared to 2014 it decreased, because the number of employees decreased. The consequence of this is that the average monthly salary in 2014 was 10,744 rubles, and in 2015 - 1,330.7 rubles. Another positive factor is the reduction in the number of man-hours worked, with an increase in wages.
Having considered the influence of factors of the external and internal environment of Aktiv-Kontrakt LLC, it should be noted that the organization has a sufficient level of competitiveness, due to the identified strengths and opportunities. Weaknesses and threats that could hinder the further development of the enterprise were also identified. In this case, the personnel strategy should be focused on retaining personnel and retraining them.
Thus, in general, there are stable indicators of labor productivity and basic economic indicators, staff turnover is average, but the company stands still and does not develop. Based on this, it is necessary to improve basic economic indicators by increasing the productivity and efficiency of personnel.
2.3. Analysis of personnel document flow in the organization
As part of the work, an analysis of personnel document flow in Active-Contract LLC was carried out.
At the first stage, the necessary data was collected on the work of the personnel service of the company “Active-Contract” LLC, possible problem areas were preliminarily identified and possible risks were analyzed. At LLC "Aktiv-kontrakt", the office management service and the archive are not organized; the responsibility for organizing document flow at the enterprise is assigned to the heads of structural divisions. Accordingly, the head of the personnel service of the enterprise and his specialists are responsible for maintaining personnel document flow.
To obtain the necessary information, the regulations on the personnel service of Aktiv-Kontrakt LLC, job descriptions of employees were studied, and interviews were conducted with them. The interviews also assessed employees' understanding of their duties and the essence of the work performed, their level of knowledge in the field of legislation regulating personnel document flow, and the degree of response of the personnel service to changes in current legislation was determined. The absence of a clear system for the distribution of responsibilities among the employees of Active-Contract LLC who manage personnel document flow in the company, the description of these responsibilities in “general phrases” serves as a signal that some of the mandatory personnel work is simply not performed by employees of the Active-Contract LLC service.
The audit began with determining whether the company Aktiv-Kontrakt LLC had a local document (instructions, regulations, etc.) regulating personnel document flow. At Aktiv-Kontrakt LLC there is no such document; accordingly, the procedure for creating personnel documentation had to be reconstructed “piece by piece”, determining the stages of creation and executors of documents in the process of interviews with employees of the personnel service and other departments of the company taking part in their preparation.
The divisions of Aktiv-Kontrakt LLC carry out their activities on the basis of the “Regulations” of these divisions, which define the main goals, objectives, functions, responsibilities and rights of their managers. Regulations are a legal act that defines the order of formation, rights, responsibilities and organization of work of an enterprise or structural unit, i.e. the regulations are a document regulating all types of activities of each structural unit and the entire institution (organization) as a whole.
The personnel documentation of Aktiv-Kontrakt LLC includes the following documents:
- employment agreement (contract);
- order (instruction) on hiring (form No. T-1);
- personal card (form No. T-2);
- research worker’s registration card (form No. T-4);
- order (instruction) on transfer to another job (form No. T-5);
- order (instruction) on granting leave (form No. T-6);
- order (instruction) on termination of the employment agreement (contract) (form No. T-8);
- time sheet for recording the use of working time (form No. T-13);
- time sheet for recording the use of working time and calculation of wages (form No. T-12);
- personal statements of the company’s employees;
- vacation schedules;
- memos;
- acts.
Aktiv-Kontrakt LLC has developed the following procedure for working and recording documents:
1. Reception and sending of documents during document flow are carried out centrally. This means that documents received by the organization and documents sent by the organization are processed by the clerk.
2. Prioritization of documents - documents of first importance related to financial obligations are submitted for signature to the director (manager) and (or) chief accountant of the enterprise, and documents of the second priority are signed by authorized persons (heads of departments)
3. The document flow diagram of the company “Active-Contract” LLC is typical, it is presented in Figure 1.
Figure 1 - Document flow diagram of Aktiv-Kontrakt LLC
In “Asset-Contract”, the registration card becomes a kind of document dossier, thanks to which you can accurately determine who has the document and at what stage of execution it is currently located.
In the personnel document flow of Aktiv-Kontrakt LLC, a journal registration form is used. The personnel order log was checked. Since the company is small and there are few orders for personnel, they are all registered with Active-Contract LLC in one journal. It was also checked whether all issued orders for personnel were actually reflected in the registration log.
LLC "Active Contract" properly maintains a book for recording the movement of work books and inserts for them - all columns are filled in, there are no corrections, this book is bound and sealed. The book has a set form, which it must necessarily comply with.
Since the Labor Code obliges the employer, upon the employee’s request, to provide him with copies of documents related to work, the company also checked the availability of accounting forms for issuing certificates to employees and the presence of copies of issued documents in the employee’s personal file. LLC “Aktiv-Kontrakt” does not have these accounting forms.
Next, an analysis was carried out of the composition of the personnel documentation of Aktiv-Kontrakt LLC and its compliance with the requirements of current legislation. A necessary property of a document is its legal force, which means that this document can serve as genuine evidence of the information contained in it. The legal force of a personnel document depends on several conditions.
Recruitment at Aktiv-Kontrakt LLC is carried out in two directions - internal and external. An organization can afford to hire staff internally due to its size and organizational structure, i.e. There is also a rotation of personnel and a combination of professions.
But basically, Aktiv-Kontrakt LLC uses external sources of recruitment, namely the media (Internet sites, recruitment agencies and employment services).
The personnel selection process for Aktiv-Kontrakt LLC is carried out in accordance with the standard recruitment procedure, namely in several stages and stages. The stages of recruitment include posting a vacancy on the Internet (on the company’s website or in online publishers searching for employees), recruiting applicants, selecting applicants, and registering employees.
The main shortcomings in the analysis of the hiring process at Aktiv-Kontrakt LLC after analyzing the documents provided by the organization were discovered at the stage of employee selection; all other stages have standard procedures and therefore no special shortcomings could be identified. However, an analysis of the entire recruitment process is necessary.
To facilitate the work of the HR manager at Aktiv-Kontrakt LLC, resumes and questionnaires are used as documents containing information about applicants. When applying for a job, a future employee is asked to compose and bring a resume. At Aktiv-Kontrakt LLC, the resume form has already been developed and posted on the official website. It must be completed and sent to the HR manager. If the resume is reviewed positively, the applicant is asked to come to the office and fill out an application. 15
Aktiv-Kontrakt LLC begins to get acquainted with candidates in absentia - through studying the application documents they sent. Analysis of the documents sent allows us to judge the applicant even before the meeting, before the so-called “contact communication”. This technique is very effective, especially when there are a large number of vacancies and people wanting to get a job.
The main application documents for Aktiv-Kontrakt LLC are:
1. Statement.
2. Autobiography.
(These are called the main application documents).
3. Evidence.
4. Questionnaires.
5. Photos.
6. Letters of recommendation.
7. Medical report.
8. Conclusion of a graphological examination.
It should be noted that before starting the process of hiring an employee, HR department employees must have knowledge of the legislative acts and methodological recommendations with the help of which they will carry out this hiring.
But nevertheless, based on the documents, it follows that job descriptions at Aktiv-Kontrakt LLC, for example, are drawn up only when the need for a new position arises. This is completely non-functional, ineffective and takes up a lot of the HR manager's time.
CHAPTER 3. Recommendations for improving personnel document flow and their assessment using the example of the organization LLC “Active-Contract”
3.1. Disadvantages of organizing personnel document flow of the organization LLC "Active-Contract" and the main directions for its improvement
At LLC "Aktiv-kontrakt", the office management service and the archive are not organized; the responsibility for organizing document flow at the enterprise is assigned to the heads of structural divisions. The head of the personnel department of the enterprise and his specialists are responsible for maintaining personnel document flow. The absence of a clear system for the distribution of responsibilities among the employees of Active-Contract LLC who manage personnel document flow in the company, the description of these responsibilities in “general phrases” serves as a signal that some of the mandatory personnel work is simply not performed by employees of the Active-Contract LLC service. The main regulatory document on office work, regulating the organization, rules, techniques and processes for creating documents, the procedure for working with them, and monitoring their implementation - the instructions for office work - have not been developed at the enterprise.
At Aktiv-Kontrakt LLC, the automation of document flow is fragmentary, and personnel document flow is poorly automated. The current system at Aktiv-Kontrakt LLC does not provide the ability to maintain personnel documentation in accordance with the requirements of USORD and USPUD, as well as other regulatory requirements of current legislation.
The lack of a list of cases indicates that the company’s storage system is not thought out and not properly organized. At Aktiv-Kontrakt LLC, files are submitted to the archive irregularly, case inventories are compiled by personnel service employees, and acts on the allocation of documents for destruction whose storage periods have expired are not drawn up, and an examination of the value of documents in preparing them for submission to the archive is not carried out.
It seems that at the moment the most relevant direction for improving the office work of Aktiv-Kontrakt LLC is the development and implementation of instructions for office work against the backdrop of the gradual automation of documentation support for management.
We found out that job descriptions at Aktiv-Kontrakt LLC, for example, are drawn up only when the need for a new position arises. This is completely non-functional, ineffective and takes up a lot of the HR manager's time.
Lower-level documents that are directly related to personnel selection include the “Regulations on the system of selection and hiring of personnel.” This document will describe the personnel selection algorithm, stages and methods of personnel selection, and as appendices may contain samples of tests, both psychological and technical. The following departments are recommended in the “Regulations on the Personnel Selection System”:
1. General provisions (information about what constitutes personnel selection);
2. Stages of personnel selection (the preliminary, primary and secondary stages of personnel selection in Active-Contract LLC are described in detail);
3. List of application documents to LLC “Active-Contract”;
4. Methods for assessing candidates for Aktiv-Kontrakt LLC;
5. Questionnaire for applicants of Aktiv-Kontrakt LLC;
6. Psychological and technical tests for applicants of Active-Contract LLC;
7. Qualification form for applicants of Active-Contract LLC.
Thus, all the necessary information for the personnel selection process will be regulated and structured. This will significantly save the time of selecting employees, as well as training a new HR manager when the old one is fired or during temporary illness or vacation.
To create this provision, it is necessary to enter several more documents, namely: tests, forms for the quality of applicants and questionnaires for hiring employees.
It is also important to develop a form for the personal qualities of an employee, which will help directly during the interview by putting crosses in the required fields to remember what qualities a particular candidate has. This form of qualities of a potential employee can be compiled according to the professional profile of a particular position. A professiogram is a document containing a description, firstly, of the content of work in a certain profession (functions, responsibilities, tasks, operations), and secondly, the requirements for a bearer of a certain profession (professional, business, personal qualities). The documentary form of a professiogram can be a verbal description, a symbolic algorithm, a video film, or a computer program.16
Based on these professiograms (and there are not so many positions at Aktiv-Kontrakt LLC), you can develop forms with the personal qualities of employees in order not to get lost during the interview, but to indicate correctly. Whether the applicant has these characteristics or not (Table 3.4).
Table 3.4.
Applicant Personal Qualities Form
Qualities and personality traits of the applicant
№1.
№2.
№3.
№4.
№5.
№6.
1. Analytical skills
2. Creativity
3. Administrative abilities
4. Integrity, tactfulness
5. Social communication
6. Ability to listen to others
7. Relationships with colleagues
8. Initiative
9. Mental flexibility
10. Self-confidence
11. Written speech
12. Oral speech
13. Accuracy
14. Appearance
15. Posture, facial expressions, gestures
The numbers refer to candidates being tested for a particular position. When entering this information, it will be clearly visible which candidate has advantages over the other in certain parameters.
Thus, having created and implemented these documents, and as a result created the “Regulations on the personnel selection system” in Active-Contract LLC, the personnel manager will have a clear structure and methods of personnel selection, as well as a clear process for the assessment actions taken potential employees.
Thus, it is recommended to enter an application for vacancies on the company’s website, as well as, to facilitate the work of the HR manager, a questionnaire for hiring employees. This proposal will be costly only once when inviting an information technology specialist, but will save the time of a HR specialist.
The study identified the problem of insufficient efficiency of the existing personnel document flow “Asset-Contract”, and formulated the goal of improving the quality of management by developing and implementing instructions for personnel records management against the backdrop of automation of the enterprise's personnel document flow.
Based on the requirements formed as a result of the study of personnel document flow, it was decided to implement the 1C program “1C: Document flow 8 PROF”, which meets high criteria for working with documents, modern standards of office work, has the necessary versatility and can be integrated into the existing one at the enterprise.
The software product “1C: Document Management 8 PRO” is supplied as a ready-made boxed product and contains the following set of capabilities:
- maintaining a structured repository of enterprise information
- accounting of documents in the context of contracts, working groups and projects
- maintaining an archive of documents, recording documents at physical storage locations
- maintaining and recording regulatory and reference information of departments and legal entities. persons
- automatic creation of documents based on scanner data and/or catalog data
- support for user-configurable document numberers
- maintaining a list of cases according to GOST (taking into account the opening and closing dates of cases)
- storage and use of signatures and cliches of employees
- integration with MS Office and OpenOffice (automatic generation using templates)
- ample opportunities to customize the appearance of documents for users
Taking into account the differences in the needs of companies at different levels, 1C offers three software products with different functionality and complexity. According to the author of the thesis, it would be optimal for Aktiv-Kontrakt LLC to implement the PROF version of the product, which allows not only to maintain personnel records and payroll in companies with a complex legal structure, but also to automate the basic functions of personnel management (recruitment, training , motivation).
The set of regulatory documents developed by Aktiv-Kontrakt LLC solves these problems and is suitable for independent organization of office work by the organization’s employees. Preliminary streamlining of office processes also allows you to avoid the most common mistake when introducing electronic document management - automation of non-formalized processes. In this case, office automation is not effective.
3.2.Evaluation of the proposed recommendations
Based on the requirements that emerged as a result of the study of document flow, it was decided to implement the 1C: Document Flow 8 PRO system, which meets high criteria for working with documents, modern standards of office work and has the necessary versatility. The stages of program implementation must correspond to the stages of implementation of regulatory documents.
The total costs of the project "Active-Contract" LLC will be 1000 thousand rubles, including: human resources - 400 thousand rubles, material and technical - 350 thousand rubles, information and technology - 150 thousand rubles
SITUATION
“BUILDING A DOCUMENT FLOW SCHEME”
Description of the situation
The number of joint-stock companies producing dairy products is 1,320 people. The unified personnel management service employs 14 people. The organizational chart of the personnel management service of the JSC is shown in Fig. 3.8.
From Fig. 3.8. It can be seen that the chief personnel manager is responsible for a number of important departments for working with personnel and their social and welfare services. For the normal process of developing, justifying and making management decisions, the chief manager has to use a significant part of his working time to work with documents: receive them from other departments, from his boss and study them, as well as earn documentation in accordance with the functions assigned to him.
Rice. 3.8. Organizational chart of the personnel management service of JSC
In table Figure 3.9 shows the document flow of the chief personnel manager of the personnel management service of the joint-stock company.
Formulation of the problem
1. Study the document flow of the chief personnel manager of the joint-stock company.
2. Draw up a document flow chart for the chief human resources manager, reflecting in it the composition of the departments or officials associated with him, as well as the names of documents and information received and transmitted by the chief human resources manager.
3. Analyze the document flow diagram of the chief personnel manager, identifying the presence of repetitive, duplicative information relationships, as well as the lack of necessary document flows with individual divisions and officials of the joint-stock company.
Methodical instructions
The flow of documents (or information flows) between departments and officials is drawn up according to the form shown in Fig. 3.9 (conditional example).
Table 3.9
Document flow of the chief personnel manager of the personnel management service of JSC
|
Functions of the chief personnel manager |
Receives documentation |
Develops documentation |
Submits documentation |
Note |
|
Carrying out work to study the business and professional qualities of line managers |
1. Personal files from the personnel recruitment and selection (R&S) department for employees. |
1. Proposals for enrollment in the reserve or filling a vacant position; memo explaining the refusal. 2. Job offer or memo with justification for refusal |
1.Deputy General Director for Administrative Affairs; Head of the HR service (Sl. UP) 2. To the Chief of Sl. UP to the research and development department for the preparation of a draft order |
Personal files are transferred to the research and development department |
|
Monitoring the operating mode of the JSC |
1. Memorandum 2. Memo with the draft order |
Head of Sl. UP |
With a legal advisor visa on a draft order |
|
|
Monitoring the execution by heads of departments of orders and instructions regarding the selection, placement and transfer of personnel |
Memorandum with the draft order |
Head of Sl. UP |
Legal Advisor Visa |
Continuation of the table. 3.9.
|
Management and organization of the work of the recruitment and selection department, social infrastructure group, medical center, as well as supervision of the work of the legal adviser |
Instructions from the Chief Sl. UP |
Minutes of production meetings |
Head of Sl. UP, heads of departments Sl. UP | ||
|
Participation in the preparation and substantiation of estimates for the social and cultural welfare fund and, together with the trade union committee, control over their implementation |
Action plan for social and cultural life, collective agreement |
Estimate of the social and cultural welfare fund. Verification protocol |
Head of Sl. UP, Deputy General Director for Economics | ||
|
Organization of work to provide the first-aid post and canteen with the necessary supplies and equipment |
Memo from department heads |
Applications for the purchase of inventory, equipment and repairs of premises |
To the logistics department, chief mechanic department and repair and construction shop |
Finance Department Visa |
|
|
Consideration, together with the trade union committee, of statements and complaints from employees regarding compliance with labor and administrative legislation |
Employee statements |
Protocols for consideration of complaints and applications; memos |
Heads of relevant departments |
Legal Adviser's Opinion |
|
|
Timely submission of established reporting on personnel policy issues |
Instructions from the JSC management |
Reports, certificates, reports |
To the management of the joint-stock company and to other authorities | ||
Continuation of the table. 3.9.
|
Organization of fulfillment of the obligations of the JSC administration arising from the collective agreement to improve everyday issues and implement personnel policy |
Inspection protocols and proposals to eliminate identified deficiencies |
To the management of the JSC, the head of the Sl.UP and the heads of the relevant departments | |||
|
Consideration of proposals from structural divisions of the joint-stock company to make changes to their structure and staffing |
Internal memos of heads of structural divisions |
Head of Sl. UP |
Visa for heads of functional departments |
||
|
Carrying out, together with the trade union committee, control over the state of labor discipline at the enterprise, organizing work to strengthen it, and, together with the trade union committee, taking administrative and social measures against violators of labor discipline |
Action plan to strengthen discipline; proposals for administrative and social measures against violators of labor discipline |
JSC management and line managers |
Legal Advisor Visa |
||
End of table. 3.9.
|
Participation in the work of the JSC commission for certification of management employees |
Order of the General Director of the JSC on carrying out |
Draft order on the composition of the certification commission and certification schedule for conducting certification; instructions on preparing the necessary package of documents for certification |
Head of Sl. UP, R&D division | |
|
Consideration, together with line managers of JSC departments, of proposals on the appointment, relocation, dismissal of management employees, establishment of official salaries and allowances, incentives and imposition of disciplinary sanctions |
Office notes from department heads |
Draft order with memorandum |
Head of Sl. UP |
Legal Advisor Visa |
|
Conducting a systematic analysis of staff turnover at the enterprise |
Certificates from the research and development department |
Proposals for staff retention |
Head of Sl. UP |
Note. The numbers indicate the serial numbers of documents from the general list of incoming and outgoing documents of the personnel management department.
Rice 3.9. Scheme of document flow between departments And officials
Final qualifying work
Document flow in the personnel department of the organization
Introduction
personnel personnel order document
Every year Russia is becoming more and more integrated into the civilized world economy. Investments in human resources and staffing become a long-term factor in the competitiveness and survival of an enterprise. Managing people is essential to all organizations. Without people there is no organization. Without the right people, no organization can achieve its goals and survive. A person becomes the most important element of the production process at an enterprise.
The relevance of the topic is due to the fact that the importance of the personnel department in organizations has increased in our time.
In today's economy, it is necessary to calculate all the steps to achieve the success of organizations, and the first and most important step is the organization of the HR department.
In the traditional view, personnel management appears in the form of personnel work, which is understood as the activity of personnel accounting and documentation, carried out primarily by immediate managers and employees of the personnel department.
To achieve effective HR management, it is necessary for the HR department to work smoothly and without interruption, and in these uncertain times this is not so easy to achieve. Therefore, it is necessary to make changes in its work; having carried them out, the organization exposes itself to fewer risks, because it knows perfectly well that all its structures function smoothly thanks to the changes made in the personnel department.
The chosen topic is undoubtedly relevant, theoretically and practically significant.
An analysis of the literature on the research topic indicates that the problem of personnel management is in the center of attention not only of recruiters and HR specialists, but also of all administrative and managerial personnel in general. Among Russian authors, the works of the authors Ermolenko V.V., Vyalov L.M., Shekshnya S.V., Kibanov A.Ya. should be highlighted. In the works of these authors, special emphasis is placed on uncovering such problems as:
use of innovative methods to analyze the progress of implementation of the HR strategy;
identifying the reasons for the low quality of management decisions at enterprises;
the role of controlling at all stages of the personnel management process in enterprises.
This determined the object and subject of the study, as well as its purpose and objectives.
The purpose of the study is document flow in the personnel department.
Based on the purpose of the work, it is necessary to identify problems
document flow of personnel management and offer solutions to these problems.
) Conduct a study of the contents of the functions of the personnel department.
) Conduct an analysis of the documentation of the personnel department and personnel
office work.
) Analyze the composition and content of personnel documentation in the personnel department.
) Investigate the state of office work in the personnel department using the example of OJSC Khladokombinat.
) Develop an organizational and methodological project for the development of personnel records management in the personnel department.
The subject of the study is document flow in the personnel department of OJSC Khladokombinat.
The object of the study is personnel records management in the personnel department.
The theoretical and methodological basis of the study consists of the works of domestic and foreign scientists on the problem of personnel management in enterprises in the context of widespread globalization of markets and industrial structure, shifts in the architecture of jobs and the demography of the workforce, a focus on high incomes of owners, rapid and continuous organizational and technological changes in enterprises.
This work is characterized by a fairly in-depth study of the theoretical aspects of building document flow at an enterprise, scientifically based design of measures to improve the existing document flow system, taking into account the studied material.
The work consists of a title page, an abstract, contents, introduction, three chapters, a conclusion, a list of sources used, a table, and an appendix.
The structure of the thesis is determined by the purpose and objectives of the research and includes: introduction, three sections, conclusion, list of sources used, as well as a table and appendix.
The first section examines the essence and content of the functions of the personnel department.
The second section analyzes personnel records management and the content of personnel documentation in the personnel department of OJSC Khladokombinat.
In the third section, methods are developed to improve the efficiency of the personnel management system of OJSC Khladokombinat.
The conclusion outlines the main conclusions and lists the results of the study.
1. Essence, structure and content of the functions of the personnel department
Personnel - the main staff of an organization (with the exception of management) performing various production and economic functions.
Personnel is the most complex object of management in an organization, since, unlike material factors of production, it is “animate”, has the ability to independently decide, critically evaluate the requirements placed on it, act, have subjective interests, and is extremely sensitive to managerial influence, the reaction to which is uncertain.
Almost any organization experiences a need for personnel, which is influenced by various factors: market, technological, qualification, organizational, social, etc.
Investments in human resources and staffing become a long-term factor in the competitiveness and survival of an enterprise. Managing people is essential to all organizations. Without people there is no organization. Without the right people, no organization can achieve its goals and survive. A person becomes the most important element of the production process at an enterprise.
The enterprise is interested in increasing competitiveness, which requires the selection of both highly efficient technologies and equipment, as well as the most capable workers. The experience of foreign companies shows that success accompanies those companies that focus on the prospect of innovative labor management. Leading corporations offer employees, in exchange for job stability, remuneration and rigid organizational structures, the creation of conditions for expanding knowledge, advanced training, continuous self-improvement, and expanding the powers of employees in making business decisions. This means a turn of management towards the formation of new moral values shared by all personnel of the company.
Personnel is the most important part of an enterprise and has a complex interconnected structure.
) Organizational structure of personnel - composition and subordination of interconnected management units.
In management theory, there are several types of organizational management structures, the main ones of which are: linear, functional, linear-functional and matrix.
The linear structure implements the principles of unity of command and centralism. Provides for the performance by one manager of all functions at each level of management, with full subordination to him with the rights of unity of command of all lower-level units. In turn, he reports to only one superior manager.
The functional structure is based on the division of functions between structural units (specialists), with the subordination of all lower-level units to them. It provides for the subordination of one employee to several superior managers who perform their functions.
The linear-functional structure is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them.
The matrix structure is aimed at the implementation of target programs (projects) facing the enterprise, for the implementation of which special managers are allocated.
) Functional structure - reflects the division of management functions between management and individual divisions. The use of classification theory allows us to reasonably divide management processes into individual elements and highlight group-forming characteristics.
Management function is a special type of management activity, a product of the process of division and specialization of labor in the field of management, which is part of the management process, identified according to a certain characteristic.
A set of tasks is a part of management functions, distinguished on the basis of the main management functions.
The management task is a set of organizationally interrelated information processing operations carried out by personnel using technical means, the result of which is the adoption of a management decision.
A management operation is a set of labor actions aimed at changing the form or content of information, performed by one employee using a certain set of technical means.
) Role structure - characterizes the team by participation in the creative process in production, communication and behavioral roles.
Creative roles are characteristic of enthusiasts, inventors and organizers and characterize an active position in solving problem situations.
Communication roles determine the content and level of participation in the information process.
Behavioral roles characterize typical behavior patterns of people at work, at home, and on vacation.
The main methods for determining the role structure are socio-psychological methods, testing, and observation.
) Social structure - characterizes the workforce according to social indicators (gender, age, profession).
The most complete is the social structure of the team, grouped according to 12 characteristics: gender, age, work experience, education, and so on. The head of an enterprise should have, as far as possible, the complete social structure of the team in order to make strategic decisions on the development of the enterprise, improvement of the management system and effective personnel management.
) The staffing structure determines the composition of departments and the list of positions, the size of official salaries and the wage fund.
Taking into account the above, we can conclude that every enterprise is interested in increasing its competitiveness, and this requires the selection of both highly efficient technologies and equipment, as well as the most capable workers for normal functioning in a modern market economy.
1.1 Analysis of the content of personnel functions
The production team, as the primary unit of society, performs two interrelated functions: economic and social.
The economic function lies in the fact that the team carries out joint labor activities at the enterprise, as a result of which values are created. The economic function is the leading one in the activities of the organization’s personnel.
The social function is to satisfy the social needs of team members, which are expressed in the opportunity to work, receive material rewards, communicate with team members, and receive recognition; participate in management, social activities and the like.
Conditions and remuneration . The contract determines the amount of guaranteed payment and bonuses, workplace equipment, social benefits and guarantees.
Systematic movement of personnel. Promotion, transfer, demotion and dismissal of personnel are carried out depending on the results of the assessment of employees and the compliance of wage conditions with their vital interests.
The initial data for personnel placement are:
) career models;
) philosophy of the enterprise;
) Labor Code;
) materials of the certification commission;
) employee’s employment contract;
) staffing schedule;
) job descriptions;
) personal files of employees;
) Regulations on remuneration;
) Regulations on the placement of personnel.
Based on these data, we can conclude that personnel placement is one of the most important stages of personnel work and includes three interrelated tasks:
career planning based on an assessment of the employee’s potential and his personal intentions;
determining the conditions and remuneration of the employee and concluding a contract with him;
ensuring the movement of personnel in the management system (promotion, demotion, retirement).
As a result, all vacant jobs at the enterprise must be filled taking into account the personal wishes of employees and their planned career.
1.2 Fundamentals of the HR department
The organization of the activities of any unit should begin with the preparation of regulations on this unit. The HR Department Regulations should consist of the following sections:
general provisions;
structure;
relationships with other departments;
responsibilities;
responsibility
The “Structure” section indicates the procedure for developing and approving the structure of the department, its numerical composition, specific areas of work and the divisions of the department assigned to them.
The numerical composition and structure of personnel services depend mainly on the size of the organization. Depending on the size of a particular organization, the following organizational forms of personnel work are distinguished:
an independent structural unit with direct subordination to the head of the organization or his deputy;
performance of the functions of the personnel department by an individual employee of the organization;
performing the functions of the personnel department in combination with other work.
The functional responsibilities of the HR department are as follows:
development of staffing plans in accordance with the development program of a specific organization;
registration of admission, transfer and dismissal of employees in accordance with the labor legislation of the Russian Federation;
personnel accounting;
storing and filling out work books, maintaining office work documentation;
monitoring the execution by department heads of orders and instructions for working with personnel;
studying the movement of personnel, analyzing staff turnover, developing measures to eliminate it;
analysis of the composition of the organization’s specialists, the business qualities of employees with a view to their rational use;
creating conditions for improving educational and
qualification level of specialists;
work to create a reserve for nomination;
preparation of proposals to improve the placement and use of workers;
preparation and systematization of materials for certification
commissions; preparing materials for presenting employees for promotion and awards;
taking measures to find employment for laid-off workers;
organizing control over the state of labor discipline and internal labor regulations;
Maintaining all reporting on personnel matters.
In the course of interaction with other divisions of the organization, the personnel department receives from them applications for hiring workers and specialists, proposals for incentives, vacation schedules, etc.
From the personnel department the following are sent to departments:
information about violators of labor discipline;
copies of orders on the admission of new employees, movement within the organization, dismissal of employees;
copies of orders for approval (amendment) of the internal labor regulations;
information related to issues of compliance with labor discipline.
From the accounting department, the personnel department receives staffing schedules, calculations of labor requirements, salary certificates for registration of pensions for old age, disability, survivors, etc.
In turn, the personnel department submits to the accounting department information about the number of employees, absenteeism, staff turnover, timesheets, orders for admission, transfer and dismissal, temporary disability sheets for payment, information about regular vacations of employees, etc. .
The personnel department, as a rule, is vested with the following powers:
require all departments of the organization to submit materials necessary for its work;
accept employees and organizations on issues of relocation and dismissal;
interact with other organizations on the issue of personnel selection;
demand from other departments the mandatory implementation of those instructions that are provided for by the regulations on the personnel department.
Thus, we understand that the Regulations on the Personnel Department are a necessary component of the work of the personnel department, as it clearly establishes the responsibility of the head of the personnel department for the performance of the functions assigned to the department and the responsibility of the department employees, which is established by job descriptions.
1.3 Job description of the head of the personnel department
As for the job description of a personnel department employee, it, like any other job description, should consist of three sections: “Job Responsibilities”, “Knowledge Requirements” and “Qualification Requirements”.
The main job responsibilities of the head of the personnel department are:
management of the department's work;
ensuring the execution of work;
development of necessary documentation, proposals, recommendations, instructions;
ensuring the rational use of material, financial and technical means;
carrying out work to protect information constituting a trade secret;
ensuring rational distribution of workload between department employees;
creating conditions for advanced training of personnel;
monitoring employees' compliance with internal labor regulations, safety rules and regulations, production and labor discipline;
making proposals to reward distinguished employees and impose penalties on violators of production and labor discipline;
ensuring the preparation of statutory reporting.
The head of the personnel department must know:
resolutions, orders, orders, other governing and regulatory documents of higher and other bodies relating to the activities of the department;
fundamentals of economics, labor organization and management;
internal labor regulations;
rules and regulations of labor protection, safety, industrial sanitation and fire protection.
In budgetary organizations there are certain qualification requirements for pay grades. The general requirement is a higher professional education and at least 5 years of work experience in the relevant field. For commercial organizations, such requirements can only serve as a guideline when setting wages.
In a full-fledged personnel department of a medium-sized organization, the staffing table may include the following positions: head of the personnel recruitment and management service (HR department); HR inspector; psychologist; HR Specialist; timekeeper and others.
Taking into account all this data, we can draw the following conclusion that the head of the personnel department must not only meet all the main sections of the job description, but also surround himself with a strong team of professionals in his field of activity.
1.4 Accounting and registration of arrays of personnel documents
Office work (documentation support for management) is a branch of activity that ensures documentation and organization of work with official documents GOST R 51141-98 Office work and archiving. Terms and definitions dated February 27, 1998 No. 28.
A document is information recorded on a tangible medium with details that allow it to be identified. The part of office work directly related to the creation of documents is called documentation - recording - recording information on various media according to established rules. Issues of movement and accounting of documents are defined by the concept of document flow - the movement of documents in an organization from the moment of their creation or receipt until completion of execution: sending and (or) sending to the case. Activities related to organizing the storage of documents are classified as archival affairs. Since human management activities are carried out using various types of documentation, office work is currently also called documentation support for management (DMS).
The composition of organizational and administrative documents is determined in accordance with the All-Russian Classifier of Management Documentation (OKUD) “All-Russian Classifier of Management Documentation” OK 011-93, approved by Resolution of the State Standard of the Russian Federation dated December 30, 1993 No. 299 (OKUD). General requirements for documenting management activities and organizing work with documents are established by GOST R 6.30-2003 “Unified documentation systems. Documentation requirements."
It should be noted that the composition of the personnel service documentation is determined both by the size of the organization itself (organizational structure) and by the direction of activity.
Direct office work is carried out by officials who are responsible for office work, accounting and security of documents at the enterprise.
Local regulations related to personnel management - constitute documents related to the implementation of functions of personnel management and labor organization (internal labor regulations, regulations on a structural unit, job descriptions, structure and staffing levels, staffing schedule). In OKUD these documents are called “documentation on organizational and regulatory regulation of the activities of an organization or enterprise.”
Documents for recording personnel personnel, which include orders for hiring, transfer to another job, granting leave, dismissal, employee personal card and others. The main part of the documents on personnel was included in the unified forms of primary accounting documentation for recording labor and its payment, approved by Resolution of the State Statistics Committee of the Russian Federation of January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for accounting for labor and its payment.”
Thus, we have established that personnel is the most complex object of management in an organization, since, unlike material factors of production, it is “animate”, has the ability to independently decide, critically evaluate the requirements placed on it, act, have subjective interests, and is extremely sensitive to management exposure, the response to which is uncertain.
The transition to a market economy, changes in the form of ownership and strategy of enterprises have caused profound changes in the field of personnel management.
Personnel placement ensures effective replacement of jobs based on the results of a comprehensive assessment, planned career path, conditions and remuneration of personnel. Scientifically based placement of personnel provides for:
Career planning is carried out based on the results of an assessment of potential and individual contribution, age of employees, work experience, qualifications and availability of vacant jobs.
In a full-fledged personnel department of a medium-sized organization, the staffing table may include the following positions: head of the personnel recruitment and management service (HR department); HR inspector; psychologist; HR Specialist; timekeeper and others.
It should also be noted that the composition of the HR service documentation is determined both by the size of the organization itself (organizational structure) and by the area of activity.
2. Personnel records management in the personnel department of OJSC Khladokombinat
OJSC "Khladokombinat" is an open joint-stock company.
The personnel department of OJSC Khladokombinat is an independent structural unit, subordinate directly to the general director. Its work is regulated by the Regulations on the Personnel Department, and the functions, rights and responsibilities of HR specialists are spelled out in job descriptions.
In its activities, the department is guided by the Charter, the Constitution of the Russian Federation, the Labor Code of the Russian Federation, and regulations governing work with personnel.
The study of this work structure made it possible to identify the main functions of the personnel department of OJSC Khladokombinat. It was also concluded that these functions are directly related to the documentation support of personnel management, these include:
issuing orders for personnel (hiring, dismissal, transfers, changes in salaries, grades, positions, etc.);
registration, accounting and storage of work books;
formation, accounting and organization of storage of personal files of employees;
maintaining records of annual leave submissions;
preparation for approval of documentation for registration of pension cases;
preparation of statistical reports;
providing the plant management with the necessary operational information on personnel issues;
maintaining military records of citizens in the reserve and citizens subject to conscription for military service in the military forces of the Russian Federation, from among those working at OJSC Khladokombinat;
When performing these functions, the plant’s personnel department interacts with other structural divisions:
legal department;
accounting;
financial and economic department;
security service;
office.
For example, the office is directly involved in organizing communications between the structural divisions of the plant (distributing copies of documents to divisions, transferring information, etc.).
The on-site secretary collects the necessary documents for working with personnel (various statements, presentations, statements, time sheets, etc.), advises employees on relevant issues, and also responds to requests from the personnel department.
In the legal department, orders on issues of dismissal, transfer, imposition of penalties and others are endorsed by a lawyer.
From the accounting department, the personnel department receives staffing schedules, calculations of labor requirements, salary certificates for processing old-age pensions, etc. The accounting department can endorse orders regarding dismissal, sending on a business trip, granting regular leave, calling back from vacation, and bonuses.
In turn, the personnel department submits to the accounting department information about the number of employees, absenteeism, staff turnover, timesheets, orders for admission, transfer and dismissal, temporary disability sheets for payment, information about regular vacations of employees, etc.
Thus, we can judge the full development of document flow in the personnel department, and the precise fulfillment of their duties by specialists from structural divisions.
2.1 Organizational structure of personnel of OJSC Khladokombinat
OJSC "Khladokombinat" has a linear-functional personnel structure.
At the head of all personnel is the General Director. His deputies are subordinate to him, and the deputies are subordinate to the heads of departments, specialists and working personnel of this organization. Thus, the organizational structure of the plant’s personnel is based on the observance of unity of command, linear-functional structure of divisions and distribution of management functions between them.
Social structure of the personnel of OJSC Khladokombinat. As we have already written, the social structure of personnel is its classification according to such characteristics as gender, age, profession, length of service, and so on.
Let's consider the organizational form of personnel work at OJSC Khladokombinat:
an independent structural unit with direct subordination to the General Director;
performing HR functions for individual employees of the department;
responsibility for organizing office work, compliance with established rules and procedures for working with documents in structural divisions rests with the head of the department;
At the moment, the factory employs 250 people, of which 140 are women and 110 men, each of them performs their work in accordance with their position and rate, which are regulated by the staffing table.
The average age of the personnel working at the plant is 42 years, and the average length of service of workers is 8 years. The oldest person working at the Cold Storage Plant is 69 years old, and the youngest is 18 years old.
All employees must perform their duties in accordance with the job description.
With the help of these data, an almost complete social structure of the personnel appears before us.
Thus, when managing the organizational processes of OJSC Khladokombinat, a linear-functional structure is used, when the heads of structural divisions report to the general director, while clearly distributing management functions and job responsibilities among themselves.
Staffing structure of the enterprise.
The structure of OJSC "Khladokombinat" has 14 divisions - administrative and management personnel, personnel department, accounting, security service, supply department, laboratory, energy section, technical section, repair section, ice cream shop (freezing and packaging department, waffle section, hardware section, auxiliary area, finished product warehouse) and others.
The size of official tariffs is determined in accordance with the category of the employee.
Table 1 - Job rates for employees of OJSC Khladokombinat
No. category tariff, rub./hour 2013 tariff, rub./hour 2012 packer 4 categories 61 rub. 14 kop. 48 rub. 74 kop. waffle maker 5th category 64 rub. 04 kop. 54 rub. 18 kopecks
Based on these data, we can conclude that the tariff scale at the plant increases annually.
Having familiarized ourselves with the structure of OJSC Khladokombinat, we can conclude that the enterprise has a linear-functional personnel structure. Thus, the organizational structure of the plant’s personnel is based on the observance of unity of command, linear-functional structure of divisions and distribution of management functions between them.
2.2 Nomenclature of personnel department affairs
The nomenclature of files is intended for the formation of files, their grouping, systematization and accounting, determination of their storage periods and is the basis for compiling inventories of permanent and temporary (over 10 years) storage cases.
The nomenclature of affairs of the personnel department is compiled by its head, agreed with the archive and approved by its head.
When compiling the nomenclature, one should be guided by the standard and approximate nomenclature of files, standard and departmental lists of documents with storage periods, and the Basic Rules for the operation of departmental archives.
The nomenclature of cases includes case headings that reflect all documented areas of the HR department’s work. Case headings are formed based on the definitions of the areas of work being documented. The title of the case must clearly and in a generalized form reflect the main content and composition of the documents of the case. It is not allowed to use non-specific wording in the title of the case (“miscellaneous materials”, “general correspondence”, “correspondence on various issues”, etc.), as well as introductory words and complex syntactic phrases.
Headings of cases on issues not resolved within one year are “transitional” and are included in the list of cases of the next year with the same index.
The case title consists of elements arranged in the following sequence:
name of the type of case (correspondence, journal, etc.) or type of documents (protocols, orders, etc.);
name of the organization or structural unit (author of the document);
name of the organization to which the documents will be addressed or from which the documents will be received (addressee or correspondent of the document);
name of the locality (territory) with which the content of the case documents is associated;
dates (period) to which the case documents relate.
If the case consists of several volumes or parts, then the general title of the case is formulated, and then, if necessary, the headings of each volume (part) are compiled, clarifying the content of the title of the case.
If there are several volumes (parts) in the file, the index is placed on each volume with the addition of “t. 1.". "T. 2" etc. .
The basis for forming files, their grouping, systematization and accounting, determining the terms of their storage and compiling inventories of permanent and temporary (over 10 years) storage is the nomenclature of files. The nomenclature of affairs of JSC Khladokombinat includes the following sections:
) Grounds for orders regarding personnel.
) Regulations on the personnel department.
) Job descriptions of employees
) Approved staffing schedule of structural units.
) Personal files of employees.
) Applications for part-time employment.
) Vacation schedules, vacation applications.
) Work records of employees.
) Copies of orders and grounds for orders against persons who have violated labor discipline.
) Documents for official use.
) Copies of orders and presentations of gratitude to employees.
) Inventory of cases submitted to the archive.
) Acts on the destruction of files.
And also some others.
To simplify work with documents, the plant uses automated systems. Documentation is recorded using databases in the 1C program: 8.2 ZUP. A system called “List” also facilitates the work activities of personnel department employees. This system allows you to speed up the process of submitting specialized reports to the Russian pension fund on lists of preferential professions and streamlines data storage.
The 1C system provides HR department employees with the following capabilities:
prompt access to information about personnel;
obtaining information about all appointments of an employee within the enterprise, as well as all orders relating to this person;
preparation and publication of orders;
changing the staffing table, obtaining information about rates, vacancies, freelancers and occupied positions;
preparation of analytical data, obtaining standard reporting forms and various types of documents;
all information is stored in a single information base, which ensures quick access to it from several workstations and parallel work in the system by several people.
This modern automated system provides efficient and convenient documentation and personnel management.
Having studied the main provisions of the nomenclature of affairs of OJSC Khladokombinat, we can draw a conclusion about the activities of the personnel department as a whole. All documents specified in the nomenclature are not just used by HR specialists, but also directly form the basis of their work. Personnel department employees are involved in developing and maintaining issues that these documents regulate.
The main purpose of personnel documentation at OJSC Khladokombinat is to give greater transparency to labor relations. The entire system of personnel documentation establishes certain rules, subject to which hospital employees are guaranteed stability, and it is easier for the administration to manage staff. The most precise regulation of the range of rights and obligations using personnel documents meets the interests of both parties to the labor relationship.
Documents regulating the activities of personnel and personnel records include documentation on personnel. They are created in the process of the HR department fulfilling its responsibilities for documenting work with personnel. Personnel documentation is always “tied” to a specific employee and reflects the specifics of his position (profession), conditions of employment, work results, etc. This type of documentation includes:
administrative documents,
documents confirming the employee’s work activity;
information and settlement documents;
official internal correspondence;
journals (books) of accounting and registration of documents.
The documents included in each of these groups have their own characteristics. They are intended for different purposes and are developed, approved and implemented in different ways.
Administrative documents.
Also, the work of the plant would be impossible without administrative documents. This type of internal documents includes orders and instructions of the general director. With their help, the general director exercises the powers to manage the plant as provided for in the charter.
The documents included in the first group cover the activities of the plant as a whole; they relate to the work of the personnel department only indirectly. The second is orders for personnel (on hiring, on dismissal, on transfer to another job, on granting leaves, on incentives and disciplinary sanctions). It includes documents directly related to the work activities of plant employees. Many of these documents are maintained according to a standard form approved by the State Statistics Committee of Russia.
Documents confirming the employee’s work activity. Such documents include:
employment history,
employment contract,
certificate of employment,
copies of hiring and dismissal orders.
The purpose of these documents is to reflect as accurately as possible the employee’s work experience. The fact is that the length of service (general labor or insurance) is important both for the future pension provision of the employee and for the assignment of temporary disability benefits to him during the period of work. Based on copies of orders from other employers, entries about part-time work are made in the employee’s work book, and a duplicate work book is also drawn up.
Information and settlement documents are maintained by the personnel department to record the personal data of employees and to consolidate information related to their work activities. These include:
employee personal card;
staffing schedule;
time sheet;
Personal things.
The form of most of these documents is also unified.
Internal correspondence within an organization is used to document all personnel decisions. For example, in order to bring an employee to disciplinary liability, it is necessary to obtain an explanation from the employee. If we are talking about rewarding an employee, his immediate superior sends a proposal to reward the employee to the general director. With the help of internal official correspondence, there is also an official exchange of opinions between plant officials and management.
An important area of work for the personnel department is documenting labor relations. The peculiarities of office work in the department also include the use of unified forms of primary accounting documentation for the accounting of labor and its payment, approved by Resolution of the State Statistics Committee of January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for accounting of labor and its payment”:
The personnel department at OJSC Khladokombinat maintains registration of documents on personnel and uses the following registration forms or they are maintained by other authorized persons:
No. T-1 “Order (instruction) on hiring an employee” (Appendix 1);
No. T-1a “Order (instruction) on hiring workers”;
No. T-2 “Employee’s personal card”;
No. T-3 “Staffing table”;
No. T-4 “Registration card of a scientific, scientific and pedagogical worker”;
No. T-5 “Order (instruction) on the transfer of an employee to another job”;
No. T-5a “Order (instruction) on the transfer of workers to another job”;
No. T-6 “Order (instruction) on granting leave to an employee” (Appendix 3);
No. T-6a “Order (instruction) on granting leave to employees”;
No. T-7 “Vacation schedule”;
No. T-8 “Order (instruction) to terminate; (termination) of an employment contract with an employee (dismissal)” (Appendix 2);
No. T-8a “Order (instruction) on termination (termination) of an employment contract with employees (dismissal);
No. T-9 “Order (instruction) on sending an employee on a business trip”;
No. T-9a “Order (instruction) on sending workers on a business trip”;
No. T-10 “Travel certificate”;
No. T-10a “Office assignment for sending on a business trip”;
No. T-11 “Order (instruction) on employee incentives”;
No. T-11a “Order (instruction) on incentives for employees.”
To register and record all documentation created and used in the activities of the personnel department, as well as stored in it, accounting books and journals are used. For example:
Logs of accounting and control. Registration journals (books) are maintained at the plant to record personnel documentation (personnel orders, work books, personal files, identity cards). Correct recording of a document (with a specific number assigned and a mark on the date of registration) gives it legal force (the power of evidence), with the help of which the employer can confidently win a labor dispute with an employee.
journal of registration of employment contracts;
log of reasons for personal orders;
log of personal orders;
journal of registration of reasons for orders for granting leave (annual leave, leave without pay, educational leave, maternity leave, leave to care for a child until he reaches the age of 1.5 years or 3 years);
log of orders for granting leave (annual leave, leave without pay, educational leave, maternity leave, leave to care for a child until he reaches the age of 1.5 years or 3 years);
log of orders for business trips of employees;
journal of registration of travel certificates;
log of registration of local regulations;
a book of accounting for the movement of work books and inserts for them;
log of orders for rewards and imposition of disciplinary sanctions;
journal for issuing certificates for personnel;
sick leave register;
The forms of some journals and books are approved by official bodies, while other forms are developed by the hospital itself.
For example, the form of the book for recording the movement of work books and inserts for them was approved by Decree of the Ministry of Labor of Russia dated October 10, 2003 No. 69. But the personal records log or the medical examination log does not have a recommended form, so it is developed by the hospital itself at its own discretion.
Based on the above, we can draw the following conclusions:
the entire system of personnel documentation establishes certain rules, subject to which hospital employees are guaranteed stability, and it is easier for the administration to manage staff;
the most precise regulation of the range of rights and obligations using personnel documents meets the interests of both parties to the labor relationship:
An important area of work for the personnel department is documenting labor relations. The peculiarities of office work in the department also include the use of unified forms of primary accounting documentation for recording labor and its payment;
Accounting books and journals are used to register and account for all documentation created and used in the activities of the personnel department, as well as stored in it.
2.4 Orders for personnel, the procedure for their issuance, execution, registration
An order is an internal document of an organization, issued by its head on operational, organizational, personnel and other issues of the internal work of the organization. Orders on personnel are not only administrative documents, but also at the same time relate to primary accounting documents, since they record the fact of admission, transfer or dismissal of a citizen and are the basis for calculating his wages.
The basis of personnel records management are orders (instructions) for personnel, issued after the conclusion of employment contracts, upon their changes and terminations. This documentation requires special care in its preparation, maintenance and preservation over a long period of time. The content of the personnel order must comply with the terms of the concluded employment contract. From the orders of the chief physician on personnel, information is transferred to accounting documents and work books of employees. Personnel orders document the process of personnel movement in an institution.
Personnel documentation includes, in particular:
) labor contracts (agreements) concluded between the administration of the enterprise and the employee;
) orders for personnel (regulate the hiring, dismissal, transfer of employees);
3) work books;
4) personal cards of form No. T-2;
) Personal things;
) personal accounts for wages.
Personnel orders document the following:
hiring, transfer to another job, dismissal;
changes in working conditions, assignment of grades, grades;
establishing wage rates;
granting vacations;
secondment of employees;
imposition of disciplinary sanctions, etc.
To issue an order for personnel, a written justification is required: an employee’s statement, a memorandum, an act (for example, on violation of labor discipline), a request to transfer an employee from another organization, etc.
An employee’s personal statement is usually written by hand in any form, which sets out a request for employment, dismissal, transfer to another vacant position or to another organization, etc. The application must indicate the addressee (position, surname, initials of the head of the institution), text, personal signature, date.
The application is affixed with the resolution of the chief physician and a note indicating that the document has been sent to the file.
Orders for personnel are drawn up and maintained separately from orders for the main activities of the institution. Personnel orders begin with the words: accept, appoint, transfer, dismiss, second, grant leave, etc. The structure of orders can be simple or complex.
If the order concerns one person, then it is called simple (individual). The headings to the texts of such orders include: “On hiring...”, “On transfer to another job...”, “On promotion...”, etc. The combination of several administrative points in an order makes the order complex. In complex orders when resolving one personnel issue (hiring or dismissal, etc.), the heading is formulated depending on the issue being resolved. In complex orders that resolve several personnel issues (hiring, dismissal, etc.), the heading is missing or is given in a generalized form (“On personnel”). In these orders, as a rule, there is a certain sequence of arrangement of individual issues: first - appointment to positions, then - transfer to other positions, then - release from positions. If several names are listed in one paragraph, they are listed in alphabetical order.
Orders for personnel must be issued in strict accordance with the Labor Code of the Russian Federation:
when hiring, the established amount of remuneration and conditions of employment must be indicated: temporarily (from... to...), with a probationary period (duration), etc.;
upon dismissal - the reason for dismissal (specific article of the Labor Code of the Russian Federation);
when granting leave - its type, duration, start and end date;
when transferring to another job - type of transfer (if temporary - duration), new position and department, reason for transfer, change in wages;
in case of encouragement or disciplinary sanction - the reason and type of encouragement or sanction;
when traveling - date, duration and purpose of the business trip, name of the organization of the business trip.
The ascertaining part in orders for personnel may be missing.
The administrative part of the order begins with the indication of the surname (printed in capital letters), first name and patronymic (printed entirely in lowercase letters); it must contain precise wording of the solution to a particular personnel issue. The order for personnel must contain a justification for each item, which indicates the documents that served as the basis for its issuance.
In the order for personnel, the following entry is required: “I have read the order, signature, transcript of signature, date.” Orders regarding personnel are endorsed by the person responsible for personnel and the heads of those structural units whose employees the order concerns. Orders on issues of dismissal, transfer, imposition of penalties are endorsed (agreed) by a lawyer (if available). An accountant can endorse orders regarding dismissal, sending on a business trip, granting another vacation, calling back from vacation, and bonuses.
Orders regarding personnel are signed by the manager, and in his absence - by the deputy manager in charge of these issues, in accordance with the order on the distribution of responsibilities between management.
Separate orders are issued on promotions, bonuses, vacations and business trips. The order index for personnel has a serial registration number within the calendar year and a letter index: “l/s” (personnel); "k" (frames). Other letter indexing is also acceptable, for example, for orders on admission, transfer, dismissal - “l”, for orders on transfer - “kl”, for orders on business trips - “k”, for orders on granting leave - “o”.
Orders for personnel are registered, sent out and compiled into files by the personnel department. The grounds for orders are filed in the personal files of employees or form an independent file of attachments to orders for personnel. Due to the fact that orders for granting leave, penalties, and business trips have temporary storage periods, they must be generated separately from all other orders for personnel.
According to the decision of the Board of Rosarkhiv, orders for main activities and for personnel are maintained separately and formed into different cases.
An order to cancel a previously issued order (clause, clauses of the order) regarding personnel. In the process of daily personnel management activities, the general director of the plant from time to time has a need to cancel previously issued orders (clause, clauses of orders) regarding personnel. The most typical situations entailing the cancellation of previously issued orders (clause, clauses of orders) are:
change in circumstances related to the employee’s hiring;
change in circumstances related to the employee’s relocation;
change in circumstances related to the provision of leave to the employee;
change in circumstances related to the dismissal of an employee;
change in circumstances related to sending an employee on a business trip.
Relevant circumstances should be understood as those circumstances, the occurrence of which makes a previously issued order (any of its clauses or clauses) legally void due to the impossibility of execution or due to the disappearance of the grounds for the execution of such an order (clause, clauses of the order) for one reason or another, as determined by actions of the employer and (or) employee, not caused by them, i.e. arising regardless of the will of the parties to the labor relationship.
The functional purpose of an order to cancel a previously issued order (clause, clauses of an order) regarding personnel is to document the fact of a justified (primarily legally) cancellation of the corresponding management decision through the adoption of a new management decision (in this case, a personnel order). The content of the order to cancel a previously issued personnel order reflects the following information:
on the order (item, items of the order) regarding personnel subject to cancellation,
its date, number, name (number or numbers of the corresponding paragraphs of the order);
on the basis for canceling the relevant order - with a brief statement of the circumstances that served as the reason for issuing the order to cancel;
on instructions to officials (structural units) of the organization on the actions that must be taken in connection with the cancellation of the previous order on personnel and the issuance of a new one;
on measures to ensure control over the execution of the order.
The preparation of a draft order to cancel a previously issued order (item, items of the order) regarding personnel is carried out by an employee of the HR department in compliance with the requirements of GOST R 6.30-2003.
An order to amend a previously issued order (clause, clauses of the order) regarding personnel. The need to issue orders to make any changes is due to the occurrence of corresponding changes in the circumstances that previously served as the reason for issuing the order, the content of which is subject to change. These are circumstances the occurrence of which makes a previously issued order (any of its clauses or clauses) legally and (or) factually inaccurate. The most common cases of occurrence of such circumstances from the practice of human resources services are:
changes in legislation, regulations, local acts of the organization, including those related to changes in the structure of the document, its renaming, etc.;
changes in the personal circumstances (personal data) of the organization’s employees, in respect of whom relevant personnel orders (items of orders) were previously issued;
changes in the circumstances of time, place, etc., which are significant for the proper performance by the relevant employees of the work entrusted to them (labor function).
other similar circumstances requiring changes to the content of previously issued personnel orders, if such changes are essential for the proper execution of the order.
Thus, we can conclude that the functional purpose of the order to amend a previously issued order (clause, clauses of the order) regarding personnel is:
in documenting the fact of making justified (primarily legally) changes to the corresponding management decision through the adoption of a new management decision (personnel order);
in the cancellation of the order (item, items of the order) regarding personnel, the content of which reveals any discrepancy.
entry into force of the relevant personnel order containing changes - its date and number, name.
if required, a measure to ensure control over the execution of the order.
Personal affairs are recorded in the personal affairs journal, which is the main accounting document.
The HR department stores personal files of only working employees. Personal files of dismissed employees must be transferred to archival storage and stored for 75 years.
Thus, hiring is usually accompanied by the creation of the following important documents:
statements from the employee;
employment agreement (contract);
employment order;
personal card (form No. T-2), and, if necessary, a personal file (after issuing an order for employment).
2.5 Rules for issuing a personal card for employees of OJSC Khladokombinat
Based on the application, the personnel department specialist fills out an “employment order” for the person being accepted /form T-1/ and a personal card: for the personnel department, form T-2.
Based on the “Order for Admission”, the personnel department specialist makes a note about enrollment in the employee’s work book.
Next, on the basis of the “Order for Admission”, he makes notes on the personal card /form T-2/, moves it from the section to be processed into the main card index and arranges it in alphabetical order, and the accounting department of the accounting department opens a personal account for the employee.
Personal files are stored in a separate room, in special fireproof metal cabinets. They are arranged in alphabetical order (by the first letter of the employee's last name).
Personal files are issued for official use only. Issue is made against receipt in a special journal.
Employee's personal card. The main personnel accounting document is the employee's personal card - LKR (form T-2), filled out for each employee of the enterprise. Personnel records are carried out in the LKR card index and the card index of auxiliary alphabetical cards, which are necessary for quickly finding the necessary cards in the LKR card index.
The employee’s personal card /form T-2/ is filled out on the basis of the admission order and the relevant documents /passport, work book, diploma or certificate, etc./ presented to applicants when applying for a job at the enterprise.
All information contained in the personal card is grouped into main sections:
section I - general information;
Section II - information about military registration;
section III - hiring and transfer to another job;
section IV - certification;
section V - advanced training;
section VI - professional retraining;
section VII - incentives and awards;
Section VIII - social benefits
Section IX - additional requirements;
section X - grounds for dismissal.
The top field on the front side of the personal license card is intended for special notes from the HR department. Here, in order to more quickly find the necessary cards, it is recommended to indicate in the form of symbols some information that is not subject to mechanized processing, but which may be necessary in the process of personnel accounting.
In Section I “General Information”, when indicating information about the employee, you should be guided by the following rules:
) Last name, first name, patronymic are indicated on the basis of the passport and are written down completely and legibly.
At the same time, the information encoding zones must also be filled in in accordance with the all-Russian classifiers: OKATO, OKIN, OKSO, OKPDTR.
OKATO - “All-Russian Classifier of Objects of Administrative-Territorial Division” OK 019-95 approved by Resolution of the State Standard of the Russian Federation dated July 31, 1995 No. 413;
OKIN - “All-Russian classifier of information about the population. OK 018-95" approved by Decree of the State Standard of the Russian Federation dated July 31, 1995 No. 412;
OKSO - “All-Russian Classifier of Specialties by Education. OK 009-2003" approved by Decree of the State Standard of the Russian Federation dated September 30, 2003 No. 276-st;
OKPDTR - Decree of the State Standard of the Russian Federation dated December 26, 1994 No. 367 “On the adoption and implementation of the all-Russian classifier of worker professions, employee positions and tariff categories OK 016-94.”
) The date and place of birth is established on the basis of a passport or other identity document and is written down in full, for example: “December 12, 1964.” Accordingly, the code is indicated as follows: 12/12/1964.
) Citizenship is recorded without abbreviation. The recording of citizenship and its coding is carried out in accordance with OKIN; they can be as follows:
citizen of the Russian Federation - 1;
citizen of the Russian Federation and a foreign state - 2 (in the case of dual citizenship, it is indicated which state the citizenship is);
foreign citizen (indicate which state) - 3;
stateless person - 4.
) The degree of knowledge of the language when filling out paragraph 5 “Knowledge of a foreign language” of section I of form No. T-2 is indicated as follows: “I speak fluently” (OKIN code - 3), “I read and can explain myself” (OKIN code - 2), “I read and translate with a dictionary” (OKIN code - 1).
The data on each line of the personal card is filled in completely, without abbreviation.
) In line 6 “Education” it is written: “higher”, “incomplete higher” (indicate how many courses have been completed), “special secondary”, “vocational-technical”, “general secondary”, “incomplete secondary”. “compulsory eight-year”, “primary”.
All information about education (qualification, direction or specialty) is established on the basis of an education document.
Education is recorded and coded according to OKIN and OKSO.
According to OKIN, education is coded as follows:
primary (general) education - 02; basic general education - 03;
secondary (complete) general education - 07;
primary vocational education - 10;
secondary vocational education - 11;
incomplete higher education - 15;
higher education - 18;
postgraduate education - 19.
Those who have completed three courses of a higher educational institution are classified as persons with incomplete (unfinished) higher professional education.
Two blocks of columns for filling out information about education are intended in form No. T-2 to indicate information about the completion of a second educational institution.
) Profession (main) is indicated entirely on the basis of the staffing table and the order (instruction) on hiring. Another profession - on the basis of documents confirming the acquisition of a second education or specialty. Coded in accordance with the All-Russian Classifier of Worker Occupations, Employee Positions and Tariff Levels OK-016-94”, approved by Resolution of the State Standard of the Russian Federation dated December 26, 1994 No. 367 “On the adoption and implementation of the All-Russian Classifier of Worker Occupations, Employee Positions and Tariff Levels OK-016-94" (hereinafter - OKPDTR).
The line “Other profession” indicates the second profession that the worker has. If a worker has more than one secondary profession, then the one for which the qualification is the highest is indicated.
) The following columns are filled in only for specialists with higher, secondary specialized and vocational education, as well as masters who have graduated from school. Based on a diploma (certificate) of completion of a higher, secondary specialized educational institution, etc., the line indicates the full name of the corresponding educational institution, faculty, diploma (certificate) number, department (full-time, evening, correspondence) and graduation date. Line 10 indicates the educational specialty obtained upon graduation from a higher or secondary specialized educational institution. The academic degree is also indicated, if any: “Doctor of Science”, “Candidate of Science” (indicate which sciences), “junior researcher”, “senior researcher”, “associate professor”, “professor”.
) From line 8:
a) “Total work experience” - the date of start of work - indicates the conditional date of start of work, determined by adding the date (year, month, day) of the actual start of work and the time of breaks (number of years, months, days) not included in the work record experience.
b) “Continuous experience” indicates the date (year, day, month) of the beginning of the continuous experience;
c) “Giving the right to a bonus for length of service.”
) Marital status is recorded and coded according to the following possible values according to OKIN:
never been (was) married - 1;
is in a registered marriage - 2;
is in an unregistered marriage - 3;
widower (widow) - 4;
divorced (divorced) - 5;
separated (broke up) - 6.
) Only family members are indicated as part of the family, indicating the degree of relationship.
Current legislation does not contain a general concept of “family”, however, based on an analysis of the norms of Article 2 of the Family Code of the Russian Federation and Article 1142 of the Civil Code of the Russian Federation, the circle of family members can include: spouses, parents and children (including adoptive parents and adopted children).
) Passport data is indicated in exact accordance with the passport.
) Place of residence (according to passport) is indicated on the basis of the passport, actual - according to the employee. The code of residence is determined by OKATO.
) The documents on the basis of which section II “Information on military registration” is filled out are:
military ID (or temporary certificate issued instead of a military ID) - for citizens in the reserve;
certificate of a citizen subject to conscription for military service - for citizens subject to conscription for military service.
According to the Instructions for the use and completion of forms of primary accounting documentation for recording labor and its payment for citizens in the reserves:
paragraph 3 “Composition (profile)” - filled in without abbreviation (for example, “command”, “medical” or “soldiers”, “sailors” and the like);
paragraph 4 “Full code designation of the VUS” - the full designation is written down (six digits, for example, “021101” or six digits and a letter, for example, “113194A”);
paragraph 5 “Category of fitness for military service” - written in letters: A (fit for military service), B (fit for military service with minor restrictions), C (limitedly fit for military service) or D (temporarily unfit for military service) . If there are no entries in the corresponding paragraphs of the military ID, category “A” is indicated:
in paragraph 7 “Registered with the military” is filled in (in pencil):
line a) - in cases where there is a mobilization order and (or) a stamp on the issuance and withdrawal of mobilization orders;
line b) - for citizens reserved with the organization for the period of mobilization and during wartime.
For citizens subject to conscription for military service, the following items are filled out:
paragraph 2 “Military rank” - the entry “subject to conscription” is made;
paragraph 3 “Composition (profile)”,
clause 4 “Full code designation of the military service” and clause 7 “Registered with the military” are not filled in;
paragraph 5 “Category of fitness for military service” - written in letters: A (fit for military service), B (fit for military service with minor restrictions), C (limitedly fit for military service), D (temporarily unfit for military service) or D (not fit for military service). Filled out based on the entry in the certificate of a citizen subject to conscription for military service.
Filling out items not specifically specified in the Instructions is carried out on the basis of information from the listed documents.
In paragraph 8 of Section II of the personal card of a citizen who has reached the age limit for being in the reserve, or a citizen declared unfit for military service due to health reasons, a note is made in the free line “removed from military registration due to age” or “removed from military registration due to condition health."
After filling out section II “Information on military registration”, at the bottom of the second page of form No. T-2, the personnel service employee must certify the specified data with his personal signature, indicating the position and the transcript of the signature. The employee also signs the second page of form No. T-2 and marks the date of its completion. The line containing the employee’s personal signature is a sample signature on the basis of which he will be paid wages.
When information about an employee changes, the relevant personal data is entered into his personal card (for example, a change in marital status, place of residence, education, advanced training, knowledge of foreign languages, etc.), which is certified by the signature of a personnel service employee. Changes and additions are made on the basis of personnel orders and documents provided by employees (marriage certificate, diploma, etc.). An employee's oral statement is not the basis for making these changes, with the exception of minor data (for example, regarding a telephone number).
) Section III - hiring and transfers to other jobs:
When applying for a job on the basis of an employment order, the following entry is made in this section:
column 1 - date of acceptance (transfer) at the enterprise;
column 2 - structural unit;
column 3 - profession (position), rank, class (category), qualification;
column 4 - salary (tariff rate), bonus to the basic salary;
Column 5 - basis for admission (transfer) - No. of the admission order;
Column 6 - signature of the owner of the work book.
In the future, in this section, on the basis of the transfer order, all job movements, changes in qualifications, salary, etc. are indicated.
Entries in these sections are made on the basis of an order (instruction) on hiring (forms No. T-1 and T-1a) and an order (instruction) on transfer to another job (form No. T-5) and an order (instruction) on termination (termination) of an employment contract with an employee (forms No. T-8, T-8a).
This information must be filled out with particular care, as it often serves as the basis for confirming the employee’s work experience.
In the section “Hiring and transfers to another job” he enters information as the employee works in the organization and must correspond to the entries in the work book, repeating the date, number of the order for hiring, transfer of the employee, name of the position, structural unit. In addition, at the end of each entry in Section III of the personal card, the employee’s signature is affixed stating that he is familiar with the entry made in his work book.
Section IV - certification:
This section is filled out on the basis of information obtained as a result of a certain type of event, in this case certification.
Sections V-VI:
This section is completed as a result of the employee’s training, based on a document issued by an educational institution.
Section VII - incentives and awards:
When filling out Section VII “Awards (incentives), honorary titles,” you must indicate the types of incentives (in accordance with Article 191 of the Labor Code of the Russian Federation and local regulations) applied to the employee, and you should also list state awards and honorary titles awarded.
This section indicates the name of the award and the name, number and date of the document on the basis of which the award was issued.
Section VIII - leave:
This section indicates the type of leave (annual, educational, without pay, etc.), the number of days, the start and end date, as well as the basis for the leave.
Section IX - social benefits:
Section IX specifies the social benefits to which the employee is entitled in accordance with the law, indicates the name of the benefit and the basis on which it is awarded.
In the “Additional Information” section, free lines can be filled in with data at the employer’s discretion. For example, data is recorded about students attending part-time (evening), correspondence, external departments of institutions of higher and secondary vocational training (the name of the educational institution, dates of admission to the educational institution and its graduation are indicated) or about a working disabled person (based on a certificate from the Medical and Social expert commission (hereinafter - MSEC), disability group, degree of disability and date of its establishment, MSEC conclusion on the conditions and nature of work).
Section Section X - additional information:
In this section, service marks OK are made.
Section XI - grounds for dismissal:
This section is filled out on the basis of an order to terminate an employment contract upon dismissal of an employee from the enterprise. In case of dismissal of an employee at his own request, the reason for dismissal, ascertained as a result of an interview with the resigning employee, is indicated.
Preparation of translations and other changes. The transfer of an employee from one unit to another is carried out on the basis of a “transfer order” (form T-5). This order is issued by the HR department inspector based on the employee’s application. The order indicates the personal data of the employee (last name, first name, patronymic), under what conditions he was transferred (temporarily or permanently), as well as data about the previous place of work and the new one (department, site, profession, position, tariff rate, salary, bonus). salary), basis for transfer (application, report), type of transfer, form and system of remuneration and duration of the working day. The corresponding changes are made to the personal card of the transferred employee, and an entry is made in the personal account or certificate card in the accounting department, and the personal card with the changes is transferred from the department where he worked to the department where he will work.
The procedure for accounting for vacations. Regular and additional, as well as educational and other vacations are provided to employees in accordance with labor legislation and the collective agreement.
An “Order for Granting Leave” is issued for an employee going on vacation. It indicates the type of vacation, the number of working days for each type of vacation, the total number of vacation days, for what period the vacation is provided, the date of going on vacation and returning, and then a corresponding entry is made in the personal card available in the department (Form T-2).
Registration of dismissals. Dismissal of employees from the enterprise is carried out in accordance with current legislation. The HR department inspector issues the employee an “Order to terminate the employment contract” (form T-8), which is then endorsed by the head of the department where the work took place and the head of the HR department. This order contains: personal data of the resigning employee, information about the job (department, section, profession, position, wage rate), working conditions, reason for dismissal and grounds for dismissal. The “Order to terminate the employment contract” is stored in the accounting department as a basis for monitoring the calculations made.
Accounting for specialists with higher and secondary specialized education. Registration of specialists with higher and secondary specialized education must be maintained in accordance with these instructions on the standard form T-2.
Personal cards of dismissed employees are formed into an independent file in alphabetical order. Before submitting the file to the archive, all cards must be prepared in accordance with the requirements of the Federal Archive and stored in the archive for 75 years.
Based on the above data, we can conclude that an employee’s personal card is simply an archival document that remains with the organization “as a keepsake” for 75 years, storing all the information about the employee, his activities, movements, changes in social status, etc. The loss of a personal card becomes an irreparable loss that, if possible, needs to be restored.
2.6 Maintaining work records
According to Art. 66 of the Labor Code of the Russian Federation, a work book of the established form is the main document about the employee’s work activity and length of service. During the entire period of an employee’s activity at OJSC Khladokombinat, his movements and incentives are reflected in this document, which is important for every worker.
Working with work books and making entries in them is strictly regulated: according to Art. 66 of the Labor Code of the Russian Federation, the form, procedure for maintaining and storing work books, as well as the procedure for producing forms of work books and providing employers with them are established by the Government of the Russian Federation.
Decree of the Government of the Russian Federation of April 16, 2003 No. 225 “On work books” (hereinafter referred to as Resolution No. 225) approved the form of the work book, the form of the insert in the work book and the Rules for maintaining and storing work books, producing work book forms and providing them to employers. Resolution of the Ministry of Labor of Russia dated October 10, 2003 No. 69 approved instructions for filling out work books.
According to the Rules, an employer (with the exception of individual employers) is obliged to keep a work book for each employee who has worked in an organization for more than five days, if the work in this organization is the main one for the employee. An employee entering work for the first time is given a work book, which is filled out in his presence within no more than a week from the date of hire. An individual employer does not have the right to make entries in the work books of employees, as well as to issue work books to employees hired for the first time.
In order to stop the circulation of counterfeit work books, the Government of the Russian Federation obliged the Ministry of Finance of the Russian Federation to approve the procedure for providing employers with new forms of work books and inserts in it (clause 3 of the Decree of the Government of the Russian Federation of April 16, 2003 No. 225), and for employers to ensure accounting of work books, as well as forms of the work book and the insert into it (Section VI of the Rules).
Rules for filling out a work book.
The following information is entered into the work book:
about the employee;
about the work he performs;
about transfers to another permanent job;
about the dismissal of an employee;
grounds for termination of the employment contract;
about awards for success in work.
Information about penalties is not entered into the work book, except in cases where the disciplinary sanction is dismissal.
At the request of the employee, information about part-time work is entered into the work book at the main place of work on the basis of a document confirming part-time work.
All entries about hiring, transfer to another permanent job, dismissal, awards and incentives are entered by the administration into the work book after issuing the relevant order, but no later than a week, and in case of dismissal - on the day of dismissal. Entries in the work book must exactly correspond to the text of the order for personnel. Records of the reasons for termination of an employment contract must be made in strict accordance with the wording of the Labor Code of the Russian Federation or other federal law and with reference to the relevant article, paragraph.
Entries are made carefully, using a fountain or ballpoint pen, ink or paste in black, blue or purple.
When registering a work book, a title page containing information about the employee is first filled out. Last name, first name and patronymic (in full, without abbreviation or replacement of first and middle names with initials) and date of birth are indicated on the basis of a passport or birth certificate.
Education - secondary, specialized secondary or higher - is indicated only on the basis of documents (certificate, certificate, diploma).
A record of incomplete secondary or incomplete higher education can also be made on the basis of relevant documents (student card, grade book, certificate of educational institution).
A profession or specialty is recorded in a work book on the basis of an education document or other properly executed document.
After indicating the date of filling out the work book, the employee certifies with his signature that the information entered is correct.
The first page of the work book is signed by the person responsible for issuing work books, and after that the seal of the enterprise where the work book is filled out for the first time is affixed.
Changes to entries in work books about surname, name, patronymic and date of birth are made by the administration at the last place of work on the basis of documents (passport, birth certificate, marriage certificate, divorce, change of surname, name, patronymic, etc.) and with reference to the number and date of these documents.
These changes are made on the first page (title page) of the work book. For example, the previous surname or first name, patronymic, date of birth are crossed out with one line and new data is recorded.
Links to relevant documents are written on the inside cover and certified by the head of the enterprise or a specialist in the human resources department and the seal of the enterprise. In the same manner, if necessary, changes are made to information about education, profession, specialty.
Entering information into the work book.
In column 3 of the “Work Information” section, the full name of the enterprise is written as a heading. Under this heading in column 1 the serial number of the entry being made is indicated, in column 2 the date of employment is indicated.
In column 3 it is written: “accepted or appointed to...” indicating the specific name of the unit, as well as the name of the job, profession or position and the assigned rank. Records about the name of the job, profession or position for which the employee is hired are made in accordance with the names of positions specified in the Unified Nomenclature of Employee Positions, or in accordance with the staffing table.
Entry into the work book of information about part-time work is carried out at the request of the employee by the administration at the place of main work on the basis of an order from the administration of the enterprise, institution, or organization where the employee is hired for part-time work. In the same procedure, a record of dismissal from this job is made.
The transfer of an employee to another permanent job at the same enterprise is formalized in the same manner as hiring.
If during the work of a worker or employee the name of the enterprise changes, an entry is made about this in a separate line in column 3 of the work book: “from such and such a date the enterprise was renamed to such and such,” and in column 4 the basis for the renaming is entered - an order ( order), its date and number.
In the work books of employees, in the section “Information on incentives”, information is entered on incentives for success in work at the enterprise, institution, organization, provided for by the internal labor regulations and charters on discipline (announcement of gratitude, issuance of a bonus, awarding a valuable gift, a diploma of the enterprise , entry into the Book of Honor, etc.), as well as other incentives in accordance with current legislation.
The procedure for entering information about awards and incentives is as follows: in column 3 of the corresponding section of the work book, the name of the enterprise is written as a heading, below in column 1 the serial number of the entry is indicated (numbering increasing throughout the entire period of the employee’s work activity). In column 2 the date of award or encouragement is entered, in column 3 it is written down who awarded or encouraged the employee, for what achievements and with what award or encouragement, in column 4 it is indicated on the basis of which the entry was made (with reference to the date, number and name of the document).
Insert in the work book.
In cases where all the pages of the relevant sections in the work book are filled out, the work book is filled out with an insert.
The insert is sewn into the work book, filled out and maintained by the administration of the enterprise at the place of work of the worker or employee in the same manner as the work book.
The insert without a work book is invalid. On each issued insert, on the first page (title page) of the work book, a stamp is placed at the top with the inscription “Insert Issued” and the series and number of the insert are also indicated here.
If it is necessary to supplement the work book with an insert, a new type of insert is issued, regardless of what kind of work book the employee has.
With each entry made on the basis of an order in the work book (insert) about hiring, transfers to another permanent job and dismissal, the administration of the enterprise is obliged to familiarize the owner of the book (insert) with a receipt in the personal card form No. T-2, in which be an exact entry from the work book (insert).
Issuance of a work book upon dismissal.
When a worker or employee is dismissed, all entries about work, awards and incentives entered into the work book during work at this enterprise are certified by the signature of the head of the enterprise or a person specially authorized by him and the seal of the enterprise.
Personnel department employees are required to issue the worker his work book on the day of dismissal with a note of dismissal included in it.
If there is a delay in issuing a work book due to the fault of the personnel department, the employee is paid the average salary for the period of forced absence. In this case, the day of dismissal is considered to be the day the work book is issued. An order is issued about the new day of dismissal and an entry is made in the employee’s work book. A previously made entry about the day of dismissal is invalidated in the manner established above.
If it is impossible to issue a work book on the day of the employee’s dismissal due to the employee’s absence or his refusal to receive the work book in hand, the employer sends the employee a notice of the need to appear for the work book or agree to send it by mail. From the date of sending the notification, the employer is released from liability for the delay in issuing the work book.
In the event of the death of an employee, the work book is handed over to his closest relatives against signature or sent by mail at their request. In the work book of the deceased employee in the section “Information about work”, after indicating the serial number and date of entry in column 3, write “Work terminated due to death”, then fill in column 4 (indicate the date and number of the order). This record is certified in accordance with the established procedure.
Duplicate work book
A person who has lost his work book (its insert) must immediately notify the administration at his last place of work. No later than 15 days after the application, the administration issues the employee another work book or an insert for it with the inscription “Duplicate” in the upper right corner of the first page.
A duplicate of the work book or an insert for it is filled out according to the general rules. In the sections “Information about work”, “Information about awards” and “Information about incentives”, when filling out a duplicate, entries are made about work, as well as about awards and incentives at the place of last work on the basis of previously issued orders.
If the employee had already worked before joining this enterprise, then when filling out a duplicate of the work book in the section “Information about work” in column 3, first of all, an entry is made about the total work experience before entering this enterprise, confirmed by documents.
The total work experience is recorded in total, that is, the total number of years, months, days of work is indicated without specifying at which enterprise, in what periods of time and in what positions the owner of the work book worked in the past.
After this, the total length of service, confirmed by properly executed documents, is recorded for individual periods of work in the following order: in column 2 the date of hire is written, in column 3 the name of the enterprise where the employee worked, as well as the department and position for which he was hired is written .
If it is clear from the documents provided that the employee has been transferred to another permanent job in the same enterprise, then a corresponding entry is made about this.
Then, in column 2 the date of dismissal is recorded, and in column 3 - the reason for dismissal, if the document submitted by the employee contains such data.
In the event that the documents do not fully contain the above information about work in the past, only the information available in the documents is entered into the duplicate work book.
Column 4 indicates the name, date and number of the document on the basis of which the corresponding entries in the duplicate were made. Documents confirming work experience are returned to their owner. The administration is obliged to assist the employee in obtaining documents confirming his work experience prior to joining the enterprise. If the work book (its insert) has become unusable (burnt, torn, smeared), then the administration at the last place of work issues the employee a duplicate of the work book (its insert).
In this case, on the first page of the work book that has become unusable, the inscription is made: “A duplicate has been issued in exchange,” and the book is returned to its owner. When entering a new place of work, the employee is required to present a duplicate of the work book.
Payments for work books and their storage.
When issuing a work book (duplicate) and insert, the administration charges the employee a fee.
In case of incorrect initial filling of the work book or its insert, as well as in case of damage to their forms due to careless storage, the cost of the damaged forms is paid by the enterprise.
If an enterprise loses an employee’s work book due to a natural disaster or other reasons, the owner is issued a duplicate work book without charging its cost.
Work books and their duplicates, not received by employees upon dismissal, are stored for two years in the personnel department of the enterprise separately from the rest of the work books of workers and employees at work.
After this, unclaimed work books (their duplicates) are stored in the archives of the enterprise for 50 years, and after the expiration of the specified period they can be destroyed in the prescribed manner.
The personnel department is obliged to constantly have in stock the required number of work book forms and inserts for them.
Accounting for work record forms.
The enterprise maintains the following documentation for recording forms of work books and completed work books:
receipt and expenditure book for recording forms of work books and inserts for them;
a book of accounting for the movement of work books and inserts for them.
All transactions related to the receipt and expenditure of work book forms and their inserts are entered into the receipt and expenditure book, indicating the series and number of each form. The book is maintained by the company's accounting department.
The book of movement of work books and inserts for them is maintained by the personnel department. This book records all work books accepted from workers and employees upon entry to work, as well as work books and inserts for them with a record of the series and numbers issued to workers and employees again.
When receiving a work book in connection with dismissal, the worker or employee signs in the personal card and in the accounting book.
The receipt and expenditure book and the book of accounting for the movement of work books are numbered, laced and sealed with the signature of the head of the enterprise and a wax seal.
Forms of work books and inserts for them are stored in the accounting department of the enterprise as strict reporting documents and are issued upon application to the account of the person responsible for maintaining work books.
At the end of each month, the accounting department requires from the person responsible for maintaining work books a report on the availability of forms of work books and inserts for them and on the amounts received for completed work books and inserts for them, attaching a receipt order to the enterprise cash desk.
A report is drawn up for work book forms and inserts that are damaged when filling out.
Based on the above text, we can draw the following conclusions:
a work book is a document that contains all the information about the work activity of its owner, about his “growth” and “fall”;
filling it out requires much more care and foresight from the HR employee than completing any other document;
a mistake made in an order, in a contract, in a deed can be easily corrected, and, most likely, no one will know that it took place. And the consequences of undetected and uncorrected errors in a document confirming the employee’s work experience can only come to light during the registration of a pension and cause serious problems.
Forms of work books and inserts for them require strict reporting measures and are issued upon application for the reporting of the person responsible for maintaining work books.
2.7 Prompt storage of personnel documents. Rules and terms for storing documents containing information on personnel
OJSC Khladokombinat has its own archive. HR department specialists, if necessary, have the opportunity at any time to familiarize themselves with one or another document created earlier. Don’t forget how important it is to correctly formulate documents for transfer to the archive.
Formation of cases for archiving. A case is a collection of documents or a document related to one issue or area of activity, placed in a separate cover. GOST R 51141-98 “Office management and archiving. Terms and Definitions." approved Resolution of the State Standard of the Russian Federation dated February 27, 1998 No. 28. - grouping executed documents into cases in accordance with the nomenclature of cases.
When forming cases, the following rules must be observed:
separate permanent and temporary storage documents into files;
place in the case only executed, correctly executed documents in accordance with the names of the cases according to the nomenclature;
place together all documents related to the solution of one issue;
place the provisions together with the main documents;
applications over 100 sheets should be grouped into separate cases, which is noted in the document;
arrange the documents in the file in chronological order according to the date of registration of the document, by numbering;
comply with the volume of documents that must be included in the file. In one case, no more than 250 sheets (thickness 30-40 mm) can be filed, then a new folder is created with the same index;
include in the files only one copy of each document. It is not allowed to include in the file documents that are not related to it, drafts, variants, duplicated copies, or documents subject to return.
During the grouping process, the correctness of the documents is checked. Unformulated and incorrectly executed documents are returned directly to the executors for revision, after which they are transferred for inclusion in the relevant cases.
Cases of permanent and long-term storage periods are prepared in hard covers on which a description of the case is written.
The sheets of the case are numbered, an internal inventory of documents is filed at the beginning of the case, and a certification note is filed at the end of the case. The sheets of the internal inventory are numbered separately, their number is indicated in the certification after the total number of sheets of the case through the + sign.
The personal files of only working employees are stored in the personnel department premises. Personal files can be arranged in numerical order or alphabetically by employee last name.
After the employee is dismissed, his personal file is removed from the folder and prepared for transfer to archival storage.
Thus, we can understand that the personal files of dismissed employees are kept for 75 years. Personal files of managers are kept permanently. For storage, lockable metal safes and cabinets are used to ensure complete safety of documents.
List of personnel documents to be stored.
) Internal Labor Regulations (ILR). Article 189 of the Labor Code of the Russian Federation. When hiring (before signing an employment contract), the employer is obliged to familiarize the employee with the PVTR against signature. Valid until replaced with new ones. Stored permanently.
) Regulations on the protection of personal data of employees. Article 86 of the Labor Code of the Russian Federation. When hiring (before signing an employment contract), the employer is obliged to familiarize the employee with the Regulations on the protection of personal data of employees against signature. Valid until replaced with a new one. Stored permanently.
) Staffing table (form T-3) (staffing arrangement). Article 57 of the Labor Code of the Russian Federation, Resolution of the State Statistics Committee of Russia dated January 5, 2004 No. 1. It is compiled every time certain changes are made to it. Stored permanently.
) Book of accounting of the movement of work books and inserts for them. Instructions on the procedure for filling out work books and inserts for them (approved by Resolution of the Ministry of Labor of Russia dated October 10, 2003 No. 69). Stored in the HR department and maintained continuously. 50 years (but upon liquidation of the company, it is handed over to the city archive along with other documents, the storage period of which is 75 years).
) Receipt and expense book for accounting forms of work books and inserts for them Instructions on the procedure for filling out work books and inserts for them (approved by Resolution of the Ministry of Labor of Russia dated October 10, 2003 No. 69). Stored in the accounting department along with the forms of work books and inserts for them; Forms are received by the HR department at the request of a HR employee. 50 years (but upon liquidation of the company, it is handed over to the city archive along with other documents, the storage period of which is 75 years).
) Regulations on remuneration, bonuses and material incentives. Section 6 of the Labor Code of the Russian Federation, Chapter 21 of the Labor Code of the Russian Federation. In the presence of complex payment and labor systems and bonus systems. Valid until replaced with a new one. Stored permanently.
) Regulations on the training system. Articles 196, 197 of the Labor Code of the Russian Federation. If there is a training system in the organization. Stored permanently.
) Regulations on employee certification. Article 81 of the Labor Code of the Russian Federation. When conducting certification by decision of the employer. Stored permanently.
) Vacation schedule. Article 123 of the Labor Code of the Russian Federation, Resolution of the State Statistics Committee of Russia dated January 5, 2004 No. 1. Approved by the employer no later than two weeks before the start of the calendar year. Shelf life: 1 year.
) Employment contract. Articles 16, 56, 57, 67 of the Labor Code of the Russian Federation. Concluded in writing with each employee. It is stored continuously for 75 years.
) Job descriptions for each position in accordance with the staffing table, work instructions for professions. Accepted at the discretion of the employer. Stored permanently.
) Orders for employment. Article 68 of the Labor Code of the Russian Federation. Published on the basis of an employment contract. They are announced to the employee against signature within three days from the date of actual start of work. Stored for 75 years.
) Orders for transfer to another job. Article 72.1 of the Labor Code of the Russian Federation. Issued on the basis of an agreement on transfer to another job (additional agreement to the employment contract). Stored for 75 years.
) Orders of dismissal. Article 84.1 of the Labor Code of the Russian Federation. Stored for 75 years.
) Orders for core activities. Published as needed. Orders for core activities prepared by the personnel service are registered and stored in the office. The personnel service maintains the file “Copies of orders for core activities.” Stored for 1 year (copies of orders stored in the personnel department).
) Orders for granting vacations. Chapter 19 of the Labor Code of the Russian Federation, Resolution of the State Statistics Committee of Russia dated January 5, 2004 No. 1. Issued based on the vacation schedule or employee application. Shelf life: 5 years.
) Applications from an employee for leave without pay. Article 128 of the Labor Code of the Russian Federation. Leave without pay is provided at the request (application) of the employee in accordance with Part 1 of Art. 128 of the Labor Code of the Russian Federation or as required by law on the basis of an employee’s application (Part 2 of Article 128 of the Labor Code of the Russian Federation). Shelf life: 5 years.
) Personal card of the employee (form T-2). Resolution of the State Statistics Committee of Russia dated January 5, 2004 No. 1. Conducted for each employee. Stored for 75 years.
) Employment history. Article 66 of the Labor Code of the Russian Federation, Decree of the Government of the Russian Federation dated April 16, 2003 No. 225 “On work books”, Instructions on the procedure for filling out work books and inserts for them (approved by Decree of the Ministry of Labor of Russia dated October 10, 2003 No. 69). The employer keeps work books for each employee who has worked for him for more than five days. Upon dismissal, the employee receives a work book in his hands. Unclaimed work books are stored in the organization for 50 years; upon liquidation of the enterprise, they are handed over to the archives.
) Agreements on full financial liability. Appendices 2, 4 to the resolution of the Ministry of Labor of Russia of December 31, 2002 No. 85. They are concluded with employees who directly service material assets. Shelf life: 5 years.
) Accounting book (log book) of orders for the main activity Instructions for office work in the personnel service of VNIIDAD “Approximate instructions for office work in the personnel service of the organization” (recommendatory). Must be numbered and laced, sealed and signed by the employer. Shelf life: 5 years.
) Accounting book (registration journal) of employment orders. Must be numbered and laced, sealed and signed by the employer. Stored for 75 years.
) Accounting book (log book) of dismissal orders. Must be numbered and laced, sealed and signed by the employer. Stored for 75 years.
) Accounting book (log book) of orders for granting leave. Must be numbered and laced, sealed and signed by the employer. Stored for 50 years.
) Journal of registration of travel certificates. Must be numbered and laced, sealed and signed by the employer. Shelf life: 5 years.
) Time sheet Part 3 of Article 91 of the Labor Code of the Russian Federation. The employer is required to keep records of the time actually worked by each employee. Stored for 75 years.
) Shift schedule. Article 103 of the Labor Code of the Russian Federation. It is brought to the attention of employees no later than one month before it comes into effect. Shelf life: 1 year.
) Logbook of inspections of inspecting authorities. Federal Law of August 8, 2001 No. 134-FZ “On the protection of the rights of legal entities and individual entrepreneurs during state control (supervision)” Conducted by all legal entities and entrepreneurs without forming a legal entity. Stored permanently.
) Report cards and work orders for workers in hazardous professions. Part 3 of Article 91 of the Labor Code of the Russian Federation. Compiled monthly. Stored for 75 years.
) Lists of workers in production with hazardous working conditions. Resolution of the Council of Ministers of the USSR of January 26, 1991 No. 10 “On approval of lists of production, work, professions, positions, indicators giving the right to preferential pension provision.” If the production has harmful working conditions; is ongoing. Stored for 75 years.
) Lists of employees retiring on preferential pensions. Stored for 50 years.
) Correspondence about the appointment of: state pensions and benefits. Must be numbered and laced, sealed and signed by the employer. Shelf life: 5 years.
) Correspondence regarding the appointment of: preferential pension. Must be numbered and laced, sealed and signed by the employer. Shelf life: 10 years.
) Instructions on labor protection by profession. Section 10 of the Labor Code of the Russian Federation. Stored permanently.
) Briefing log (familiarization with instructions). Section 10 of the Labor Code of the Russian Federation. Shelf life: 10 years.
) A log of employees undergoing mandatory medical examination. Article 69 of the Labor Code of the Russian Federation, order of the Ministry of Health and Medical Industry of the Russian Federation dated March 14, 1996 No. 90 “On the procedure for conducting preliminary and periodic medical examinations of workers and medical regulations for admission to the profession” (as amended on 02/06/2001) Stored for 5 years.
) Acts on accidents. Resolution of the Ministry of Labor of the Russian Federation dated October 24, 2002 No. 73 “On approval of the forms of documents necessary for the investigation and recording of industrial accidents, and provisions on the features of the investigation of industrial accidents in certain industries and organizations.” Stored for 45 years.
) Acts of investigation of occupational poisonings and diseases. Stored for 45 years.
Having familiarized ourselves with the conduct of personnel records at OJSC Khladokombinat, we came to the conclusion that:
close interaction between structural divisions and the personnel department itself is necessary for the high-quality work of the enterprise as a whole;
when managing the organizational processes of OJSC Khladokombinat, a linear-functional structure is used, when the heads of structural divisions report to the general director, while clearly distributing management functions and job responsibilities among themselves;
the nomenclature of affairs of the personnel department is compiled by its head, agreed upon and approved by its head;
Modern automated systems provide efficient and convenient work on documenting and personnel management.
The plant really takes seriously the maintenance of work records and the prompt storage of documents in the archives of the personnel department.
3 Study of methods for reorganizing the activities of the personnel department of an OJSC"Khladokombinat"
.1 Modern features of working with personnel
To improve the work of personnel management, it is necessary to radically change the approach to personnel management at the plant. The main areas of personnel management at OJSC Khladokombinat include: selection, selection, placement, instruction. In addition, it is necessary to develop the career development function: planning of professional growth and training, control of discipline, reasonableness of rewards, ensuring health and safety, relocation, demotion, dismissal. The functions of labor relations can also include negotiations, consideration of complaints, and resolution of labor disputes.
The restructuring of the activities of personnel services in the context of the transition to a market economy should be carried out in the following main directions:
ensuring a comprehensive solution to the problems of high-quality formation and effective use of human resources, based on the management of all components of the human factor: from labor training and career guidance of youth to care for labor veterans;
widespread introduction of active search methods and targeted training for workers needed by the enterprise and industry. The main form of attracting the necessary specialists and qualified workers for OJSC Khladokombinat should be direct contracts with educational institutions. In this regard, the problem of advanced training of workers and specialists to master new equipment and technology in various industries becomes very relevant, which requires HR services to improve and plan training;
The most important area of implementation of the personnel department of the service is systematic work with management personnel, with a reserve for promotion, which in current conditions should be built on such organizational forms as business career planning, preparation of candidates for nomination according to individual plans, rotational movements of managers and specialists, training special courses and internships in relevant positions;
The personnel department of OJSC Khladokombinat is called upon to intensify its activities to stabilize the workforce, increase the labor and social activity of employees based on improving socio-cultural, moral and psychological incentives;
The role of the personnel department in ensuring social guarantees for workers in the field of employment is raised to a qualitatively new level, which requires HR specialists to competently comply with the procedure for employment and retraining of laid-off workers, providing them with established benefits and compensation;
it is necessary to move from predominantly administrative and paper methods of management to democratic forms of assessment, selection and placement of personnel, to ensure wide publicity in personnel work. The personnel department of OJSC Khladokombinat in modern conditions becomes the body for organizational and methodological support for the selection and promotion of promising employees, which requires employees to be able to use psychological testing methods and sociological methods for studying public opinion.
the implementation of new functions of the personnel department is impossible without strengthening it with qualified specialists, increasing their authority, and therefore it becomes very important to create a system for training specialists for the department, retraining and advanced training of personnel specialists;
The scientific and methodological support of personnel work, as well as its material, technical and information base, requires a complete update.
In the structure of the personnel department, in the future, depending on the number of employees and the tasks at hand, various sectors, bureaus, and groups may be created. The personnel department may include personnel inspectors, personnel training engineers, sociologists, psychologists, physiologists, bureau chiefs, other managers and specialists.
The activities of employees involved in staffing and accounting are regulated by job descriptions developed in accordance with qualification directories of employee positions and approved by the general director of the plant. In case of large volumes, the personnel department specialist is assigned certain types of work (hiring, dismissal, registration of pensions). When distributing work (operations) between performers, their qualifications, experience and business qualities should be taken into account, which should facilitate the acquisition of the necessary skills and speed up the completion of workers’ tasks.
A modern production organization, from the point of view of a systems approach, is a complex socio-technical system in which technical-technological, organizational-economic and socio-psychological subsystems are distinguished. An analysis of the activities of OJSC Khladokombinat allows us to identify an organizational and functional “core” that carries out activities to optimize the socio-psychological subsystem of the production organization. This “core” includes the main activities of employees of such functional departments as the personnel department, accounting department, financial and economic department, industrial safety engineer of the plant, ecologist, chief engineer, deputy general director for innovative development, deputy general director for civil defense and emergency situations of the organization , which involves combining them into a single service for managing human factors in production.
The organizational basis of the unified personnel service is the integration of functions for managing the organization of work, selection and placement of personnel, their training and advanced training, social development of the team, which is determined by the general socio-psychological orientation of these units. Consequently, only a single personnel service can and should take on the entire range of tasks associated with the assessment, selection, placement, education and rational use of each employee. However, it should be noted that until now approximately 95% of workers are engaged in issues of technology, technology, and supply of production, and less than 5% work with people and personnel.
Currently, there is an urgent need to reorganize the mechanism for managing the socio-psychological subsystem of a production organization. Such reorganization should be carried out in the direction of integrating human resource management functions.
Today, enterprises have a situation in which the management of a single process of personnel work is carried out by several departments at once - the personnel department, subordinate to the deputy head of personnel; personnel training department subordinate to the chief engineer; social development service, subordinate, as a rule, directly to the head of the organization; department of labor and wages, subordinate to the chief economist or deputy head of economics. Therefore, it seems appropriate to consolidate the existing departments of labor organization and wages, personnel training, and social development into a single personnel service under the supervision of a head (director) for human resources.
Giving this service the necessary research, teaching and methodological units will ensure comprehensive personnel management in accordance with modern requirements of personnel policy in the process of transition to market relations. Analysis of economic practices and prospects for the development of social production allows us to assume with a reasonable degree of accuracy that the future in personnel management belongs to such powerful personnel services that are able to effectively use modern scientific developments and the latest computer technologies in their practical activities.
The increasing role of the social component of the enterprise determines the emergence of a new profession in the field of managerial work - human resources manager, i.e. a professional manager, a highly qualified specialist in working with personnel, whose training and provision of continuous education have become increasingly urgent today. The market economy also places new demands on HR managers, including:
focus;
scale;
communication;
ability to analyze and solve complex problems;
synthesize a solution under conditions of uncertainty and limited information;
creativity and competence;
organizational skills.
Based on these data, we can conclude that managers of this service are also required to have sufficiently deep knowledge in the field of technology and technology of specific production, organization and motivation of work, labor legislation, psychology and sociology of labor and management, industrial pedagogy, and organization of modern office work.
They need strong skills in effective communication with people, the use of information and computing technology, etc. At the same time, the HR manager is the main bearer and disseminator of the organizational culture of the company, which requires him to develop high moral and psychological qualities.
3.2 Methods of personnel selection and management in modern conditions
Recruiting personnel to work in the personnel management service of OJSC Khladokombinat requires additional attention and a special approach. This is primarily due to the specifics of the work of management personnel. The personnel of the personnel management service at the enterprise are subject to increased requirements and special methods for selecting candidates for vacant positions due to the fact that this work is seasonal, mainly lasting from March to October.
Recruitment of personnel for the personnel management service of OJSC Khladokombinat must be carried out from external and internal sources.
External recruitment means include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and firms supplying management personnel, and sending contracted people to special courses at colleges.
The priority direction of the plant's personnel recruitment will be selection mainly within its organization. It costs less to promote your employees. In addition, it can increase their commitment, improve morale and strengthen workers' attachment to the plant. According to the expectancy theory of motivation, it can be assumed that if employees believe that their career growth depends on the degree of job performance, then they will be interested in more productive work. A possible disadvantage of the approach to solving a problem solely at the expense of internal reserves will be that new people with fresh views do not come to the organization, and this can lead to stagnation.
You can also use a recruitment method such as sending out information about an opening vacancy with an invitation to qualified workers.
Behavioral sciences have developed many different types of tests that help predict how effectively a candidate will be able to perform a particular job. One type of selection test involves measuring the ability to perform tasks related to the proposed job. Another type of test assesses psychological characteristics such as intelligence, interest, energy, frankness, self-confidence, emotional stability and attention to children. Management must evaluate their tests and determine whether people who perform well on the job and tests are actually better performers than those who score lower.
Interview is still a widely used method of personnel selection. Even non-managerial employees are rarely hired without at least one interview. The selection of a high-ranking manager may require dozens of interviews, taking several months. However, research has identified a number of problems that reduce the effectiveness of interviews.
There is a tendency to make decisions about a candidate based on first impressions, without considering what is said in the rest of the interview. Another problem is the tendency to evaluate a candidate in comparison with the person interviewed immediately before.
The second stage of selecting applicants for vacant positions in the personnel management service of OJSC Khladokombinat will consist of conducting a personal interview with the applicant by one of the specialists from the enterprise’s HR department in order to identify the level of the candidate’s aspirations, as well as to clarify other issues related to employment.
At the third stage of personnel selection, data on the most suitable applicants is transferred by HR department specialists to the head of Khladokombinat OJSC to make a final decision on the employment of a particular specialist.
Management will be able to select the most suitable candidates from the pool created during recruitment. In most cases, the person who is best qualified to perform the actual work of the position should be selected, rather than the candidate who appears best suited for promotion. An objective decision on selection, depending on the circumstances, may be based on the candidate’s education, level of professional skills, previous work experience, and personal qualities.
Regarding the process of personnel management of the personnel management service, it should be noted that it is no different from the process of managing production and other personnel of the enterprise.
At the enterprise under study, it is necessary to use both external and internal sources of recruitment. But still place more emphasis on internal sources. As already noted, the administration of the enterprise, in connection with reorganization changes, improvement and modernization of the structure of the OJSC, has been tasked with gradually reducing the turnover of personnel.
Before making a decision on hiring, the candidate will have to go through the following selection stages:
preliminary conversation with the immediate supervisor and head of the service;
filling out the application form;
check of track record;
mandatory medical examination;
decision-making.
Adaptation of personnel at OJSC Khladokombinat will be carried out in the form of mentoring. When applying for a job or transferring to another place, it is necessary to introduce mandatory on-the-job training for everyone. By order, appoint a person responsible for the internship, who will receive an additional payment in the amount of 25% of the intern’s official salary.
The internship period cannot be less than two weeks. Usually its duration is one month; for young specialists, by decision of the head of the service, the internship can be longer.
During the internship, the newcomer will be familiarized with governing documents, job descriptions, instructions for working with clients (sales managers), actions in special cases, occupational health, safety, fire safety requirements, operational and technical documentation of the equipment being sold, as well as instructions for production equipment for production personnel.
At the end of the internship, the commission will evaluate the intern’s knowledge acquired during the internship and issue an order for admission to independent work.
The person responsible for the internship, acting as a mentor, most likely needs to appoint the head of a structural unit of the enterprise. This is done in order to eliminate a formal approach to mentoring. After all, the manager is responsible for the actions of his subordinates, and it is in his interests to prepare a good specialist.
The mentor will give the newcomer tasks, monitor his work and provide support and feedback. By his example, he will show how to behave in a team in accordance with established work standards and the requirements of the organization.
For effective implementation of mentoring, it should be supported by documentation (the mentor must work according to a plan approved by the head of the service, has instructions, documents, and the necessary regulatory literature).
This form of adaptation is useful for three parties: for the organization, for the learner, for the mentor.
The advantages of this form of adaptation for the student are as follows:
assistance and support throughout the internship process;
better understanding of the comprehensive activities of the organization;
development of personal qualities (self-confidence, self-esteem, especially as professional level and abilities increase);
development of skills and abilities through the assimilation of other people's experience;
acceleration of career development (quick adaptation and entry into the profession stimulates career development);
reducing the likelihood of conflicts (the mentor helps to understand the intricacies of work and relationships in the team);
reduction of psychological stress (a feeling of security appears).
Mentor purchases:
active participation in the development of your team;
growth of personal satisfaction due to successful performance of functions;
personal self-development (gaining new knowledge, skills and abilities in the process of performing one’s functions).
Acquisitions of the organization:
more trained personnel;
increasing the cultural level of the organization;
more effective leadership training;
developing a positive attitude towards learning;
reducing the time required to adapt a new employee.
In general, we can talk about the effectiveness of employee adaptation at OJSC Khladokombinat. In a short time he will be able to master the equipment being sold and the management documentation. The instructions describe algorithms for actions in non-standard situations (power outages, emergencies) and are always, in accordance with the requirements of the governing documents, available at the workplace. All this will allow the employee to quickly integrate into the work process.
The cost policy for advanced training of employees of OJSC Khladokombinat is determined by the objective need to maintain a workforce of the required quantity and quality, since the main task of both the personnel management service and the enterprise as a whole is to ensure continuous production and sales of products.
Advanced training is a key tool through which employees develop along with the development of science and technology and the improvement of technology.
In the process of technical operation of production facilities, the engineering and technical personnel of OJSC Khladokombinat must improve their professional level:
at advanced training courses (managerial staff - once every 5 years, engineering staff - once every 6 years);
during on-the-job training - at the workplace according to the plans of facility managers approved by the head of the service (all service employees are covered).
Expenses for advanced training are planned in the personnel management service of OJSC Khladokombinat.
Based on requests from heads of structural units, a professional development plan for the year is drawn up, and expenses are reflected in this plan.
Conducting technical training (industrial training) in the workplace will also be of great importance in increasing the efficiency of personnel management. The standards establish 8 hours of technical training per person per month. Technical training is planned and conducted by facility managers. During technical training, governing documents, job descriptions, occupational health and safety instructions, and material parts are studied.
The main indicator of the effectiveness of industrial training and advanced training at JSC Khladokombinat will be the indicator of reducing the number of production defects resulting from violation of established rules or operating conditions of production equipment (human factor).
The modern level of production cannot develop without effective motivational systems for personnel, which must be constantly improved under the influence of economic and political conditions. Today you can buy a competitive product on the market, but it is impossible to buy competitiveness and incentives for it on the market.
Therefore, domestic enterprises have to independently search for the most suitable and effective methods of organizing and encouraging labor.
Any motivational system must provide a sufficiently high level of payment and a sufficiently high standard of living for the employee and his family members. All provisions on material and monetary incentives must be enshrined in an official document.
In OJSC "Khladokombinat" a legal act regulating labor, socio-economic and professional relations between employees
and the employer will be the “Collective Agreement”, which covers all aspects of employee incentives, both material and non-material.
The main section of the “Collective Agreement” is the remuneration system.
The remuneration system is understood as a method of calculating the amount of remuneration to be paid to employees in accordance with their labor costs or labor results.
The ranks assigned to workers, as well as specific official salaries established for employees, are indicated in contracts, agreements or orders for the organization. These documents, along with documents on the actual use of working time (working time sheets, etc.), provide the basis for the accountant to calculate the employee’s remuneration.
The wage system, forms of material incentives, salaries (tariff rates), as well as labor standards are established by the administration in agreement with the relevant trade union body and are reflected in the relevant annexes to the collective agreement, which are an integral part of it.
The tariff system of remuneration is used in this organization in a time-based bonus form.
Official salaries of the Company's employees are established in accordance with the 18-bit tariff schedule of the list of professions and positions.
Official salaries of the Company's employees are calculated using the following formula:
O = (PM K1) K2 K3 (1),
O - employee’s salary;
PM - living wage in the Russian Federation;
K1 - tariff scale coefficient;
K2 - coefficient for class, category, and professional bonus for qualifications;
K3 - coefficient taking into account working conditions.
The revision of official salaries (tariff rates) of employees is carried out when the level of the subsistence minimum changes.
Based on the above text, we can conclude that wage grades for employees are established in accordance with the Agreement and approved by the General Director.
Changes in wages are documented as an addendum to the contract and signed by the parties.
3.3 Methods of stimulating staff work
Financial and monetary incentives:
) There is a time-based bonus wage system.
) Employees who directly carry out technical maintenance of production and commercial equipment are given monthly bonuses in the amount of 15% of the official salary.
) The following types of surcharges are established:
for fulfilling the duties of temporarily absent employees due to illness, student leave, pregnancy and childbirth, child care, at least 10% of the official salary of the person being replaced;
for night work in the amount of 45% of the hourly tariff rate for each hour of work;
for work in the evening in the amount of 20% of the hourly tariff rate for each hour of work;
employees carrying out internships for specialists upon hiring in the amount of 25% of the intern’s salary for the period of training of specialists;
for expanding the service area (maintenance of production equipment of two or more types) up to 20% (by decision of the technical council);
employees performing maintenance and repair of equipment with an extended service life of up to 15%;
employees bearing financial responsibility up to 20% of the official salary;
) The enterprise pays a monthly remuneration for length of service, depending on the length of continuous work experience at the enterprise:
5% from 3-5 years, 10% from 5-10 years, 15% from 10-15 years, 20% from 15 years and above
30%, to employees who have been awarded government awards and have continuous production experience of more than 20 years.
) The official salary (tariff rate) increases:
employees engaged in maintenance and repair of innovative production equipment - 4%;
production managers, leading (senior engineers) of production lines of the enterprise directly carrying out technical maintenance by 40%, other facilities and departments - by 25%;
) Employees are provided with:
additional leave for irregular working hours up to 14 calendar days;
additional leave for a period of 3 calendar days in connection with the birth of a child, funeral of close relatives, marriage, sending children into the army;
one paid day - September 1 (women or single men with children under 10 years of age;
) The company pays:
financial assistance in connection with the death of loved ones and provides assistance in organizing funerals;
one-time benefit to employees retiring by age depending on length of service: men women benefit amount
15 years 3-12 years 2 months. earnings
20 years 12-15 years 3 months. earnings
and more than 15 and more than 4 months. earnings;
one-time bonus for employees’ anniversary (45,50,55,60,65,70 years);
financial assistance for paid medical services not included in the list of insurance medicine;
monthly benefit for women who went on maternity leave from 12 weeks in the amount of the average monthly salary until going on maternity leave;
monthly child benefit in the amount of three minimum wages in the Russian Federation for women on parental leave to care for a child under 3 years of age.
Material and non-monetary incentives:
) Bonuses and congratulations on February 23, March 8, New Year holidays, purchase of children's gifts.
) Work with dismissed pensioners (congratulations, bonuses).
) Conducting a professional skills competition (awarding the winners).
Non-material incentives:
) Opportunities for advanced training are provided.
) Workplaces are sufficiently equipped, but a significant part of the premises needs repair and modernization.
) Organization of rest rooms and meals.
) Insurance of employees against accidents at work and occupational diseases.
) Honor board: “The team is proud of them” (a worthy employee is selected from the enterprise once every six months).
From the above text we can conclude that stimulating employees will have a beneficial effect on the entire production process as a whole and on each employee individually.
3.4 Formation of a personnel reserve
In order to solve the problem of personnel rejuvenation with the least losses, it is necessary to form a reserve of employees in advance. The first step in organizing work on training a personnel reserve is the development of regulations on the preparation of a personnel reserve at the enterprise. General management of the preparation of the personnel reserve should be entrusted to the head of the personnel department. Questions regarding the analysis of the need for reserves and the formation of a reserve list will also be assigned to the heads of structural divisions. Working with reserves involves:
reserve requirement analysis;
formation and compilation of a reserve list;
candidate preparation.
Analysis of the need for a reserve consists of the need to determine the current and future need for a reserve and the optimal size of the personnel reserve. Further work consists of creating a reserve list.
Formation and compilation of a reserve list includes:
creating a list of candidates for the reserve;
creating a reserve for specific positions.
In the process of forming a reserve, it is necessary to determine
who can and should be included in the lists of candidates for the reserve;
who from those included in the lists must undergo training;
what form of training to apply to each candidate, taking into account his individual characteristics and prospects for use in a leadership position.
To generate a list, use the following methods:
analysis of documentary data - reports, autobiographies, characteristics, etc.;
conversation to identify information of interest;
observation of employee behavior in various situations (at work, at home);
assessment of the results of work activity - labor productivity, quality of work performed, etc.
When forming a list of candidates for the reserve, the following factors must be taken into account:
job requirements, description and assessment of the workplace, assessment of labor productivity;
professional characteristics of a specialist;
a list of positions by occupying which an employee can become a candidate for a reserved position;
maximum restrictions on the criteria for selecting candidates for the relevant positions (education, age, work experience);
results of assessing the formal requirements and individual characteristics of candidates for the reserved position;
personal qualities and potential capabilities: high degree of intelligence, attentiveness, flexibility, tact, communication skills.
To form a reserve, as a rule, it is not enough to select employees capable of promotion - it is important to properly prepare them for the position and organize promotion. Professional training can take place under the guidance of a superior manager, in the form of an internship in a position at one’s own or another enterprise, in advanced training courses, etc. An individual training program must be drawn up for each candidate, including theoretical and practical training, as well as tasks to improve the level of knowledge, skills and abilities.
The composition of the reserve at the end of each year should be reviewed and replenished in the process of an annual analysis of the placement of management personnel and specialists, as well as an assessment of their activities.
The activities of each candidate enrolled in the reserve over the past year are assessed, and a decision is made to retain him in the reserve or to exclude him from it. Based on the results of the assessment, a character reference is drawn up for each specialist and manager in the reserve, and the possibility of his further promotion is considered. At the same time, new candidates for the reserve are being considered. The exclusion of a candidate from the reserve may be due to his age, state of health, unsatisfactory performance indicators, etc.
The personnel reservation system will solve the following tasks:
will provide the service with the necessary composition of managers and specialists;
staff motivation;
achieving greater flexibility in the use of personnel;
improving human resources;
ensuring continuity of the management process;
ensuring personnel career management
will help form an intellectual geo-economic core of specialists - a “think tank” that unites representatives of government agencies who actually make strategic decisions.
Thus, multi-stage and multi-stage recruitment of personnel to work in the personnel management service of OJSC Khladokombinat will contribute to the hiring of only qualified specialists, as well as to reducing the time required for adaptation and training of a new employee in the specifics of work at this enterprise.
Conclusion
The conducted studies of the state of OJSC Khladokombinat, as well as the developed goals and personnel management strategy, allow us to draw the following conclusions:
)An analysis of the content of the functions of the personnel department showed that the transition to a market economy, changes in the form of ownership and strategy of enterprises caused profound changes in the field of personnel management. Thanks to these changes, steel personnel are treated as a more complex object of management in the organization, since, unlike material factors of production, they are “animate”, have the ability to independently decide, critically evaluate the requirements placed on them, act, have subjective interests, and are extremely sensitive to management exposure to which the response is uncertain;
) when analyzing the activities of the personnel department, it was possible to find out that in order to create new prospects for personnel management, it is necessary to take this type of management activity far beyond the traditional functions of organizing labor and wages. The personnel function from the registration and control function is gradually brought to a more expanded level, including the search and selection of employees, career planning, assessment of management employees and advanced training of employees;
) having analyzed the composition and content of personnel documentation in the personnel department of OJSC Khladokombinat, its economic and social efficiency was identified. An analysis of the personnel records management system in the personnel department showed that the current documentation system corresponds to modern ideas about the personnel records management system, ensures the productivity required by the enterprise and satisfies the employees themselves.
The technology for conducting document flow research includes a full study of personnel document flow in the personnel department and a study of the organization itself. Research should be carried out continuously, not sporadically, and be comprehensive;
) when conducting a study of the state of office work in the personnel department using the example of OJSC Khladokombinat, documentation accuracy in the registration of employees for work and full compliance with the standards for document preparation were revealed. Moreover, the analysis of the study showed the successful use of the automated 1C: 8 system when creating documents, which significantly facilitates the search and storage of documents in the enterprise computer database, and in the event of a document being corrected or lost, there is no need to create the document again. Also, an undoubted positive quality of using this program is access to the document simultaneously by several specialists from different departments, which naturally leads to speeding up the process of distributing personnel documentation within the enterprise;
) when studying the content of personnel management functions in a modern organization, the need was identified to radically change the approach to the selection and management of personnel at the plant. In addition, it is necessary to develop the functions of motivating employees, setting them up for further career development, planning professional growth and training, and introducing new methods of controlling discipline in production.
The proposed strategy for personnel adaptation is formulated as follows: the introduction of forms of mentoring in production, the introduction of mandatory on-the-job training for everyone;
) further development of personnel records management and personnel management in the personnel department is possible only if the enterprise management has a favorable attitude and assistance towards it. Effective management and business communication is a work in progress. This hinders the process of economic development of the enterprise. Further development of the enterprise could help solve some of the social problems of the staff, namely: creating new jobs, solving problems of accommodation for non-residents, increasing profits. The development of such enterprises will have a positive impact on the development of the entire region.
To implement innovative HR management technologies, it is necessary to radically change the organizational management structures of the enterprise as a whole. After all, the right management and working group are the main components of success. It is the people who make up the organization that determine whether the enterprise will prosper or close before it even lasts a year. For this enterprise to flourish, it is necessary to expend a huge amount of effort. Only people who have a large supply of energy, who want to achieve high results, make a career and have a decent standard of living, as well as having a modern view of their goals and the ability to foresee the situation, can make an enterprise successful and reliable.
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