Regulation on the personnel management service of the enterprise. On the approval of the standard regulation on the personnel management service of the railway administration body - a branch of the open joint stock company "Russian railways". Persona Management Service Tasks

"XXXX"

POSITION

about the Human Resources Department

Human Resources Department

1. GENERAL PROVISIONS

1. The personnel management department is an independent structural subdivision of LLC "XXXX".

2. The personnel management department is created and liquidated by order of the director of LLC "XXXX" in agreement with the Board of Directors.

3. The personnel management department reports directly to the director of LLC "XXXX".

4. The personnel management department is headed by the head of the department, who is appointed by order of the director of OOO "XXXX" in agreement with the Board of Directors and reports directly to the director of the enterprise.

5. Employees of the Personnel Management Department are appointed to positions by order of the director on the proposal of the Director of the Personnel Management Department with the approval of their immediate supervisors.

6. In its activities, the HR Department is guided by:

The Charter of LLC "XXXX";

By this regulation;

Other local regulations of LLC "XXXX".

2. STRUCTURE

2.1. The structure and staffing of the Personnel Management Department is approved by the Board of Directors based on the conditions and characteristics of the enterprise's activities as advised by the director of OOO XXXX with the approval of the Director of the Personnel Management Department.

2.2. The personnel management department includes the head of the department, the deputy head of the department, as well as the department of organization and remuneration of labor, the personnel department, the legal department, the psychologist, which are directly subordinate to the head of the department.

2.3. The structure of the HR Department is shown in Fig. 1.

2.4. The labor rate engineer performs his functions in accordance with the job description developed by the head of the department of organization and remuneration of labor and approved by the general director of LLC "XXXX" in agreement with the director of the personnel management department.

3. TASKS

The main tasks of the HR Department are:

3.1. Providing LLC "XXXX" labor resources the required quantity and quality in accordance with the goals of the company and its development strategy.

3.2. Assistance in increasing the individual contribution of each employee of PA "XXXX" in achieving the goals of the enterprise on the basis of constant development and the fullest possible use of the labor potential of the personnel.

4. FUNCTIONS

The HR Department performs the following functions:

4.1. Participation in the development and implementation of goals and strategies for personnel management.

4.2. Development and implementation of a complex of plans and programs for work with personnel.

4.3. Organization and implementation of work on the formation and consolidation of employees of the required professions, specialties and qualifications in LLC "XXXX" scientific methods forecasting and planning the need for personnel, solving a set of tasks related to the satisfaction of each employee with the conditions, nature and content of labor.

4.4. Development and implementation of measures aimed at improving the quality of the composition of executive personnel, specialists and managers, creating conditions that stimulate growth professional competence all staff.

4.5. Formation and preparation of a personnel reserve for promotion to higher positions on the basis of career planning, deployment of a system of continuous personnel training using the practice of assessments, retraining, advanced training and internships.

4.6. Organization and implementation of work to rationalize the structure and staff of LLC "XXXX", to strengthen labor discipline; development and implementation of a flexible policy of material and moral incentives in order to achieve maximum efficiency of work of employees of all levels.

4.7. Identifying the causes and finding ways to eliminate conflicts, developing and implementing measures aimed at creating and strengthening a favorable socio-psychological climate in the team.

4.8. Organization and implementation of work to optimize the forms of employee participation in enterprise management, to ensure satisfactory relations with the representative bodies of employees.

4.9. Organization and implementation of work on the introduction of scientific methodology for professional selection and vocational guidance in order to enhance the activities of newly hired workers, reduce the time of their adaptation.

4.10. Organization of interaction with specialized educational institutions.

4.11. Enforcement labor law in work with personnel.

4.12. Development and implementation of measures aimed at creating conditions for the establishment of a healthy lifestyle for personnel in order to increase their production efficiency.

4.13. Organization and implementation of work on the introduction of scientific methods, advanced technologies of personnel work, standardization and unification hR documentation, application of modern technical means in order to improve production management processes.

5. RIGHTS

The HR Department has the right to:

5.1. Require and receive from the divisions and individual employees of LLC "XXXX" materials and information necessary for work.

5.2. Declare the recruitment of personnel to the enterprise reserve.

5.3. Conduct interviews with all employees of LLC "XXXX".

5.4. Conduct checks of structural divisions and officials of LLC "XXXX" for compliance labor legislation, workload of employees, compliance with established labor standards and expenditure of wage funds.

5.5. Check execution job duties by all employees of LLC "XXXX".

5.6. To give the heads of structural divisions and individual employees of LLC "XXXX" binding instructions on issues related to the competence of the Department.

5.7. To independently carry out correspondence on issues within the competence of the Department and not requiring a decision by the director and (or) the Board of Directors.

5.8. To represent in the established manner on behalf of LLC "XXXX" on issues related to the competence of the Department, in relations with state and municipal authorities, as well as other enterprises, organizations, institutions.

5.10. Suspend the operation of local acts that contradict legislation, instructions and regulations on labor and social development.

5.11. Vize documents related to personnel management issues.

5.12. Issue local regulatory documents on personnel management, mandatory for all employees of LLC "XXXX", as well as guidance materials that are advisory in nature.

6. RELATIONSHIP (SERVICE RELATIONSHIP)

6.1. The HR Department interacts with all divisions on:

Determining the staffing needs of the departments;

Rationing of labor of employees of departments;

Distribution of payroll funds;

Bonuses for employees;

Drawing up regulations on divisions, job descriptions, staffing tables.

6.2. To perform the functions provided for by this regulation, the organization and remuneration department interacts:

6.2.1. With accounting for questions:

Obtaining: information about the actual accrued wages for the enterprise, for departments and individual employees; approved payroll and funds material incentives; information about additional payments; recommendations on the design of spending wage funds;

Submissions: data on the use of payroll and incentive funds; provisions on bonuses, material assistance; labor standards; calculations of the labor intensity of products.

6.2.2. With the planning and economic department on the issues:

Receipt: production plans; recommendations and instructions for reducing the labor intensity of products; reports on the implementation of work plans by divisions of LLC "XXXX";

Provisions: calculations of labor costs per unit of production; labor plans of structural divisions of LLC "XXXX" and the system of labor indicators; proposals for the formation of payroll funds; a list of measures to increase labor productivity and quality of work, improve the use of working time; reports on the formation of payroll funds for structural units.

6.2.3. With technical and production departments on:

Receipt: rates of time spent on manufacturing products; proposals for changing production standards; reports on the implementation of standards by employees; proposals for the most rational arrangement of workers in production and maintenance; materials necessary for the organization of labor and wages rationing; reports on the use of working time, workload of employees;

Provisions: to reduce the labor intensity of products; approved labor and wage standards; analysis of the use of working time; proposals for the use of workers at certain workplaces.

7. A RESPONSIBILITY

7.1. The head of the Department is responsible for the proper and timely performance by the Department of the functions provided for by these Regulations.

7.2. The head of the Personnel Management Department is personally responsible for:

7.2.1. Organization of the activities of divisions and individual employees of the Department for the implementation of tasks and functions assigned to the Department.

7.2.2. Organization in the Department of operational and high-quality preparation and execution of documents, record keeping in accordance with applicable rules and instructions.

7.2.3. Compliance by employees of the Department of labor and production discipline.

7.2.4. Ensuring the safety of the property located in the departments of the Department, compliance with fire safety rules.

7.2.5. Selection, placement and activities of employees of the Department.

7.2.6. Compliance with the current legislation of the draft orders, instructions, regulations, resolutions and other documents signed by him.

7.3. The responsibility of the employees of the Department is established by their job descriptions, regulations on the relevant structural units.

SHEET

familiarization with the Regulation

Job title

Surname, name, patronymic of the employee to be appointed to the position

Personal decency:

1. Static - respect for individual rights, responsibility for promises made, reliability, honesty, justice.

2. Conscientiousness - high requirements for the results of their work.

3. Prudence - the ability to make reasonable, practical and informed decisions.

Purposefulness and productivity:

1. Effectiveness - focus on the final result.

2. Perseverance - the ability to overcome constraints that arise in a competitive situation.

3. Organizational dedication and business orientation - meeting the established norms of the organization, passion for the work and responsibility for the quality of their work.

4. Self-confidence - readiness and ability to solve non-standard tasks.

Teamwork skills:

1. Group orientation - understanding the need for joint activities and the ability to work in interaction with others.

2. Contact - the ability to establish business and creative relationships with partners.

3. Communication skills - the ability to use language, stylistic and other expressions to influence partners and achieve mutual understanding.

Figure: 14.2. Key Competence Areas for a Human Resources Manager

The ability to listen - the ability to perceive, assimilate and use information obtained from oral communication.

An expert assessment of the importance of key areas of competence for the successful work of a HR manager is distributed as the degree of importance decreases:

1. Aesthetics

2. Sociability

3. Ability to listen

4. Contact

5. Ability to work in a group

6. Good faith

7. Prudence

8. Effectiveness

9. Perseverance

10. Self-confidence

11. Devotion to the organization and business orientation.

Thus, the profession of a personnel manager arose in the process of forming a personnel management system, and its development is determined by the following factors:

1. Consistent transformation of the traditional system of personnel work of line managers at different levels into a personnel management system with a clearly defined staff function, and then into an integrated system of strategic human resource management.

2. Historical development of forms of joint activity (interacting, individual, creative), which provides for the implementation of the directions of the personnel policy of organizations at different stages of their development.

In the process of development of personnel services, a new function arose - the ethical regulation of the activities of employees. It arises when HR managers are faced with problems that cannot be solved by any other means than moral means. Therefore, for the rational construction of personnel management and relationships in the organization, the personnel manager must be able to resolve ethical dilemmas and choose the most effective and at the same time morally impeccable models of behavior.

The HR manager must know the basic rules of behavior in a situation of moral choice, as well as understand the intricacies of the rules of behavior in typical production situations.

Regulation on the personnel management service of the enterprise

General Provisions

1. The personnel management service of the enterprise is an independent structural unit and is directly subject to the general director of the enterprise.

2. The personnel management service, at a level with other divisions, is responsible for solving problems to achieve the economic, technical and social goals of the enterprise and its employees.

3. The structure and staff of the service are approved in accordance with the established procedure by the head of the enterprise.

4. The personnel management service, as a rule, is headed by the deputy head of the enterprise.

5. In its activities, the personnel management service is guided by the law of Ukraine and government decrees, the charter of the enterprise, orders, instructions and other acts of the enterprise and the current regulations.

Main goals

The main tasks of the personnel management service of the enterprise is to conduct an active personnel policy based on the creation effective system management of personnel and social processes, providing conditions for the initiative and creative activity of employees, taking into account their individual characteristics and professional skills, the development of material and social incentives together with the economic service, closely related economic activities of the enterprise with the contribution of each employee.

The personnel management service performs the functions of the center for personnel management of the enterprise, the ultimate goals of which are the successful operation of the enterprise and the improvement of the welfare of each member of the labor collective.

To solve the problems, the personnel management service provides the following:

o professional correspondence of each employee to the workplace he occupies, as well as the creation of the necessary conditions and real opportunities for the development of the abilities and satisfaction of the needs of each employee;

o high-quality formation and rational use human resources enterprises with the calculation of the prospects for its development and expansion of independence in the new economic conditions;

o development and implementation of measures to ensure balance development social sphere and production;

o study of the social-democratic and professional-qualification structure of the company's personnel, forecasting its changes and systematic improvement.

o development and implementation of a scientifically grounded system of job and qualification growth, closely "tied with social guarantees, taking into account the personal contribution of the employee, the duration of his work at this enterprise, social status and other factors.

o development of a system for filling positions and jobs, the use of scientific methods for studying the business and professional qualities of an employee in the selection, planning of their professional growth, the creation of an effective personnel reserve at all levels of management and its purposeful preparation according to an individual plan;

o carrying out certification of employees, analyzing its results and making proposals for improving its conduct, developing proposals for moving to positions, increasing wages;

o maintaining the required qualification level of employees based on the requirements of production by creating an effective functioning of a continuous system of production training of personnel;

o organizational leadership continuous organizational and economic training and retraining of personnel, planning this work, taking into account the needs of production, sending employees to study in various educational institutions, as well as foreign ones, as well as training personnel at leading enterprises abroad;

o forecasting, determining the current prospective need for personnel and the sources of their satisfaction, specifying the profile of training specialists in direct relations with educational institutions, implementing measures to increase the workforce by specialists and workforce;

o Carrying out work on vocational guidance for young people, adaptation of young specialists and workers in production, studying the reasons for staff turnover, the dynamics of replacing the workforce, developing measures to stabilize staff, improving working conditions for women and social services for veterans;

o organizational and methodological management, equipment and development of the material base of educational institutions and advanced training courses included in the structure of the enterprise, the introduction of automated training tools into the educational process and different types automated training complexes for new equipment and new technological processes;

o timely performance analysis together with the economic service current forms material and moral incentives in the labor collective, if necessary, the development of proposals and recommendations to enhance their influence on increasing the labor and social activity of workers;

o development of the structure of the personnel management service of the enterprise and the selection of qualified workers to work with personnel in the divisions of the enterprise;

o scientific, methodological and informational support of personnel work, the use of the achievements of social and psychological sciences in work with personnel;

o systematic analysis of the state of personnel work at the enterprise and the development of measures and proposals to increase the level of its implementation;

o control over the implementation of legislative acts and decisions of government bodies, decisions of bodies, orders of enterprises on personnel policy;

o introduction of modern methods of personnel management using automated workstations of personnel services workers;

o accounting of personnel and reporting; maintaining the accumulated personnel data bank;

o strengthening discipline and organization, creating a favorable microclimate in labor collectives;

o development of proposals on measures of social protection of employees of the enterprise during the transition to market and economic relations.

Structure

The personnel management service is formed differentially, taking into account the tasks supplied to the enterprise, and the number of the enterprise's personnel.

Includes specialists employed:

o registration of workers, reporting;

o personnel assessment, formation of reserves and training;

o planning and implementation of social development activities;

o professional training and vocational guidance;

o training of personnel (training, retraining and advanced training).

The personnel management service manages the laboratories "ACS-personnel" social research, labor organization and management, rational training centers and classrooms.

Rights and obligations of the personnel management service

The head of the personnel management service alone manages the work of the service, exercises all rights and obligations arising from the tasks assigned to the service, and bears personal responsibility for its activities.

The head of the personnel management service has the right:

o give obligatory tasks to the heads of departments and employees of the enterprise apparatus on issues related to the competence of the service;

o involve, if necessary, the employees of the departments of the management apparatus of the enterprise, in agreement with the responsible managers, to perform the tasks assigned to the service;

o receive from the divisions of the enterprise the established reporting, information and materials based on the tasks assigned to the service;

o convene in the established order meetings, seminars, participate in meetings of enterprises and other organizations on issues related to the activities of the service;

o coordinate drafts of orders, instructions and other regulations developed by the enterprise, issue information letters and documents, conduct business correspondence on issues related to the competence of the service;

o represent, without special assignment, the interests of the enterprise in state and public bodies on issues within the competence of the service;

o to check the work of units on issues related to the competence of the service;

o carry out the selection and placement of personnel in the service, approve job descriptions service workers and plans of its work;

o submit to the management of the enterprise proposals for the encouragement, bringing to disciplinary and material responsibility of employees of the enterprise and service.

The head of the service and his deputies are liable in the prescribed manner for losses caused to the enterprise and its employees by improper performance of their duties "ties.

Basic requirements for the qualifications of service personnel

HR personnel must meet the qualification requirements. Service personnel should include:

o specialists with higher education with practical experience in managerial and leadership work;

o lawyers, psychologists, sociologists, specialists in the field computing technology, organization of training and retraining of personnel.

Workplace of an employee of the personnel management service

The workplace of a personnel management employee must be responsible modern requirements, be equipped with office equipment, including UM and regulatory and methodological material.

Introduction 3

Chapter 1 Human Resource Management 5

1.1 Tasks of the personnel management service 5

1.2 The most important areas of activity of personnel management services 7

1.3 Human Resources Manager at modern conditions 11

1.4 Technology of work of personnel management services: basic

operations and procedures 16

Chapter 2 Regulation on the personnel management service 21

Conclusion 23

List of used literature 25

Appendix 27

Introduction

Relevance of the topic: the success of the enterprise (organization, firm) is ensured by the workers employed at it. That is why the modern concept of enterprise management involves the separation of a large number of functional areas management activities the one that is associated with the management of the personnel component of production - the personnel of the enterprise.

In the broadest sense, management is a purposeful impact on a certain object in order to stabilize or change its state in such a way as to achieve the set goal. The need for management arose with the development of specialization of production, an increase in its scale. It allows you to streamline and harmonize the activities of many people involved in production.

Management is the work of people aimed at organizing and coordinating the activities of labor collectives and individual workers in the process of manufacturing products and providing services. It is primarily associated with the organization of joint activities of people, with the establishment of coordinated actions within the enterprise, with the regulation of relations between the individual and the enterprise.

The purpose of the course work consider the service of personnel, its content and type of activity.

Main goals:

To reveal the main tasks of the personnel management service;

Consider the technology of work of personnel management services: basic operations and procedures;

Consider the regulation on the personnel management service.

Personnel management is a system of interrelated organizational, economic and social measures to create conditions for the normal functioning, development and effective use of the organization's human resources. The personnel management system includes such subsystems as personnel planning, recruitment and dismissal, training and development, motivation and remuneration, organization of activities, assessment and certification of personnel.

consists of an introduction, two parts, a conclusion and a list of used literature.

Chapter 1 Human Resources Management Service

1.1 Tasks of the personnel management service

The personnel recruitment and management service (personnel service) is an independent structural unit of a commercial or non-commercial organization.

Personnel management should be considered as a set of functional and instrumental tasks to activate the human factor within the organization as a whole. Personnel management tasks are independent, functionally defined management processes, the target orientation of which is determined by the social strategy, which is an integral part of the overall strategy of the production organization.

Personnel services of efficiently operating companies and, accordingly, their managers solve the following tasks:

Selection of personnel of different levels, taking into account the changes taking place with employees (marital status, office movements with changes in functions, etc.);

Training, advanced training or retraining of personnel (internship abroad, provision of special literature on the profile of activity and other channels of professional knowledge and professional skills);

Creation of optimal conditions for effective work of employees (psychological climate, comfortable workplace, food, etc., i.e. development of adequate recommendations for the management to improve the activities of the enterprise related to the working life of personnel and relations between employees, for a variety of specific situations that arise);

Social issues, i.e. care for the rest, health, housing conditions of employees, incentive and attention programs (birthdays, gifts for the holidays, benefits of various types - from a car to a trip to prestigious resorts);

Legal and disciplinary aspects of the relationship between the employee and the organization - from different types of contracts to handling complaints, conflict situationsclarification of powers;

Contacts with external organizations (labor inspectorate, legal authorities and advocacy, higher organizations, industry trade unions, educational institutions, local authorities, etc.).

The main tasks include:

Effective use of the skills and abilities of the staff;

Improvement of personnel motivation systems;

Increasing the level of job satisfaction for all categories of personnel;

Management of intra-organizational movement of personnel to the mutual benefit of employees and administration, society;

Career planning - promotion;

Influence on the creative activity of personnel, assistance in the implementation of the company's innovative plans;

Improvement of methods for assessing the performance of personnel and certification of management and production personnel, communication of personnel management with all employees.

The above tasks are the most significant for personnel management. Even a simple listing of the tasks of the personnel management service fully demonstrates their complexity, and the implementation of each of them is associated with the need for personal assessments of personnel, and tasks such as assessing the performance of personnel and certification, promotion issues are caused by many conflict situations that sometimes simply cannot be resolved within the framework of analytical procedures, since they strongly affect the emotional environment of people and are most often perceived subjectively.

The complexity and versatility of personnel management tasks imply a plurality of aspects in the approach to this important problem. There are the following aspects of personnel management:

Technical and technological reflects the level of development of a specific production, the features of the equipment and technologies used in it, production conditions, etc.

Organizational and economic contains issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc.

Legal includes issues of compliance with labor laws in the work with personnel.

Socio-psychological reflects the issues of social and psychological support of personnel management, the introduction of various sociological and psychological procedures in work practice.

Pedagogical involves solving issues related to personnel education, mentoring, work in dormitories, etc.

We can talk about competence management within the framework of personnel management as processes of assessment, control, organization of competence improvement through training, advanced training, retraining of personnel, hiring highly competent employees, etc.

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

Within the framework of the first, current personnel work is carried out: analysis of the state and planning of personnel needs, development of staffing tables, recruitment, assessment and selection of personnel; testing; planning of upcoming personnel transfers and layoffs, current accounting and control, training, retraining and advanced training, formation of a reserve for promotion, promotion of organizational values \u200b\u200band education of personnel in their spirit.

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

As the most important factor in increasing the competitiveness of an enterprise, personnel management includes the following areas:

The formation of values \u200b\u200band attitudes among personnel for a more dynamic update of all aspects of the organization's activities, the intensification of products and technologies in order to gain leading positions in the competition.

Measures to develop labor potential, which involves a set of measures for training, development of initiative, formation of a spirit of cooperation, etc. and requires the creation of organizational measures.

Realization of the potential of specialists and managers, which implies the creation of organizational conditions that encourage such implementation, ensuring a clear correspondence of the individual characteristics of the employee to the requirements of the workplace, the constant development of personal potential, etc.

Provision of personnel management activities with the necessary financial and material resources, which should be considered as a contribution that is fully justified by future returns in the form of more qualified specialists and managers.

Caring for a favorable public opinion for the enterprise, due to which the prestige of the company and the influx of new personnel are ensured, among which the most qualified and gifted can be selected.

Today, the main activity of personnel services is considered to be the formation of labor resources: planning the need for them and organizing practical measures for recruiting personnel, resolving conflicts, pursuing social policy.

Personnel management is a constant task of all managerial personnel and personnel services of enterprises for the systematic development of all aspects of management related to a person. An integrated approach to labor management at the micro level implies the following: along with the individual worker, more and more attention is paid to working group and the relationship between its participants. The impact on the control object is carried out in such a way as to ensure the full use of its potential.

1.3 HR manager in modern conditions

HR manager is a relatively new profession for Russia. Some of the functions that he performs were transferred to him from his Soviet predecessors - personnel inspectors. The latter, as a rule, carried out personnel records management and monitored compliance with the Labor Code. The HR manager does the same, but this is only a small part of his tasks.

The main goal of his activities is to combine the available human resources, qualifications and labor potential with the strategy and goals of the company. He faces a wide range of tasks. The personnel manager carries out the entire cycle of work with personnel: from studying the labor market and hiring personnel to retirement or dismissal.

He develops HR strategy, HR policy and HR planning; ensures the organization of personnel with the necessary qualifications, the required level and focus of training; analyzes human resources, predicts and determines the need for labor and specialists; conducts personnel marketing; supports business connections with employment services; plans to organize and control training, retraining and advanced training of specialists and managers; staff the organization with management, working personnel and specialists, taking into account the prospects for its development; and etc.

The HR manager acts as a defender of the interests of employees before other managers; an advisor for the latter on problems of relations with subordinates; coordinator of interaction between personnel, trade unions and administration, their consultant.

A feature of personnel management during the transition to the market is the increasing role of the employee's personality. The current situation in our country carries both great opportunities and great threats to each individual in terms of the stability of his existence. Therefore, it is necessary to develop new approaches to personnel management. These approaches are as follows:

1) the creation of a philosophy of personnel management.

2) creation of perfect personnel management services.

3) application of new technologies in personnel management.

4) the creation and development of joint values, social norms, behavioral attitudes, which regulate the behavior of an individual.

Table 1 shows the distribution of functions within the personnel service. As you can see, the tasks of the personnel management service are quite clear and specific, and most importantly, they work for the development of the organization, for the fulfillment of its goals.

Table 1 - Distribution of functions within the personnel service

Director personnel	Interior	HR manager	HR Inspector
Interaction and coordination of personnel service activities with top management Regulation of the activities of the personnel service Organization and control of the work of personnel service employees Organization of work to optimize the structure, business processes, and regulation of the company's activities. Development / optimization of assessment systems, incentives, overseeing the development and optimization of selection and training systems. Organization of coordination of system projects with line managers and top managers Organization of the internal research (job satisfaction monitoring) Assessment of the effectiveness of training Supervising work on adjusting corporate culture: organizing the release of a corporate newspaper, holding corporate events, competitions, etc.	Participation in identifying training needs Drawing up a training plan Drawing up training programs Conducting trainings and seminars Selection of trainings and training companies (if necessary) Organization of training in departments (mentoring, training in action) Participation in employee career planning Organization of receiving feedback on learning outcomes	Participation in determining the selection needs Coordination of job requirements, job description Recruiting: posting vacancies, selecting candidates, interviewing and evaluating Interaction with line managers when recruiting Selection and interaction with recruiting companies (if necessary) Participation in the development of a personnel assessment system Participation in monitoring and updating the ID, Participation in internal research Participation in work to adjust the corporate culture	Maintaining personnel records (staffing, orders, work books, employment contracts, personal files) Monitoring and updating of ID, regulations on departments Participation in the preparation of professiograms Participation in internal research Participation in work to adjust the corporate culture

The manager is the creator and main guardian of corporate culture. In fact, it is he who forms the work collective (group and personal relationships, the socio-psychological climate, the unity of methods and skills in achieving ultimate goal, personal and collective interest in the final results of labor). The personnel manager organizes the professional and socio-psychological adaptation of new specialists, organizes work on their consolidation and use; on the assessment, formation of a personnel reserve, certification of personnel, on the application of practical psychology in the regulation of organizational relationships, in the diagnosis of social situations; develops and applies modern methods of personnel management; manages personal and business conflicts and stresses; participates in ensuring psychophysiology, ergonomics and aesthetics of work; organizes work with quitting employees.

One of the most important responsibilities the personnel manager is training.

Within the framework of internal personnel management, several levels of the manager's work can be distinguished.

At the operational level, HR managers deal exclusively with individual workplaces or individual employees. At this level, highly individualized procedures are used.

The strategic level covers the global issues of human resource management and is aimed at corporate decisions regarding the future of the organization. At this level, the goals of personnel management are defined and implemented based on goals in other areas. So, in some cases, production and sales goals can be determined in the field of strategic personnel management: identifying excess personnel and their potential allows you to determine the possibility of producing certain types of goods.

Strategic personnel management assumes active actions of specialists. In industrial practice, the dominant way of thinking is focused exclusively on the problems of "bottlenecks". Thus, retraining and advanced training of personnel is started only when it is absolutely necessary. They resort to attracting personnel from outside only after "suddenly" appeared vacancies. Since the solution of all personnel issues takes a lot of time, it is imperative that long-term planning of all personnel management functions is imperative.

With that being said, the HR manager should ensure that:

First, the selection of employees, decision-making on their relocation or termination of contracts were aimed at ensuring the most complete correspondence of the individual capabilities of specialists to the complexity of the tasks assigned to them, both in the present and in the future. This correspondence between individuals and jobs must be viewed over time. People and the nature of activities are changing, therefore, constant monitoring and analysis of the trends of such changes make it possible to more reasonably approach the choice of possible career options and the necessary retraining programs.

Secondly, the personnel management service should have a certain influence on the formation of the system of tasks. It is known that various options for organizing work can be used to achieve any goals. Moreover, in some cases, there is a high level of motivation and, accordingly, job satisfaction, while in others it is not. Most effective operating organizations try to reduce to a minimum the number of hierarchical levels and bureaucratic restrictions and to maximize control over local working conditions. In order for the internal labor market to develop dynamically, personnel management specialists must offer solutions both in the design of jobs and types of activities, and in the discussion of the organizational mechanisms of the vertical and horizontal division of labor.

Thirdly, the employees of this service are directly and indirectly responsible for the effectiveness of the management information support system. Direct responsibility manifests itself in participation in decision-making on the transfer of workers from one workplace to another, in providing candidates with the necessary information and organizing appropriate training. An exclusive focus on moving "up" makes the personnel management system unnecessarily rigid and limits its capabilities. The combination of horizontal and vertical movements, which is used in many leading companies, provides great flexibility. An indirect responsibility lies in the fact that employees of HR services must communicate the content of the general corporate personnel policy to all line managers who are responsible for the selection and transfer of personnel in their departments.

1.4 Technology of work of personnel management services: basic operations and procedures

Technology is a system of consistently carried out actions (operations, procedures) that allows you to obtain a certain planned result regardless of changes in the situation and the specific content of an individual operation. The development of technology for working with personnel allows, firstly, to simplify the traditional functions associated with solving current, everyday tasks, thanks to their formulation in terms of private personnel technologies (selection, assessment, certification, personal affairs, etc.), requires less costs of manpower and resources, and most importantly - minimizes possible errors and random failures. Secondly, due to technological elaboration, it is much easier to integrate new directions of activity of personnel services (forecasting the need for personnel, reorientation to personnel development, etc.) into the overall work plan (in the form of a sequence of certain actions with a predetermined result and in interconnection with other areas activity). In the very general view they can be represented as follows (Table 2).

Personnel policy direction	Stages of work personnel service	Activity content (methods and technologies)
Development of general principles	Prioritizing work with personnel	Human Resource Participation in Organizational Policy Development
Operational support: organizational and staffing policy	Workforce planning	Assessment of available labor resources; assessment of future needs
Staffing in accordance with the structure of the organization	Selection through trials, assessment centers, interviews
Appointments and personnel transfers	Collection of information on reserve, motivation, administrative decision-making (approval in a position, promotion, demotion, transfer, dismissal)
Information policy	Creation and support of the personnel information movement system	Advertising, creation of a bank of personnel information, informing candidates about vacancies, exchange of information with specialized personnel firms
Financial policy	Formulation of principles for the allocation of funds in accordance with the strategic goals of the organization	Ensuring an effective system of labor incentives through the determination of wages, remuneration and benefits
Staff development	Development of a personnel development program	1. Career guidance 2. Socio-psychological adaptation H. Planning individual promotion 4. Formation and development of teams 5. Personnel training: general professional, specialized (with / without separation from production activities)
Performance evaluation	Analysis of the conformity of personnel policy and organization strategy	Performance Evaluation (Evaluation Center and other methods)

Thus, the development and implementation of a system of specific procedures and activities - HR technologies - seems to be the most relevant and effective means of ensuring the implementation of the new HR policy.

The concept of personnel technology includes a description of the sequence of actions to manage the behavior of people (organization personnel) in order to achieve a given result, namely: the desired state of the organization, its constituent groups and individuals.

Organization of personnel management - the structure of the personnel management system, which includes two main components:

the personnel departments themselves (functional personnel divisions);

managers of employees in the hierarchy of the organization (line managers).

When developing the technology for the work of personnel services, it is necessary, firstly, to take into account the content of the personnel management process in the context of the main functions and, secondly, to detail the actions (operations, procedures) within each of them. The development of human resources technology should be distinguished from the completely standardized procedures for working with people, which are performed by each manager in the course of management activities.

The practical embodiment of personnel technologies is found in the written rules of personnel work, explained in the instructions for the use of personnel management techniques, systematic education and training of managerial personnel, relations between the management and personnel representatives. The organization of personnel management directly affects the choice of a particular technology of personnel work. This can be schematically shown by the example of identifying possible levels of organization of work with personnel.

1st level. This is the stage where the selection, recruitment and maintenance of personnel files are carried out by the personnel department, which exclusively performs tasks related to administrative management. There is no personnel strategy or policy. The management and management team retain the primary responsibility and competence in relation to the performance of the HR function.

2nd level. At this stage, the personnel policy is developed and approved by the management. It covers all areas of activity related to personnel, and determines the behavior of managers in this area.

The HR manager is the middle or senior manager and is responsible for developing and overseeing the application of policies to the organization's personnel. The Human Resources Department is a service that deals with the administrative matters of all personnel, coordinating its activities with other departments. He actively contributes to the evolution of labor relations.

3rd level. The main concept and social strategy were developed and approved by the General Directorate. The goal of all personnel activities is to integrate them into the organization in the best possible way and to provide the best balance between the aspirations of the personnel and the requirements of the organization. Various professional categories are provided with opportunities for advanced training.

The head of the personnel department is a full member of the directorate. He takes part in preliminary consultations on all important decisions concerning the organization, gives advice on all important issues of personnel management, leads the training of personnel to the middle level, and also inspires the evolution of personnel policy.

The activities of the personnel department are closely integrated with the activities of other functional units. It provides other services high quality personnel management. Together with the head of the organization, the head of the personnel department should strive in one way or another to lead the organization to the achievement of the third level of personnel management.

The technology of personnel work includes several stages of recruiting personnel to the organization. 1. Application forms (questionnaire) 2. Inquiry 3. Interview 4. Tests 5. Physical examination 6. Hiring decision 7. Hiring offer

The activities of personnel management services are primarily based on information. These are data on candidates for employment and promotion: their professional, qualification, gender and age characteristics, medical and psychological parameters, productivity and innovative activity. This is data on the development of labor potential, remuneration and additional payments, on participation in social programs, etc. The workflow of the personnel service covers the required set of input and output forms of documents, the procedure for processing, the structure and composition of documents, the regulation of their movement through various instances inside and outside the organization ... The main documents of the personnel department are orders, labor contracts, personal cards, certificates and various reports on the personnel composition. Media for employees - conversations, conferences, meetings, work routines, job instructions, job descriptions, factory newspapers, social reports, posted advertisements, flyers, payroll calculations, etc. Means of collecting information about employees - personal files, statistics on personnel, social reports, etc. Means of informing about workplaces - descriptions of workplaces, assessment of work on them, technological maps etc.

Chapter 2 Regulations on the personnel management service

Since the personnel service is an independent structural unit reporting directly to the head of the organization, the general organization of daily activities and its constituent units is governed by special documents - regulations on units. Subdivision statements are extremely important for HR. Since it is she who coordinates the work on the management and improvement of personnel management systems. This provision regulates the appointment, place of division of the enterprise, the rights and responsibilities of employees, the form of incentives for employees of the enterprise.

The regulation on the personnel management service is a document that establishes systematically interrelated rules on issues within the competence of the body, approved by the head of the enterprise.

The personnel service regulation sets out the conditions that allow the personnel service to meet its mission and achieve the goals it faces. The regulation on divisions allows:

Carry out the formal distribution of functions and their consolidation between large divisions;

Clearly regulate the main tasks of management (labor intensity is determined, continue);

Establish strict functional relationships for each committee of management tasks;

Increase reliability by introducing qualitative and quantitative indicators (although in reality this is difficult to do, since management tasks change very often);

Increase to specify the rights of departments in terms of decision-making (either his participation, or complete absence);

Provide moral or material incentives to the employee.

The central place in the content of the document is given to the issues of the status of the Service in the integrated management system of the enterprise, the disclosure of the main directions of its activities, the general organization of the management of the Service.

The structure of the Regulation on the Personnel Management Service of the enterprise includes the following main sections:

Section 1. General Provisions.

Section 2. Tasks of the Personnel Management Service.

Section 3. Functions of the Personnel Management Service.

Section 4. Rights of the Personnel Management Service.

Section 5. Responsibility of the Personnel Management Service.

Section 6. Relationship of the Personnel Management Service (interaction of the Service with other structural divisions and officials enterprises).

An example of a Statement is presented in the Appendix.

In order to more fully take into account the specifics of the organization and the content of the activities of the Enterprise Personnel Management Service, this structure may be supplemented by other sections, for example, such as "Service Management" and "Final Provisions". Registration is carried out on the general letterhead of the enterprise.

The preparation of the Regulation on the Personnel Management Service is carried out taking into account the status of the structural unit - its place in the personnel management system of the enterprise, as well as its functional purpose. The position is approved by the head of this Service.

Conclusion

Personnel management should be considered as a set of functional and instrumental tasks to activate the human factor within the organization. Human resource management is one of the critical areas activity of the organization and is considered the main criterion of its economic success, in importance even ahead of the technical process.

This activity consists in the formation of a personnel management system, planning of personnel work, conducting personnel marketing, determining the personnel potential and the organization's need for personnel. It provides for information, technical, regulatory, methodological, legal and record keeping of the personnel management system.

The main tasks of personnel management include: helping the company to achieve its goal, providing the company with qualified and motivated employees, effectively using the skills and abilities of personnel, improving motivation systems, increasing the level of job satisfaction, developing systems for advanced training and vocational education, maintaining a favorable climate, planning career, that is, career advancement, both vertical and horizontal, improving methods for assessing staff performance, ensuring high level working conditions and quality of life in general.

The most common 3 tasks of personnel management. All personnel management services are formed on the basis of these goals, these are: staffing, effective use of personnel, professional and social development of personnel. Thus, the key component of the business is the management and motivation of personnel, as well as the development of personnel qualifications.

The technology of personnel management of an organization covers a wide range of functions from hiring to dismissal of personnel: hiring, selecting and hiring personnel, business assessment of personnel during admission, certification, selection; vocational guidance and labor adaptation; motivation labor activity personnel and their use; organization of work and compliance with business ethics; conflict and stress management; ensuring the safety of personnel; training, professional development and retraining of personnel; business career management and professional promotion; management of personnel behavior at the enterprise; management of social development of personnel; release of personnel.

So, the personnel management services of modern companies perform an extensive range of work related to the personnel of the enterprise. Performs many functions related to the selection and adaptation of personnel, stimulating the development of employees, their training, labor analysis, settlement of conflict situations in the team.

Bibliography

1. Alekhina, O. Personnel service / O. Alekhina, A. Pavlutskiy // Personnel management. - 2008. - No. 11. - S. 56-59.

2. Bizzyukova IV Personnel: selection and assessment. -M .: Moscow worker, 2004.

3. Birkenbil V.F. How to succeed in life. - M.% Interexpert, 2008.

4. Blyakhman LS, Sidorov VA Quality of work: the role of the human factor. -M., 2000.

5. Bogomolov Yu., Balatsky E., Lavrent'eva O. Regional features of qualified personnel // The Economist, 2003, 5, p. 72-82.

6. Bortsovskiy V. New aspects of the problem of raising the level of qualifications of executive personnel. -M .: Nauka, 2007.

7. Genkin, B.M. Organization, regulation and remuneration of labor for industrial enterprises... Textbook / B.M. Genkin. - M .: Publishing house: "NORMA", 2007. - 400 p.

8. Gauzner N., Ivanov N. Mikhina M. Strategy for the development of human resources in the transition to the market. - World economy and international relations., 2002, 9, p.30-46

9. Gerchikova IN, Management. -M., 2004.

10. Goncharov V.V. Looking for perfect management: A Guide for Senior Management. The experience of the best industrial firms in the USA, Japan and Western Europe. - M .: MP "Souvenir", BG. 2003.

11. Grachev MV Management of labor, theory and practice of capitalist management. Editor-in-chief N.A. Klimov - Moscow: Nauka, 2000.

12. Grachev M. V. et al. Capitalist management: lessons from the 80s. -M .: Economics, 1999.

13. Grachev M.V. Superframes. Human resource management in an international corporation. - M .: Delo LTD 2008.

14. Egorshin, A.P. Organization of personnel labor. Textbook / A.P. Egorshin, A.K. Zaitsev. - M: INFRA-M, 2008 .-- 320 p.

15. Savchenko, A. Documentation support for the creation of the personnel management service at the enterprise // Kadrovik. HR records management. - 2008. - No. 4. - p.23.

16. Spivak, V.A. Personnel management for managers. - M .: Eksmo, 2008. - 624 p.

17. Personnel management: Textbook / Ed. T.Yu.Bazarova, B.L. Eremen. - M .: UNITI, 2002. - 560 p.

application

APPROVED

Director of Omega JSC

___________________

___________________

200_ g.

POSITION

about HR service

1. General Provisions

1.1. The HR Department of the Company is an independent structural unit and is directly subordinate to the Director of the Company.

1.2. In its activities, the HR service is guided by the current legislation, regulations of the intersectoral bodies of the Russian Federation, the Charter of Omega Omega, orders and orders of the Director of the Company, and this Regulation.

1.3. The service is managed by a leading specialist who is appointed and dismissed by the Director of the Company. During the temporary absence of the leading specialist, the duties are performed by the service specialist.

1.4. A person with higher or secondary specialized education and experience is appointed to the position of a leading specialist. practical work team management.

1.5. The organizational structure, staffing and staffing of the service are approved in accordance with the established procedure.

1.6. The personnel service has its own seal and stamps of established samples.

2. Main tasks

2.1. Ensuring a unified personnel policy in the Company, preparing proposals and implementing measures for the optimal formation of management and organizational and production structures based on professional qualification requirements for personnel and in order to achieve maximum profit.

2.2. Organization of work on the formation of optimal social and labor relations in the interests of increasing production efficiency.

2.3. Participation in the development of a system of material and social incentives closely linking the results of the Company's economic activities with the contribution of each employee.

To solve these problems, the HR service performs the following functions:

3.1. In the field of organizing work on the selection, appointment and training of heads of structural divisions of the Company:

3.1.1. Development of proposals for the appointment, relocation and dismissal of managers and specialists of the Company.

3.1.2. Providing preparation necessary materials for the appointment of technical directors, deputy directors and chief accountants of the Company.

3.1.3. Formation of a reserve for promotion to management positions of the Company, organization of its training, education and internship.

3.1.4. Selection, organization of reception and movement of the Company's employees, preparation of draft orders and execution labor contracts.

3.1.5. Work with employees of the Company on personnel issues.

3.1.6 Rendering assistance in employment (retraining) to the employees of the Company who are dismissed as a result of reorganization, reduction of the number and staff.

3.1.7. Providing practical assistance to the Company's divisions in the development of regulations on departments (services), workshops and job descriptions of employees.

3.2. In the field of meeting the needs of the Company in qualified specialists, training, retraining and advanced training of employees of the Company:

3.2.1. Organization of work to study the situation with labor resources in structural divisions, development of programs to meet the needs of divisions with qualified specialists, release and employment of laid-off workers.

3.2.2. Organization of retraining and advanced training for managers and specialists at various advanced training courses in accordance with the plans of the Company.

3.2.3. Study, preparation of proposals and introduction of new areas of professional development and retraining of personnel in a market economy and the introduction of new technologies.

3.2.4. Search and development of new forms of cooperation with educational institutions of communication for training specialists for specific conditions of their future production activities in the Company and its structural divisions.

3.3. In the field of organizing accounting and reporting:

3.3.1. Formation and maintenance according to the approved forms of personal records and personal files of the Company's employees. Registration, maintenance and storage work books staff members of the Company.

3.3.2. Organization of development of vacation schedules for Company employees and control over their observance. Registration of vacations, pensions and certificates of incapacity for work, their permanent record.

3.3.3. Preparation and timely submission to statistical bodies of monthly, quarterly, semi-annual and annual reports according to the forms assigned to the service.

3.3.4. Issuance of certificates of labor activity to the employees of the Company.

3.4. In the field of organizing work to award employees of the Company with state and departmental awards:

3.4.1. Registration of materials for awarding state awards, conferring honorary titles and awarding departmental awards to employees of the Company.

3.5. In the field of social protection and wages:

3.5.1. Participation in the development of Annexes to the collective agreement.

3.5.2. Participation, together with the planning and financial service, in the development of a system of compensation and bonuses for the Company's employees.

3.5.3. Registration of the necessary documents for employees to assign them state and corporate pensions, as well as benefits to their family members in case of loss of a breadwinner.

3.5.4. Carrying out work on medical care of employees together with the labor protection group.

3.6. In other areas of activity:

3.6.1. Control over the implementation of existing laws and regulations on work with personnel in structural units.

3.6.2. Study and dissemination of advanced domestic and foreign experience in personnel management, including through publications and printing.

3.6.3. Preparation of documents for travel abroad.

3.6.4. Consideration in the prescribed manner letters, statements, complaints and appeals of citizens on issues within the competence of the service.

4. Rights and obligations

The leading specialist in work with personnel, on the basis of one-man management, manages the work of the service, exercises all rights and obligations arising from the tasks assigned to the service, and has the right to:

4.1. Involve, if necessary, employees of the Company's divisions, in agreement with the relevant managers, to perform the tasks assigned to the service.

4.2. Participate in meetings held by the Society and other organizations on issues related to the activities of the service.

4.3. To coordinate the drafts of orders, orders, instructions and other normative acts being developed, to prepare and send information materials to the shops, departments and services of the Company, to conduct business correspondence on matters within the competence of the service.

4.5. Carry out inspections of the work of structural units on the organization of work with personnel.

4.7. Submit proposals on incentives, bringing to disciplinary responsibility of the Company's employees.

4.8. To carry out the selection and placement of workers in the service. Prepare job descriptions for service employees for approval.

5. Responsibility

The leading HR specialist is personally responsible for:

5.1. Timely and high-quality performance of the functions assigned to the service.

5.2. Ensuring labor and performance discipline, labor protection and safety measures in the unit.

5.3. Compliance with the secrecy regime, non-disclosure of commercial and other information of a confidential nature.

5.4. Ensuring the safety of property and material values \u200b\u200bassigned to the service.

5.5. Use of granted rights.

The leading specialist is responsible in the prescribed manner for losses caused to the Company and its employees by improper performance of their duties.

6. Relationships and connections

The HR department constantly interacts:

6.1. With all structural divisions of the Company on the following issues:

Staffing planning and determining the need for personnel,

Recruitment of personnel, registration of employment contracts,

Relocation and dismissal of employees,

Estimates of labor activity, wages,

Awards and incentives,

Training and professional development of employees,

Registration of pensions, vacations, certificates of incapacity for work.

6.2. Planning and financial service, accounting for bonuses, allocation of funds for training, quarterly, semi-annual and annual statistical reporting.

6.3. With the leadership of the shops and services of the Society for:

Registration of employment contracts,

Creation of a reserve for filling managerial positions, selection

Candidates, formation and training of reserve groups,

Professional development and training of management personnel, including the level of middle managers,

Development, approval and implementation of tariff agreements and annexes to the collective agreement,

The positions set out in clause 6.1.

6.4. With trade union bodies on the development and implementation of annexes to the collective agreement.

6.5. With the employment authorities on the issues of employment of released employees of the Company, selection of candidates for vacant positions in the Company.

6.7. With the bodies of social protection of the population on the issues of registration of pensions for the Company's staff members.

6.8. With universities, academies, educational institutions of communication, educational centers on the organization of training, retraining and advanced training of managers and specialists of the Company.

6.9. With NPF "RTK-Garantia" on the appointment of non-state pensions.

7. Basic requirements for the qualifications of department employees

Human Resources employees must meet the qualification requirements. The personnel of the service should include specialists, as a rule, with higher education, with practical experience in managerial and leadership work.

8. Organization of work

8.1. The Service organizes its work according to plans approved by the Director of the Company.

8.2. The service in the prescribed manner submits to the Director a report on the implementation of the work plan, timely informs in cases of non-fulfillment of the planned activities.

8.3. The Service conducts office work in accordance with the procedure established by the Company.

8.4. The Service, at the request of the Company's management and on an initiative basis, timely and reliably prepares operational information, statistical data, analytical reports and other information on issues within its competence.

Leading HR Specialist __________________________

200_ g.

Agreed:

The position is familiar

In large and medium-sized organizations, management functions are performed by independent divisions, sometimes territorially isolated and having economic and administrative independence. In order to effectively coordinate their activities, their activities should be regulated by the regulations on the unit approved by the head of the organization. For small businesses, where officials implement the functions and management tasks, it is enough to develop job descriptions.

Regulations on the structural unit is the main regulatory documentregulating the purpose and place of the unit in the enterprise, its structure, the main functions and management tasks, the rights, responsibility and forms of incentives for the employees of the unit. The regulations on the department are developed and signed by the head of the department, agreed with the competent officials, communicated to the employees on receipt indicating the date of familiarization, approved by the head of the organization with the date and sealed.

Initial data for the development of the Regulations on the unit are: organizational structure; functional structure; the staffing table of the organization; classifier of management functions; managerial labor standards; standard regulations on subdivisions; workflow schemes.

The regulation on the structural unit consists of 5 sections:

• 1) general part;
• 2) functions and tasks of departments;
• 3) the rights of divisions;
• 4) the responsibility of the subdivisions;
• 5) encouragement of units.

Let's give an example model provision about the structural unit.

APPROVED General director

V.V. Clochai

POSITION

about the personnel department of the enterprise

• 1. General Provisions
• 1.1. This regulation is an internal document of Zavolzhsky Motor Plant OJSC (hereinafter referred to as the Company), which defines the functions of personnel management. The HR Directorate is an independent structural unit of the enterprise.
• 1.2. Objectives of the HR Directorate: meeting the needs of the enterprise for qualified personnel capable of efficiently and efficiently solving the assigned tasks; creating the necessary conditions for motivated and productive work.
• 1.3. The main tasks of the HR Directorate are:
• 1.3.1. Development and implementation of a personnel management strategy and personnel policy.
• 1.3.2. Meeting the needs of the enterprise for qualified personnel (selection, assessment, placement).
• 1.3.3. Development of human resources, personnel (adaptation, training).
• 1.3.4. Security efficient organization labor.
• 1.3.5. Providing staff motivation and needs.
• 1.3.6. Management of social development of the enterprise team.
• 1.3.7. Social protection of employees.
• 1.4. The Directorate is headed by the HR Director, who is appointed to the position by order of the General Director of the enterprise based on the decision of the Board of Directors on a contract basis. The HR director is a member of the executive directorate and belongs to the senior management level.
• 1.5. A person with a higher professional (engineering and economic or legal) education and work experience is appointed to the position of HR Director. leadership positions at least 5 years. The HR Director reports directly to the CEO and replaces him for the period of absence by order in accordance with the rank of the senior manager.
• 1.6. The personnel directorate includes:
  • - HR department:
  • - management of organization and remuneration;
  • - management of social and labor relations:
  • - center for personnel development and training.
• 1.7. The Human Resources Directorate in its work is guided by:
• 1.7.1. The current legislation of the Russian Federation (Civil Code of the Russian Federation, Labor Code RF, RF Tax Code, etc.).
• 1.7.2. The Articles of Association of the Company, orders, orders and instructions of the General Director and the enterprise.
• 1.7.3. Security standards environment and labor safety.
• 1.7.4. Enterprise philosophy, collective agreement, internal rules work schedule and other local regulations of the enterprise.
• 1.7.5. Methodological, normative and other guidance materials regulating the activities of the personnel directorate.
• 1.7.6. Requirements international standards ISO 9000- 9002, ISO 14001 and internal quality standards.
• 1.7.7. By this provision.
• 1.8. The reorganization of the personnel directorate is carried out by order of the general director of the enterprise on the basis of:
  • - decisions of the board of directors:
  • - administrative document of the executive directorate:
  • - changes in the nature and volume of production and economic activities:
  • - making a decision on the need to optimize the number of personnel or improve the organizational structure of management.
• 2. Functions and tasks of management

In accordance with the main tasks, the HR Directorate performs the following functions:

• 2.1. Personnel development strategy:
• 2.1.1. Development, implementation and control of personnel management strategies, as well as participation in the development of strategic programs for the development of the enterprise.
• 2.1.2. Conducting marketing research of the labor market: creating databases of graduates of educational institutions in order to attract them to work.
• 2.1.3. Participation in the formation of corporate culture.
• 2.1.4. Planning human resources: forecasting the need for personnel (demand); forecasting proposals in personnel.
• 2.1.5. Development and implementation of comprehensive personnel development programs in accordance with the goals and objectives of the enterprise.
• 2.2. Personnel policy:
• 2.2.1. Coordination of work on the implementation of youth policy.
• 2.2.2. Methodological guidance of the work of the departments for work with personnel.
• 2.2.3. Preparation of reports and information support on issues of work with personnel.
• 2.2.4. Development of corporate culture: formation and maintenance of values \u200b\u200band principles of activity; formation of personnel policy.
• 2.3. Staff recruitment:
• 2.3.1. Timely recruiting of structural divisions of the enterprise with qualified personnel.
• 2.3.2. Organization of personnel reception.
• 2.3.3. Formation of strategic and operational personnel reserves.
• 2.3.4. Recruitment and distribution (redistribution) of personnel.
• 2.4. Personel assessment:
• 2.4.1. Organization of work on certification and assessment of employees, control over their implementation and implementation of the recommendations of the commissions.
• 2.4.2. Consideration of applications, reasons causing complaints on the issues of competence of the HR Directorate, analysis of the reasons for complaints, and preparation of proposals for their elimination.
• 2.5. Personnel placement:
• 2.5.1. Keeping records of personnel, personnel movements, records of persons liable for military service, records of violators labor discipline, registration of labor agreements (contracts), maintenance and storage of work books, personal files, cards for employees of the enterprise.
• 2.6. Personnel adaptation and development:
• 2.6.1. Development and implementation of personnel development programs in accordance with the needs of the enterprise.
• 2.6.2. Human resource development.
• 2.7. Training:
• 2.7.1. Organization of work on training, retraining and advanced training of personnel.
• 2.7.2. Improvement of forms and methods of personnel training, analysis of learning outcomes and efficiency.
• 2.7.3. Obtaining a license for the right to conduct educational activities.
• 2.7.4. Development of the educational and production base, methodological support of the educational process.
• 2.7.5. Interaction and coordination of the activities of basic educational institutions.
• 2.7.6. Organization of practical training for students and students.
• 2.8. Enterprise philosophy:
• 2.8.1. Implementation of the goals and principles of the "Business philosophy of the enterprise".
• 2.8.2. Organization of the museum of history and labor glory of the enterprise.
• 2.9. Personnel structure:
• 2.9.1. Conducting examinations and approving staffing tables, monitoring compliance with staff discipline.
• 2.9.2. Planning the number of employees and the payroll.
• 2.9.3. Organization of work to streamline the number of personnel.
• 2.10. Regulation of management:
• 2.10.1. Preparation of draft internal labor regulations and monitoring their implementation.
• 2.10.2. Development of proposals for the preparation of draft collective agreements and the operating mode of the enterprise.
• 2.10.3. Ensuring that employees of the personnel directorate fulfill their job duties, environmental protection policy, internal labor regulations, general rules on labor protection, safety, industrial sanitation and fire safety.
• 2.10.4. Organizational and methodological support: regulation of personnel service management: scientific and methodological support: office work in work with personnel.
• 2.11. Scientific organization of labor:
• 2.11.1. Organization of work on the elements of the quality system.
• 2.11.2. Ensuring the normal maintenance of the building, educational, office and utility rooms, divisions of the personnel directorate, as well as the effective use of computing, organizational and educational equipment.
• 2.12. Social protection and security:
• 2.12.1. Organization and implementation of the system of social protection of employees.
• 2.12.2. Organization of work to provide social support to pensioners, former employees enterprises.
• 2.12.3. Social support for personnel: formation of a "package of flexible benefits": introduction of compulsory health insurance: state and non-state pension provision.
• 2.13. Team building:
• 2.13.1. Development of proposals for the prevention and resolution of conflict situations, reducing social tension and increasing the efficiency of the management process.
• 2.13.2. Study of the reasons for staff turnover, violations of labor discipline, development of measures to reduce turnover and strengthen labor discipline.
• 2.13.3. Interaction with the labor collective: formation of a collective agreement: regulation of labor conflicts: information support.
• 2.14. Labor motivation:
• 2.14.1. Development and implementation of forms of moral and material incentives for employees of the enterprise.
• 2.14.2. Development and implementation of areas for staff motivation.
• 2.14.3. Preparation of materials for submission to the awarding of state, departmental and factory awards and titles.
• 2.15. Remuneration of personnel:
• 2.15.1. Formation of funds for labor remuneration, depending on the results of the work of the enterprise and departments.
• 2.15.2. Work on the introduction of advanced forms of labor organization, analysis of the effectiveness of the use of personnel, methodological support for certification and rationalization of workplaces.
• 2.15.3. Development and implementation of hourly wage rates, provisions on wages, production rates, time rates and rates.
• 2.15.4. Organization of work on individual personified accounting, preparation of documents for the appointment of pensions and benefits, compulsory health insurance.
• 2.15.5. Incentives for personnel - material and non-material incentives for labor.
• 2.16. Personnel management methods: administrative, economic, sociological, psychological.
• 2.17. Organization of communications:
• 2.17.1. Organization of interaction with trade unions, council of veterans, public organizations and movements.
• 2.17.2. Interaction with the regional employment service.
• 2.17.3. Organization of evacuation measures for employees and their family members in emergency situations.
• 2.17.4. Interaction with public organizations: formation of the Youth Work Program: social work with non-working pensioners: coordination of positions with the trade union committee: work with public associations and institutions.
• 2.18. Staff efficiency:
• 2.18.1. Ensuring the rational and efficient use of funds allocated to staff in accordance with the approved budget.
• 2.18.2. Planning, control and analysis of investments in personnel: drawing up cost standards for selection, hiring, training and remuneration of personnel: budgeting costs; assessment of the effectiveness of personnel costs.
• 3. Directorate rights

The HR Directorate has the right to:

divisions of the enterprise in the field of personnel policy.

• 3.2. Establish performance indicators for the departments of the personnel management; evaluate the results of the work of managers and specialists of divisions of the directorate.
• 3.3. Determine the conditions for hiring employees of the personnel directorate units.
• 3.4. In accordance with the established procedure, represent the enterprise in various organizations and institutions on issues falling within the competence of the personnel directorate, as well as sign documents in accordance with the management regulations.
• 3.5. Publish:
  • - orders on the admission, transfer and dismissal of managers of the initial management level, specialists, employees and workers in the manner prescribed by law:
  • - orders for the promotion, imposition disciplinary action on employees for violations of labor discipline and internal labor regulations, according to the approved nomenclature of positions.
• 3.6. Conduct expert reviews of organizational structures, provisions of independent structural divisions and job descriptions.
• 3.7. Develop a management structure for the personnel directorate.
• 3.8. Approve:
  • - provisions on independent structural units and job descriptions for middle managers of the HR Directorate:
  • - programs for the development, training and advanced training of personnel:
  • - other documents in accordance with the approved regulations.
• 3.9. Organize and conduct meetings on matters within the purview of the HR Director.
• 3.10. Provide employees of the enterprise, upon their request, with unpaid leave (for a period exceeding 1 month).
• 3.11. Require the heads of structural divisions to provide timely information necessary for the activities of the HR Directorate.
• 4. Directorate responsibility

The HR Directorate is responsible for:

• 4.1. Development and implementation of an effective personnel management system.
• 4.2. Compliance with applicable labor legislation, labor agreements (contracts) and collective agreement.
• 4.3. Timely staffing of structural units, rational use of personnel.
• 4.4. Personnel development, training and professional development.
• 4.5. The effectiveness of the application of measures of moral and material incentives for workers.
• 4.6. Compliance with the management itself and subordinates of the rules of labor protection, safety, industrial sanitation, fire safety and internal labor regulations.
• 4.7. Maintaining commercial secrets and maintaining confidentiality of information in the interests of the enterprise.
• 4.8. Untimely and low-quality provision of information and performance of functions and management tasks.
• 4.9. Irrational use of labor, financial, material, information and technical resources.
• 5. Relationship with other structural units
• 6. Encouragement
• 6.1. For the timely and high-quality performance of functions and tasks, employees of the personnel directorate can be encouraged by all measures, in accordance with the Labor Code of the Russian Federation (Articles 144, 191), by order of the personnel director. They can: declare gratitude; issue a prize; award a valuable gift, a certificate of honor; submit to the title of the best in the profession; establish various bonus systems, stimulating additional payments and allowances.
• 6.2. The indicators of the quality of labor of employees of the personnel directorate are: the quality and timely implementation of labor contracts, the reliability of decisions made, the level of labor and executive discipline, the quality of paperwork.
• 6.3. Personnel Directorate employees are rewarded for completing following indicators: fulfillment of the labor plan (number and payroll): staff turnover (the ratio of the number of those who quit to the total number of staff), average wage per 1 employee, the level of labor discipline (the ratio of the number of cases of violation of discipline to the total number of personnel): the ratio of the number of workers and employees.

HR Director _ Yu.N. Khrisanov

Agreed:

Legal department _ V.P. Kudrin

Figure: 10.2.

Name structural subdivisions	Human Resources Directorate
	entrance information (gets)	weekend information (gives out)
1. General Directorate	1. Strategic development plan. 2. Annual plan of social and economic development. 3. Target settings for working with personnel (strategy, orders, instructions)	1. Section "Personnel development strategy". 3. Annual report on work with personnel
2. Technical Directorate	1. Plans for the introduction of new equipment and technology. 2. Production reconstruction programs. 3. Plans and standards for the quality of products, works and services	1. Long-term plans of the need for engineering and labor personnel. 2. Plans for labor and work with personnel. 3. Training programs and certification of personnel for quality
3. Directorate for Economics and Finance	1. Budget (estimate of income and expenses) of the HR Directorate. 2. Fund for staff wages. 3. Financial resources by budget items (materials, equipment, furniture, software, literature, etc.)	1. Executive estimate of income and expenses. 2.Staff of the enterprise. Regulations on wages and bonuses. 3. Legal and financial documents (employment contracts, business contracts, invoices, sales receipts, etc.)
4. Directorate for Marketing and Commerce	1. Marketing plan of the enterprise for the current year: market analysis, product description, promotion channels, pricing. 2. Plan of material and technical supply of the enterprise. 3. Plan commercial activities enterprises (sales of products)	1. Labor market analysis and labor requirements. 2. Applications for the supply of furniture, equipment, computer technology, materials and educational literature. 3. Seminars for professionals on consumer behavior, negotiation techniques and sales techniques

5. Production management	1. Annual plan of production (release) of products according to the nomenclature. 2. Plans (reports) for the modernization of production and certification of workplaces in workshops and sections. Work with other structural units is systematized in tabl. 10.1.

In large and medium-sized organizations, management functions are performed by independent divisions, sometimes geographically separate and having economic and administrative independence. In order to effectively coordinate their activities, their activities should be regulated by the regulations on the department, approved by the head of the organization. For small businesses, where officials implement the functions and management tasks, it is enough to develop job descriptions.

The regulation on the structural unit is the main regulatory document governing the purpose and place of the unit in the enterprise, its structure, main functions and management tasks, rights, responsibilities and forms of incentives for the employees of the unit. The regulations on the department are developed and signed by the head of the department, agreed with the competent officials, communicated to the employees on receipt indicating the date of familiarization and approved by the head of the organization with the date and sealed.

The initial data for the development of the Regulations on the department are: organizational structure, functional structure, staffing of the organization, classifier of management functions, standards of managerial work, standard regulations on departments, workflow schemes.

The regulation on the structural unit consists of five sections:

1. General part.

2. Functions and tasks.

3. Subdivision rights.

4. Responsibility of departments.

5. Incentives for units.

APPROVED

CEO

V.V. Clochai

Regulations on the directorate for personnel of the enterprise1

General Provisions

1.1. This regulation is an internal document of Zavolzhsky Motor Plant OJSC (hereinafter referred to as the Company), which defines the functions of personnel management. The HR Directorate is an independent structural unit of the enterprise.

1.2. The goal of the HR Directorate is: “Meeting the needs of the enterprise in qualified personnel capable of efficiently and efficiently solving the assigned tasks; creating the necessary conditions for motivated and productive work.

1.3. The main tasks of the HR Directorate are:

1.3.1. Development and implementation of a personnel management strategy and personnel policy.

1.3.2. Meeting the needs of the enterprise for qualified personnel (selection, assessment, placement).

1.3.3. Development of human resources, personnel (adaptation, training).

1.3.4. Ensuring effective work organization.

1.3.5. Providing motivation and staff needs.

1.3.6. Management of social development of the enterprise team.

1.3.7. Social protection of employees.

1.4. The Directorate is headed by the HR Director, who is appointed to the position by order of the General Director of the enterprise based on the decision of the Board of Directors on a contract basis. The HR director is a member of the executive directorate and belongs to the senior management level.

1.5. A person who has a higher professional (engineering and economic or legal) education and at least 5 years of experience in managerial positions is appointed to the position of HR Director. The HR Director reports directly to the CEO and replaces him for the period of absence by order in accordance with the rank of the senior manager.

1.6. The personnel directorate includes:

hR department,

management of organization and remuneration,

management of social and labor relations,

center for personnel development and training.

The organizational structure of the Directorate is shown in Fig. 2.3.2.

Note: The total number - 175 staff units, including: managers - 42 units, specialists - 107 units, office workers - 3 units, workers - 23 units.

Figure: 2.3.2. Diagram of the organizational structure of the personnel directorate of JSC "Zavolzhsky Motor Plant" (2003)

1.7. The Human Resources Directorate in its work is guided by:

The current legislation of the Russian Federation (the Civil Code of the Russian Federation, the Labor Code of the Russian Federation, the Tax Code of the Russian Federation, etc.).

The Articles of Association of the Company, orders, orders and instructions of the General Director and the enterprise.

1.7.3. Environmental and Occupational Safety Standards.

1.7.4. The philosophy of the enterprise, the collective agreement, the internal labor regulations and other local regulations of the enterprise.

Methodological, normative and other guidance materials regulating the activities of the personnel directorate.

The requirements of international standards ISO 9000-9002, ISO 14001 and internal quality standards.

By this provision.

1.8. The reorganization of the personnel directorate is carried out by order of the general director of the enterprise on the basis of:

decisions of the board of directors;

administrative document of the executive directorate;

changes in the nature and volume of production and economic activities;

Making a decision on the need to optimize the number of personnel or improve the organizational structure of management.