home » Ideas » Personnel planning on the example of a state transport enterprise. Personnel planning at the enterprise (on the example of a municipal enterprise in

Personnel planning on the example of a state transport enterprise. Personnel planning at the enterprise (on the example of a municipal enterprise in

Aiming to provide jobs at the right time and at the right time required quantity in accordance with the abilities, inclinations of employees and the requirements.

HR planning presents a complex problem involving a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the national market.

Workforce planning should include opportunity feedback because if the plan cannot be met, it is often necessary to adjust the company's objectives to make them feasible in terms of human resources.

Goals of workforce planning

Goals of workforce planning should be formulated systematically. These include the goals of the organization and the goals of its staff. When planning goals, consider legal regulations, as well as the initial principles of the organization's policy. The goals and objectives of personnel planning are schematically presented in Figure 12.

Rice. 12. Goals and objectives of the organization's personnel planning

Stages goal planning process are: the search for goals, analysis of goals and their ranking, assessment of implementation opportunities, selection and implementation of goals, control and revision (Fig. 13).

Rice. 13. Human resource planning process

Effective workforce planning should answer the questions:

How many workers, what skills, when and where will be required?
How best to attract the right one and reduce or optimize the use of redundant staff?
How to effectively use staff in accordance with their abilities, changes and intrinsic motivation?
How to provide conditions for staff development?
What costs will the planned activities require?

Stages and types of personnel planning

According to the timing, personnel planning is divided into:

long-term (forecast of 3 or more years)
short term (no more than 1 year)

Let's consider long-term and short-term personnel planning in more detail.

Long-term workforce planning

The tool for long-term workforce planning is human resource plan, which, as a rule, involves an attempt to forecast 3-5 years ahead.

The company must assess the demand for labor, potential supply opportunities and the state of external environment activities. Through the interaction of all these factors, a human resource plan is drawn up, indicating how many and what kind of workers may be required in the future.

The main points to be taken into account are the following:

Creation of a personnel planning group of the company, including managers responsible for performing the main functions in the company.

2. The tasks of human resources in achieving the goals of the company, taking into account:

capital equipment plans (recorded on the company's balance sheet);
reorganizations, such as centralization or decentralization;
changes in the range or volume of products;
financial restrictions.

3. Characteristics of the use of human resources, in particular:

the number of employees of different categories;
calculation of staff turnover for each category of employees and analysis of the impact of high or low rates of staff turnover on the efficiency of the company;
amount of overtime work performed;
assessment of the performance of current staff and their potential;
the overall level of wages in comparison with the level of wages in other companies.

4. The external environment of the company:

the situation with the recruitment;
demographic trends;
local housing and transportation plans;
national agreements regarding working conditions;
state policy in the field of education, retirement, provision of regional subsidies, etc.

5. Potential supply in the labor market, in particular:

the impact of local immigration and emigration;
the consequences of recruiting and firing excess labor by local companies;
the possibility of recruiting those categories of workers that are not currently recruited, for example, part-time workers.

After considering and coordinating all these factors, it is possible to draw up human resource plan, reflecting in detail exactly how many workers in terms of number, functions, qualifications, places of work and placement should be used at different stages of the future period. The plan should reflect:

a list of places of work and positions that may appear, undergo any changes or be abolished;
to what extent is it possible to reshuffle or retrain personnel;
necessary changes at the level of both middle and senior managers;
vocational training needs;
recruitment programs, redundant staff reductions or seniority termination programs;
opportunities for feedback if it is necessary to adjust the plan or objectives of the company;
measures provided to deal with any staffing problems due to shortages or surpluses of labor (for example, early retirement or other staff reduction procedures).

Short-term workforce planning

Short-term workforce planning, as a rule, is carried out on the basis of a short-term workforce plan or an operational plan, which is designed for a period of not more than one year and is more common in practice than a human resource plan.

Operational plan of work with personnel - it is detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, recruitment, adaptation, use, training, retraining and advanced training, business career, personnel costs, release) featured a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

To develop an operational plan for working with personnel, it is necessary to obtain data using specially designed questionnaires:

on the permanent composition of employees (name, patronymic, surname, place of residence, age, time of entry to work, etc.);
on the structure of personnel (qualification, gender and age, national structure, specific gravity disabled people, the proportion of workers, employees, skilled workers, etc.);
on staff turnover;
about the loss of time due to downtime, due to illness;
on the length of the working day (full or part-time, working in one, several shifts or night shift, duration of holidays);
on the wages of workers and employees (wage structure, additional wages, allowances, payment according to the tariff and above the tariff);
on social services provided by the state and organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).

Questionnaires should be designed in such a way that, along with productive purposes, they can serve personnel planning.

Personnel information must meet the following requirements:

be simple - contain as much data and only to the extent that and to what extent is necessary in this particular case;
be visual - information must be presented in such a way as to make it possible to quickly determine the main thing, and not hide it behind verbosity. To do this, use tables, graphs, color design of the material;
be unambiguous - the information must be clear, in their interpretation there must be semantic, syntactic and logical unambiguity;
be comparable - information must be given in comparable units and attributed to comparable objects both within the organization and outside it;
be successive - information about personnel submitted for different time periods must have the same calculation method and the same presentation forms;
be up-to-date - information must be fresh, up-to-date and timely, i.e. presented without delay.

Personnel planning

The initial stage of the workforce planning process is staffing planning. It is based on data on available and planned, a plan for carrying out organizational and technical measures, staffing and a replacement plan vacancies(Fig. 14).

Rice. 14. Personnel planning scheme

When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended.

Exists four categories of workers for which planning is underway:

current staff;
Beginners;
Potential employees;
Personnel who left the organization.

In relation to each of these categories, the company's management must take different actions (Table 11).

Actions taken by managers in relation to personnel

TO the benefits of workforce planning can include the following:

An organization is better prepared to deal with the effects of a changing external operating environment.
Carefully identifying possible future human resource needs helps an organization find new and more effective ways to manage by human resourses
An organization can avoid both a surplus and a shortage of employees.
Planning will help the organization establish and further develop staff training and leadership succession programs.
Management will be forced to critically assess the strengths and weak sides the company's human resources and personnel policy.
It will allow avoiding duplication of efforts of company employees and improve their coordination and integration in the performance of work.

Personnel planning methods

In personnel planning, there are quantitative and qualitative indicators.

Quantitative planning uses the following methods:

balance method is based on the mutual linking of the resources available to the organization and the needs for them within the planning period. Such a plan is a two-sided budget table, in one part of which the sources of resources are reflected, and in the other - their distribution.
Normative method. Its essence lies in the fact that planned assignments for a certain period, the cost rates of various resources per unit of output are included.
Statistical method establishes the dependence of the indicator under consideration on other variables.

In qualitative planning, the following methods are distinguished:

Peer review method. To do this, an expert is involved who analyzes planning problems and combines the available planning variables and quantities that affect these variables. Based on the expert's recommendations, planning goals are formed, experts can be either specialists in the field of personnel planning or managers.
Group assessment method. In this case, groups are formed that jointly develop action plans aimed at solving the set tasks. Such methods include, for example, brainstorming.
includes expert and group methods. First, a set of experts who are independent of each other are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

Introduction

Today, an increasing number of companies single out personnel planning or human resource planning as an independent activity of personnel services.

HR planning becomes an essential element personnel policy, helps in defining its objectives, strategy and goals, contributes to their implementation through appropriate activities. The purpose of planning is to provide a firm or company with the necessary workforce and determine the inevitable costs. This situation causes, first of all, the need to shift the center of gravity in personnel planning to a more qualitative definition of professional and qualification structures and composition of personnel, involves tracking changes in the professional and qualification structure of personnel and, most importantly, is designed to identify future needs for labor force, determine their quality. and quantitative indicators in the early stages.

The purpose of this work is to study the organization of personnel planning at the enterprise, as well as to consider the practical application of planning the need for personnel on the example of CJSC "Techno"

To achieve this goal, the following tasks were set:

definition of the essence and content of personnel planning, namely:

The concept of the role of personnel planning in the organization's management system,

Identification of the goals and objectives of personnel planning,

Consideration of the factors that determine the need for staff,

The study of methods for predicting the needs for human resources,

Determination of personnel planning methods;

2) to analyze the features of personnel planning on the example of the enterprise CJSC "Techno";

2. FEATURES OF HR PLANNING AT THE ENTERPRISE CJSC "TECHNO"

2.1. Analysis of the effectiveness of CJSC "Techno"

For a convenient analysis of the effectiveness of CJSC Techno, we will compile a table of the dynamics of technical and economic indicators for the period from 2006 to 2008 inclusive.

Table 1.

"Dynamics of technical and economic indicators of CJSC "Techno" for the period from 2006 to 2008"

Index		Values	Deviation		Values	Deviation
			absolute	relative, %		absolute	relative, %
Sales volume in value terms	thousand roubles.
Number of workers AUP employees
Working out per worker per one AUP employee
Total annual payroll including AUP employees	thousand roubles.
Average annual salary of workers AUP employees
Number of equipment
Revenues from sales
Cost
Costs per 1 ruble of services sold
Profit from sales
Profitability
Index of labor productivity growth exceeding wage growth rates

Based on Table 1, we analyze the effectiveness of CJSC "Techno"

Let's consider the sales volume indicator. Compared to 2006, the volume of sales in 2007 increased slightly, by only 257 thousand rubles, and its relative growth amounted to 3%. In 2008, the volume of sales of services increased by 2279 thousand rubles. The relative increase was 25.76%.

The indicator of the number of working personnel in 2008 decreased by 9 people, relative to 13.43%. In 2009, the figure does not change. At the expense of employees of administrative and managerial personnel, we can say that their number has remained unchanged for three years. The reasons for this stability are: the seasonal nature of the work does not affect the APM; established friendly team; these frames are always needed, regardless of the amount of work. Reasons for the decrease in the number of working personnel:

the equipment of the enterprise has improved, as a result of which fewer workers are required;

not high wages;

low hourly rate, etc.

The indicator of output per worker in 2007 increased by 24.32 thousand rubles, increased by 18.97%. In 2008, this indicator increased by 39.29 thousand rubles, i.е. it increased by 25.76%. In 2007, the output per employee of the AUP increased insignificantly by 19.76 thousand rubles. Therefore, the indicator increased by 3%. In 2008, it increased by 175.32 thousand rubles, respectively, by 25.77%. The reason for this sharp increase was the growth in the volume of sales of services. The output indicator depends directly on the volume of sales and inversely on the average headcount.

The table shows that the annual wage fund grows in proportion to the growth in the volume of sales of services. In 2007, the annual payroll increased by 40,000 rubles in total, or by 1.08% in relative terms. For 654 thousand rubles. this figure increased in 2008, i.е. by 17.5%. In 2007, the annual payroll fund for AUP employees increased by 80,000 rubles, relative to 10.39%. In 2008, the indicator increased by 16.12%, which amounted to 137 thousand rubles.

The average annual salary has also increased accordingly. In total, this indicator increased in 2007 by 9.25 thousand rubles, increased by 16.77%. In 2008, the average annual salary of workers increased by 75.69 thousand rubles, relative to it increased by 17.51%. In 2007, the average salary for AUP employees increased by 6.15 thousand rubles. Consequently, the indicator increased by 10.38%. In 2008, it increased by 10.54 thousand rubles, i.е. by 16.12%. The average annual wage depends on the annual payroll.

The number of equipment at the enterprise in 2006 and 2007 remains unchanged - 47 units. And in 2008 it increases by 4 units and amounts to 51 units of equipment. Relatively, the indicator increased by 8.51%. The reason for the purchase of new additional equipment was the need to improve the speed and quality of the work performed by the enterprise.

Sales proceeds in 2007 increased slightly by 214 thousand rubles, increased by only 3%. In 2008, this figure increased by 2210 thousand rubles, relative to it increased by 28.84%. The reason for the sharp increase in sales revenue was the growth in the volume of sales of services, because. The former is directly proportional to the latter.

The cost of services in 2007 increased by 4%, which amounted to 276 thousand rubles. In 2008, it increased by 1693 thousand rubles, i.e. by 22.6%. The increase in the cost of services is due to the fact that prices for necessary materials raw materials that are used in the process of performing work by the enterprise. In 2008, the cost deviation is greater than in 2007, because new equipment was purchased.

Costs per ruble of services sold increased in 2007 not by 0.01 ruble, i.e. per penny, relatively - by 1.23%. This means that in 2007, compared to 2008, the company spent more money for the sale of services per ruble. In 2008, this indicator decreased by 2.44%, which amounted to 2 kopecks. This result suggests that in 2008 the company spent less money for the production of services by one ruble. This indicator is directly proportional to the volume of sales and inversely proportional to the cost of services.

Profit from sales in 2007 decreased by 34.07%, which amounted to 62 thousand rubles. The change in the indicator was affected by the growth in the cost of services and a slight increase in revenue from the sale of these services, as well as this year, the costs per 1 ruble of services sold increased. In 2008, the profit from sales increased by 47.5%, which amounted to 417 thousand rubles. Significant growth this indicator can be explained by the fact that the cost deviation from 2007 (22.6%) turned out to be less than that of the sales proceeds (28.84%). It is also caused by a decrease in the cost of 1 ruble of services sold.

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In the theory of forecasting developed various methods, which can also be used to predict staffing needs. Methods for forecasting staffing needs can be based either on judgments (assessments of managers and the Delphi method), or on the use of economic and mathematical methods.

In personnel planning, quantitative and qualitative indicators are distinguished.

Qualitative need, i.e. need by categories, professions, specialties, level qualification requirements to personnel, is calculated based on the total organizational structure, as well as organizational structures of departments.

In qualitative planning, the following methods are distinguished:

1) Method of peer review. To do this, an expert is involved who analyzes planning problems and combines the available planning variables and the quantities that affect these variables. Based on the expert's recommendations, planning goals are formed, experts can be either specialists in the field of personnel planning or managers.
2) The method of group assessments. In this case, groups are formed that jointly develop action plans aimed at solving the set tasks. Such methods include, for example, "brainstorming".
3) The Delphi method includes expert and group methods. First, a set of experts who are independent of each other are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.
4) Modeling methods usually provide a simplified view of the staffing needs of an organization. As the input changes, staffing forks can be checked for different staffing scenarios.

The quantitative need for personnel is planned by determining its estimated number and its comparison with the actual supply for a certain planning period. Distinguish:

- total need - the entire number of staff that is needed (gross need for staff);
- additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise (net need for personnel).

Quantitative planning uses the following methods:

1. The balance method is based on the mutual linking of the resources available to the organization and the needs for them within the planning period. Such a plan is a two-sided budget table, in one part of which the sources of resources are reflected, and in the other - their distribution.
2. Normative method. Its essence lies in the fact that the basis of planning targets for a certain period includes the rates of expenditure of various resources per unit of output.
3. Statistically, the method establishes the dependence of the indicator under consideration on other variables (extrapolation is the simplest and most frequently used method, which consists in transferring the current situation (proportions) into the future).

Allocate methods for determining the required number of personnel of the enterprise.

There are several basic methods for calculating the quantitative need for personnel.

A method based on the use of data on the time of the labor process. Data on the process time make it possible to calculate the number of pieceworkers or time workers, the number of which is determined directly by the complexity of the process.

Service rate calculation method. In foreign literature, the "unit-method", showing the dependence of the calculated number on the number of serviced machines, units and other objects.

Calculation method for jobs and headcount standards. As a variation of the method of service standards, since both the required number of employees in terms of the number of jobs and the headcount standards are set on the basis of service standards.

To calculate the number of personnel, some statistical methods are used: stochastic methods; methods of expert assessments.

Stochastic calculation methods are based on the analysis of the relationship between the need for personnel and other variables (for example, production volume). Data for the previous period are taken into account and it is assumed that the need in the future will develop according to a similar relationship.

The following stochastic methods are most often used: calculation of numerical characteristics; regression analysis; correlation analysis.

The calculation of numerical characteristics is used, as a rule, in the case when the need for personnel is largely related to any factor and this relationship is quite stable: production volumes; complexity of repair, etc.

Regression analysis involves the establishment of a linear relationship between the number of personnel and the factors influencing it.

Correlation analysis establishes the tightness of the relationship between several parameters. This may be a relationship that determines the degree of influence of any parameter (for example, the volume of production or services) directly on the number of personnel.

The application of methods of expert assessments is carried out using the experience of specialists and managers. These methods are divided into simple and extended assessment, including both single and multiple peer review.

In a simple assessment, the need for personnel is assessed by the head of the relevant service. The method does not require any significant costs, its lack of subjectivity.

Extended expert review carried out by a group of competent workers (experts).

These methods allow you to determine the overall need for staff. A more important value for personnel planning is the actual need for personnel, the calculation of which takes into account the need to cover planned or unscheduled departures of personnel and planned receipts. As a planned income, the return of employees after training, military service, long vacation, etc. is considered.

Planned disposal - it is possible to predict with a certain accuracy and take measures in advance to accept or reshuffle employees; reduction in the number of employees due to the reorganization of production or services, the reorganization of the organizational structure; sending employees for training, internships, etc.; conscription into the army; retirement.

Unscheduled retirement - is difficult to plan: dismissal due to own will or at the initiative of the administration; prolonged illness; additional holidays; unplanned retirement, etc.

Stages of personnel planning.

The workforce planning process consists of four main steps:

Stage 1. Personnel planning is based on the strategic plans of the organization. Based strategic plans The organization is considering a human resource plan.
Stage 2. Statement of the personnel problem: the required amount of labor (by positions and specialties) and its quality (level of knowledge, experience, skills) for a given production program and organizational structure of the company.

Various methods are used for this, including “photography” of the workplace, questionnaires and interviews with employees.

Stage 3. Assessment of the company's human resources in three directions:
- - assessment of the state of available resources (quantity, quality, labor productivity, turnover, merit, competence, workload, etc.);
- - grade external sources(employees of other enterprises, graduates educational institutions, students;
- - assessment of the potential of these sources (qualitative reserves of resource development).
- - assessment of compliance with requirements and resources (currently and in the future), which corrects the quantitative and qualitative need for personnel.
Stage 4. Develop action plans to achieve the desired results, so as to implement the necessary adjustments.

There are four ways to reduce the total number of employees:

- reduction of production;
- expiration of the term of work;
- an incentive to retire early;
- motivation for voluntary resignation from office.

Types of personnel planning.

Depending on the purpose, term, functions of personnel management subsystems, several types of personnel planning can be conditionally distinguished:

- strategic - long-term (forecast from 3 to 10 years)
- tactical - medium-term (from 1 year to 3 years)
- operational - short-term (no more than 1 year)

In strategic workforce planning we are talking about about problem-oriented, long-term planning (from 3 to 10 years).

Depends on external factors (economic, social, technological development, etc.).

Is integral part strategic planning organization, more detailed and the basis of tactical planning.

Tactical planning is a medium-oriented transfer of personnel strategies to specific problems of personnel management (from 1 to 3 years). Strictly focuses on the goals stated by strategic personnel planning.

The details of personnel events are recorded in more detail.

It is a kind of bridge between the strategic and operational plan.

Operational personnel planning is short-term (up to 1 year), focused on achieving individual operational goals.

It consists of clearly defined goals and specific measures necessary to achieve them, and the allocated material resources, indicating their type, quantity and time.

The operational plan for working with personnel is detailed by time (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training, retraining and advanced training, business career, personnel costs, release) featured a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

Personnel controlling and personnel planning.

Control as a function of leadership is always aimed at specific tasks and is an integral part of the purposeful process of making personnel decisions. Control may concern personnel processes and their results.

The function of controlling is to coordinate goal setting, planning, control and information.

The goals of personnel controlling include: support for personnel planning; providing a guarantee of reliability and improving the quality of information about personnel; ensuring coordination within the functional subsystems of the personnel management system, as well as in relation to other functional subsystems of the organization (for example, production management, etc.); increasing flexibility in personnel management through timely identification of shortcomings and risks for personnel work etc.

The tasks of personnel controlling include the creation of personnel information system, as well as an analysis of the available information in terms of its significance for personnel service. Tasks may consist, for example, in checking the effectiveness of individual personnel subsystems (functions), and especially in the control and analysis of personnel costs.

Personnel planning on the example of a state transport enterprise. Personnel planning at the enterprise (on the example of a municipal enterprise in

Goals of workforce planning

Stages and types of personnel planning

According to the timing, personnel planning is divided into:

Personnel planning

Personnel planning methods

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