Introduction

The purpose of undergraduate practice is to consolidate the theoretical knowledge gained in the educational process, to obtain professional skills and skills in organization at the enterprise, which is the object of practice and the collection of initial data for graduation design.

The subject of research in the work is the methodological aspects of managing competitiveness and advantages in an unstable environment, as well as the possibility and expediency of their application on a specific example. The object of pre-graduation practice is CJSC "Orion".

To achieve this goal, it is necessary to achieve the following tasks:

analyze the features of the staffing at the object of study;

consider the basic principles and features of the personnel management system existing at the enterprise;

on the basis of the analysis, identify the shortcomings of the personnel management system and develop measures to eliminate them.

To solve the tasks and achieve the goal of the study, the following methods were used: 1) calculation-constructive;

) economic and statistical; 3) graphic; 4) monographic; 5) abstract-logical.

The material for this study was educational and methodological literature, analytical articles on the promotion and development of personnel published in thematic publications, as well as data on personnel and the system of its promotion and development of Orion CJSC. For the analysis of the enterprise, we used financial statements for 2009-2011, as well as statistical information on personnel movement indicators.

1. Brief description of the enterprise CJSC "ORION"

Closed Joint-Stock Company"Orion" (hereinafter referred to as the "company") was established in accordance with the Civil Code of the Russian Federation, the Federal Law of the Russian Federation "On Joint Stock Companies" based on the decision of the founders.

Society is commercial organization. It has an organizational and legal form in the form of a closed joint stock company.

Society is legal entity. The rights and obligations of a legal entity are acquired by the company from the date of its state registration. The Company has a seal with its name, brand name (symbols), settlement and other accounts in rubles and foreign currency in banking institutions.

The Company is liable for its obligations only to the extent of its property. Members of the company bear the risk of losses associated with the activities of the company within the value of the contributions made by them to the authorized capital.

The Company independently carries out its economic and other activities on the basis of contracts or other forms of obligations and freely chooses their subject matter.

The main purpose of the company is the entrepreneurial activity of the participants of the company for profit.

To achieve this goal, the company, in accordance with the procedure established by law, carries out the following activities:

Repair, adjustment and installation technological equipment;

Freight and passenger transport services in the Russian Federation, near and far abroad countries;

Motor transport services;

Repair, pre-sale preparation and sale of moving vehicles and mechanisms of domestic and foreign brands;

Opening, maintenance, operation of gas stations and retail sale through them of all types of liquid fuels and lubricants;

Manufacture of products for industrial purposes and the manufacture of consumer goods.

The authorized capital of the company is divided into shares of the founders. The property is formed at the expense of sources: monetary and material contributions of the founders, forming the initial authorized capital, income from the sale and redemption of securities, bank loans and other loans, capital investments and subsidies from budgets, other legal sources.

The founders make contributions to the authorized capital made in cash (the amounts are specified in memorandum of association). The management bodies of the Company include:

Meeting of founders;

Executive Directorate.

The supreme management body of the Company is the meeting of founders.

The Company creates a reserve fund in the amount of 10% of the authorized capital. The reserve capital is formed by deductions from profits until the specified amount of capital is reached.

Sources of formation financial resources company is profit, depreciation, funds received from the sale of securities, additional contributions from members of the company, contributions from organizations, citizens, and other income.

2. Analysis of financial and economic performance of the enterprise

In this subsection of undergraduate practice, we will analyze the volumetric and qualitative indicators of the activities of Orion CJSC and consider the obtained indicators in dynamics.

Let's analyze indicators of volume and structure of proceeds of CJSC "Orion" for 2009-2011. (table 1 and 2).

Table 1 - Revenue (thousand rubles)

Name of products, works, services	Cost estimate, thousand rubles			Dynamics, %
Installation and adjustment of process equipment
Products
Other services

The indicator of sales revenue increased in 2011 by almost 300% compared to 2009, in absolute terms, the increase amounted to 184,884 thousand rubles.

Growth was mainly due to an increase in revenue from the main activity of the enterprise - installation and adjustment of process equipment. At the same time, the indicator of proceeds from the sale of other services in 2011 compared to 2009 decreased.

Such dynamics shows that the analyzed enterprise deliberately and systematically refuses secondary activities, strengthening its presence in one, the most important and demanded area of ​​activity.

Table 2 - Structure of revenue (%)

The main (largest) source of income remains the installation and adjustment of technological equipment, which confirms the profile of the organization. It should be noted that during the analyzed period, the revenue structure changed in favor of the main activity profile of the analyzed enterprise, while the share of revenue from the sale of products and the provision of other services decreased from 3.63% in 2009 to 2.2% in 2011.

Table 3 - Expenses for ordinary activities (thousand rubles)

The amount of expenses in 2011 compared to previous periods for all indicators. The overall growth of expenses in 2011 compared to 2009 increased by 161,409 tr. or 319%. The greatest growth is demonstrated by labor costs, which in comparison with 2009 in 2011 amounted to almost 430%. The absolute increase was 15086 tr. The growth rate of costs exceeds the growth rate of sales proceeds, which indicates a decrease in the profitability of sales.

Table 4 - Expenses for ordinary activities (by cost elements) (%)

Based on the data presented, the following conclusions can be drawn:

The share of material costs decreased by 2% compared to 2010. At the same time, the share of labor costs (+2.2%) and depreciation (+0.1) increased. The dynamics of indicators is characterized as positive and indicates an increase in the added value of installation and adjustment works (excluding inventories and involved works, services) and an increase in the composition of own fixed assets.

Consider the profitability of CJSC "Orion" for 2009-2011. (table 5).

An analysis of the formation of profit in an enterprise consists of studying financial results and analyzing factors that affect the magnitude and structure of changes in profit.

Analysis of the financial performance of a trade organization begins with an assessment of gross income.

Table 5 - Profitability indicators (thousand rubles)

Name
Revenue from the sale of goods, etc. minus VAT, etc.
Cost of sold goods, products, services
Gross profit
Selling expenses
Management expenses
Profit (loss) from sale
Interest receivable
Other income
other expenses
Profit (loss) before tax
Current income tax
Net profit

Based on the data in the table, it should be noted that during the analyzed period, the proceeds from the sale of products increased by almost 3 times compared to 2009. At the same time, the cost of production increased at a faster pace and increased in 2011 compared to 2009 by 3.2 times.

Net profit increased by 92% in 2011 compared to 2009.

Next, we will analyze financial stability enterprises (table 6). The purpose of financial stability analysis is to assess the ability of an enterprise to repay its obligations and retain ownership of the enterprise in the long term. The ability of an enterprise to repay obligations in the long term is determined by the ratio of its own and borrowed money and their structure.

Table 6 - Analysis of financial stability (%)

Based on these coefficients, the following conclusions can be drawn.

share equity V total amount funding sources in 2011 decreased by 17%. due to the accelerated growth of borrowed capital (accounts payable to suppliers, reserves for future expenses) 409,152 thousand rubles. over the growth of equity capital (retained earnings and reserve capital) 95,927 thousand. rub.

The liquidity ratio tends to increase from 2.1 to 2.3. The part of assets formed at the expense of borrowed short-term resources increased by 20%.

The solvency of the enterprise decreased by the end of 2011 by 3%. Thus, at the beginning of the year, the enterprise could cover 64% of its debts at the expense of its own capital, and at the end of the year only 61% of its debts.

All presented indicators have a negative trend compared to the previous 2010 and 2009, however, an increase in borrowed capital at the expense of reserves for future expenses indicates the company's prudence and guarantees a predictable (controlled) change in the financial and economic situation of the enterprise.

Let's consider the performance indicators of CJSC "Orion" (table 7, 8).

Table 7 - Profitability indicators (thousand rubles)

Index				absolute. deviation
Revenue from the sale of goods (works, services)
Cost of sold goods (works, services)
Gross profit
Profit (loss on sales)
Profit (loss before tax)
Net profit (loss) of the reporting period
Total profitability (%)
Profitability of core activities (%)
Profitability of production (%)

Table 8 - Performance indicators (vol.)

Index				Deviation 2010/2011
				absolute	relative.%
Asset turnover
Turnover of current assets
inventory turnover
Accounts receivable turnover
Accounts payable turnover

The profitability of core activities in 2011 increased by 3.8% compared to 2010 and amounted to 10.2%. The indicator grew due to the outpacing of the growth rate of sales proceeds over the growth rate of expenses. According to the results of the analysis, a drop in the economic efficiency of the enterprise in 2010 is obvious. This is due to the consequences of the global financial crisis, which affected financial results activities of CJSC "Orion". Profitability indicators in 2011 have a positive trend, but in general did not reach the level of 2009.

In 2011, the asset turnover ratio decreased by 0.7 turnover from 5.103 to 4.398 turnover.

The turnover of current assets increased from 21.671 (2010) to 22.351 (2011) by 0.68 turnover compared to the previous year, that is, the duration of inventory turnover decreased. With regard to turnover accounts receivable, the number of revolutions increased from 7.1 revolutions in 2010 to 6.1 revolutions in 2011. This indicates a decrease in the liquidity of receivables. The terms of turnover of receivables exceed the terms of inventory turnover. This means that payments for sold products (works, services) occur with a significant delay. The reason for the decrease in the turnover of short-term receivables was the impact of the financial and economic downturn in the economy as a whole.

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

1. General characteristics of the enterprise IT Land LLC……….…..5

2. Types of activity of the enterprise IT Land LLC……………….7

3. Organizational structure of the enterprise LLC "IT Land" ... ... 8

4. Personnel management in IT Land LLC……………………..12

5. Conclusions and suggestions………………………………………………..18

References………………………………………………………..21

Introduction

Pre-graduation practice took place at the company "IT Land" LLC as a manager for the reception of equipment.

In a competitive environment, the viability of any enterprise and, moreover, its success is especially dependent on the experience and efficiency of management. Experience and the ability to act correctly are the only advantages that an enterprise has in a competitive economy.

Management is a set of principles, methods and means of management in order to increase efficiency entrepreneurial activity and increasing profits.

Management is a dynamic element that keeps every enterprise alive. Without this element, "productive resources" remain just resources and never become production.

The goals of my practice were to get acquainted with the activities of this enterprise, to study the principles of its work, the experience of specialists working on it, to deepen and consolidate the knowledge gained during training sessions and the development of skills for preparing, making and implementing decisions in practical activities, familiarization with the office work and equipment of the enterprise and the acquisition of communication skills and communication in a team.

Considerable attention was paid to the study of the history of the development of the enterprise, the main areas of activity, the organizational and legal foundations of activity, the structure and methods of management.

First of all, during the practice, I studied organizational issues related to the activities of the organization.

IT Land LLC is a service center for the repair and sale of computer technology leading companies in the world.

The main purpose of undergraduate practice was to collect materials for writing a thesis.

5. Conclusions and suggestions

So, during the internship at the company "IT Land" LLC, the issues of personnel management of the organization, the strategy of personnel management of the enterprise and the search for possible ways to improve both personnel management and personnel policy in the organization in question.

To identify internal reserves to improve the efficiency of the organization, during my internship, I conducted an analysis of the management organization economic activity: the composition of its employees, their performance of functions. Based on the results of the analysis of the actual organizational structure of management, the following conclusions and suggestions can be drawn:

“IT Land LLC is a rather young enterprise in the consumer market, it has been operating since 2008.

— The activity of IT Land LLC is aimed at expanding the market for goods and services, as well as making a profit for making a profit.

- The organizational structure at the enterprise has the character of a linear-functional organizational structure. Linear-functional organizational structure management of the firm has a number of advantages and disadvantages, which are discussed below.

Advantages: unity and clarity of management; coordination of actions of performers; high responsibility of the head for the results of the company; efficiency in decision-making; receiving by executors of interconnected orders and tasks provided with resources; manager's personal responsibility for final results activities.

Flaws linear structure management: high requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity carried out by employees subordinate to him, a large overload of information, a huge flow of papers, multiple contacts with subordinates, which in turn limits the ability of the manager to effectively management.

Thus, it can be said that the organizational structure of the management of the company IT Land LLC is not entirely rational.

IT Land LLC, as an enterprise with a small number of employees, does not have a personnel department. However, in modern conditions many requirements are imposed on the staff, including a quick response to demand, the struggle for the consumer, the ability to adapt to frequent changes in the structure of production and functional duties Therefore, it is necessary to purposefully develop measures for the personnel development strategy. It is proposed to introduce the position of HR manager.

It should be noted that the company plans to increase the volume of trade in the long term, further development material and technical base, labor resources in order to win an ever stronger and, possibly, a leading position in the consumer market in the computer peripherals trade segment. The implementation of these goals is planned as part of the strategy for expanding the company's presence in the market, in accordance with this, the company needs the position of a marketer.

At present, its functions are performed by Commercial Director However, duplication of duties limits the director's ability to effectively manage the firm and marketing.

It is obvious that the solution of these problems is impossible without properly managed personnel, therefore, the improvement of the organizational structure of management is also one of the important tasks in the activities of the enterprise management.

Thus, the analysis revealed both the main shortcomings in the work of the personnel service of the enterprise, and the positive aspects of the personnel policy of the enterprise.

One way or another, it is worth noting that little attention is paid to the issues of personnel management in the enterprise.

Thus, the practice helped me learn how to independently solve a certain range of tasks that arise in the course of the work of the organization's personnel. In practice, the bulk of the knowledge I received in the classroom was in demand.

Today, more than ever, managers must be aware that the most modern technology and the most skilled workforce, the huge costs of training and preparing workers to work on new equipment - all this in itself does not guarantee and cannot guarantee either high level productivity, or product quality - by purely managerial means, much more impressive and effective successes can be achieved.

Bibliography

1. Civil Code of the Russian Federation (Part One) dated November 30, 1994 No. 52-FZ (adopted by the State Duma of the Federal Assembly of the Russian Federation on October 21, 1994) // SZ RF. – 1996

2. the federal law dated February 8, 1998 N 14-FZ "On companies with limited liability» (as amended on December 27, 2009)

3. Vesnin N.I. Personnel management - M.: 2009-450 p.

4. Glukhov V.V. Management. (Textbook) - M .: 2008 - 608s.

5. Pereverzev M.P., Shaidenko N.A., Basovsky L.E. Management: Textbook. - 2nd ed., add. and reworked. / Under the total. ed. prof. M.P. Pereverzeva. — M.: INFRA-M, 2008. — 330 p.

6. Charter of IT Land LLC

Practice base LLC "PLOT"

Name of company

Student Chirkina A.V. groups UPbz-1101D

Surname I.O.

Form of study remote

Evaluation of the report defense _____________ Date of the report defense ___________

Practice leader Candidate of Pedagogical Sciences, Associate Professor Nikishina A.L. _____________

Head of WRC Candidate of Pedagogical Sciences, Associate Professor Nikishina A.L. ____________

Uch. degree, title I.O. Surname Signature

Head of practice from the enterprise _ director _______________________

job title

______________________Yu.A. Troshin _____________ ______________

AND ABOUT. Surname Signature

Tolyatti 2015

Organization LLC "PLOT"

(full name)

Subdivision Human Resources Department

Practice period 29.06.2015-26.07.2015

Number and date of the order for the organization (enterprise, institution, community), allowing the practice 5-to from 06/29/2015

Practice leader from an organization (enterprises, institutions, communities) Morozov A.S., HR engineer

(last name, first name, patronymic, position) _______________

(signature)

Introduction ................................................ ................................................. ................4

1. Organizational and economic characteristics of the enterprise .................... 5

2. Evaluation of the personnel management system of the enterprise .................................... 13

3. Approaches to the management of a labor career at an enterprise.................................20

Conclusion................................................. ................................................. ..........26

Bibliographic list .................................................................. .................................27

Applications ................................................. ................................................. ........thirty

Introduction

This work presents an analytical report on the internship at PLOT LLC.

Internship time - from 06/29/2015 - 07/26/2015

Practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in their chosen specialty and the qualifications assigned.

The main purpose of the practice is the practical consolidation of theoretical knowledge gained during the training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The purpose of the practice is to collect materials for writing a report, to collect necessary information for writing graduation qualifying work, consolidation of professional knowledge, skills and abilities obtained in the process of theoretical training.

The purpose of this report is to diagnose the work performed during the internship, analyze the practical tasks set during the internship and solve them.

In the course of analyzing the activities of the enterprise, the following research methods were used: methods for comparing relative, absolute and average values, groupings, methods expert assessments, questioning, testing, observation, etc.

This report consists of an introduction, three chapters, bibliography and appendices.

1. Organizational and economic characteristics of the enterprise

Legal address: 446013, Russian Federation, Samara region, Syzran city, Naberezhnaya street, 53.

The main activity of PLOT LLC is the creation of wooden window structures

Tasks of LLC "PLOT": the desire to conclude contracts with a large number of customers; careful accounting and control of goods; selection of highly qualified employees.

Mission of the company: “All our achievements are based on a team approach to work. With united efforts, we are moving towards a common goal, and every employee is important on this path. Our employees are our main value and key resource. It is important for us that every employee feels comfortable and confident in our team, has a chance to realize their professional and creative potential, gets the opportunity to develop and improve their skills and career.”

Figure 1.1 shows the priority areas of activity of PLOT LLC.

Figure 1.1 - The main activities of the company

The organizational structure of management of PLOT LLC presented in Figure 1.2 is linear-functional and is used for small and medium-sized businesses. A feature of this structure is the observance of unity of command and at the same time the specialization of managerial links.

Figure 1.2 - Organizational structure of PLOT LLC

PLOT LLC is successfully implementing a set of measures aimed at improving the social security of employees, creating favorable conditions work, creating opportunities for professional development and well-being, life safety and health protection.

Analysis of the main organizational and economic indicators of the enterprise is an integral part, which serves as the basis for understanding the effectiveness of the enterprise

Table 1.1 presents the main organizational and economic indicators of the activity of PLOT LLC.

Table 1.1 - Main organizational and economic indicators of PLOT LLC

Indicators	2011	2012	2013	Change
2011-2013	2012-2013	2011-2013
abs	Rel.	Abs.	Rel	Abs.	Rel
1. Revenue 1, thousand rubles.					4,758793		9,42308725		14,63031
2. Cost of sales 1, thousand rubles.					10,08018	-39618	-2,4060693		7,431579
3. Gross profit 1 (loss), thousand rubles.	-2276	-81981		-79705	3501,977		-228,16384		-4716,43
4. Net profit, thousand rubles.	-25614	-105083		-79469	310,2561		-121,6486		-188,815
5. Fixed assets					269,2282	-4811964	-95,507198	-1138194	-83,4113
6. Number of PPP, pers.				-155	-9,89151	-566	-40,084986	-721	-46,0115
7. Labor productivity of an employee, thousand rubles.	953,1		2023,6	154,9	16,25223	915,7	82,6444043	1070,6	112,3282
8. The average annual salary of an employee, thousand rubles.				-2677	-8,08102		11,6059113		2,587014
9. Return on assets	1,09	0,310	7,56	-0,78	-71,5596	7,25	2338,70968	6,47	593,578
10. Profitability of sales, %	-1,71	-6,7	0,01	-5,01	292,9825	8,05	-119,79167	3,04	-177,778
11. Cost per ruble of revenue			93,8			-11,1	-10,571429	-6,1	-6,1

Let's present a graphical interpretation of the main economic indicators in the form of figures.

Figure 1.3 - Revenue for the period 2011-2013

Based on table 1.1 and figure 1.3, we can conclude that the company's revenue for the period 2011-2013 increased from 1493530 to

1712038 thousand rubles. This characterizes the activity of the enterprise from the best side.

Figure 1.4 - Cost of sales for the period 2011-2013

Figure 1.4 shows the dynamics of the cost of sales of PLOT LLC for the period 2011-2013. In 2012, the prime cost amounted to 1646586 thousand rubles, and in 2013 - 1606968. This indicates a reduction in the cost of production and supply of services.

Figure 1.5 - Net profit for the period 2011-2013

As can be seen from table 1.1 and figures, the activity of the enterprise "PLOT" LLC is unprofitable. The reason for this lies in the following. As mentioned above, the main business of the company is the creation of wooden window structures. On this moment, on the sales market, wooden window structures are in little demand, because. Basically, the demand is for plastic window structures.

2. Assessment of the personnel management system of the enterprise

The Human Resources Department is a structural subdivision of PLOT LLC.

The Human Resources Department is headed by a chief who is appointed and dismissed by order of the Director of the Company.

In its activities, the personnel department is guided by the following documents.

Figure 2.1 - Documentation support HR Department LLC "PLOT"

The Human Resources department of the organization is represented by the Head of Human Resources and two Human Resources Engineers.

The main tasks and functions of the personnel department are:

− conducting work on personnel records;

− maintaining personnel office work And military registration;

− interaction with the pension fund of the Russian Federation, authorities state statistics Department of Labor and Employment.

− Ensuring the staffing of the enterprise with employees of the necessary professions, specialties and qualifications,

In the process of solving the tasks assigned to the department, performing the functions assigned to it and exercising the rights granted to it, the department interacts (Figure 2.2).

Figure 2.2 - Interaction of the personnel department with other departments of the organization

Search, selection and recruitment of personnel in LLC "PLOT". The need for personnel is determined by senior management, heads of departments with the participation of a personnel engineer. The sources of recruitment of managers and specialists are free hiring; personnel movements within the enterprise; personnel reserve. It is necessary to note such external sources of recruitment as the Syzran City Employment Center.

Registration for work of all categories of employees is carried out in accordance with Labor Code Russian Federation on the basis of a prisoner employment contract. With certain categories of employees, an agreement is concluded on a full individual liability, which, together with the employment contract, is stored in the employee's personal file.

The management of the number and composition of employees is the most responsible link in the overall system of personnel management functions of the enterprise. The main goal of managing the number and composition of personnel is to optimize the cost of human labor for the performance of the main types of work related to the activities of the enterprise, and to ensure that the necessary jobs are filled by employees of the relevant professions, specialties and skill levels. The implementation of this function of personnel management should be linked to the greatest extent with the overall strategy of trade management, since the labor potential formed at the enterprise will ensure the implementation of all strategic goals and directions of its activities.

The ratio of various categories of employees of the organization in their total number characterizes the structure of the organization's personnel.

To assess the existing system of remuneration at the enterprise "PLOT" LLC, it is necessary to analyze the structure of the wage fund by categories of personnel, which depends both on the number of these employees in the total composition and on their average wages.

Table 2.1 - The structure of the payroll fund for the personnel of LLC "PLOT" in 2012-2014, %

The data in Table 2.1 indicate a redistribution specific gravity in the wage fund, depending on the categories of personnel of the LLC "PLOT" company. As can be seen from the table data for the period 2012-2014. the share of the wage fund among workers increased. Next, it is necessary to analyze the change in the average annual wages of employees by categories of personnel.

Table 2.2 - Dynamics of the average annual salary and material incentives for the personnel of LLC "PLOT" in 2012-2014 (rub)

As can be seen from the data in Table 2.2, the average salary for the period 2012-2013. significantly decreased, and for the period 2013-2014. increased both among managers, specialists and employees, as well as among workers.

Table 2.3 - The structure of the wage fund and the fund of material incentives for the personnel of LLC PLOT "by categories of personnel

The decision on the calculation of the variable part of the remuneration for each employee is made by the head of the unit, the director of the organization approves, the accounting staff participate in this process.

3. Approaches to career management at the enterprise

During the internship at PLOT LLC, various documents, regulatory legal acts, current documentation were studied, the main provisions of the activities of the personnel department and the entire organization as a whole were analyzed.

To analyze approaches to career management at the enterprise, the following provisions were studied: the provision on the personnel reserve, the provision on advanced training and training of personnel. Let's consider each of them in more detail.

Regulations on personnel reserve. (Appendix A). The personnel reserve is a group of employees who are potentially capable of managerial activity, who meet the requirements for a position of a particular category, who have been selected and have undergone systematic qualification training. The creation of a personnel reserve ensures continuity in management, increases the level of readiness of employees for changes in the company, their motivation and loyalty, which helps to reduce the level of staff turnover and overall personnel stabilization. The presence of a personnel reserve allows you to significantly save financial and time resources in the selection, training and adaptation of key employees, which is so important.

When selecting candidates for the personnel reserve, the following criteria are taken into account (Figure 3.1). Candidates for participation in the selection for inclusion in the personnel reserve can nominate their candidacies on their own.

Figure 3.1 - Criteria for selecting candidates for the personnel reserve

The regulation on advanced training courses regulates the procedure for advanced training and the assignment of qualification categories to the workers of the company. (Appendix B). This annex uses the various concepts presented in Figure 3.2.

Figure 3.2 - The main concepts used in the Regulations on advanced training of LLC "PLOT"

Consider the structure of employees working in their specialty and in accordance with their qualifications (Table 3.1).

Table 3.1 - Analysis of the structure of employees working in their specialty and in accordance with their qualifications (%)

Table 3.1 shows that the number of permanent employees is increasing mainly due to employees with secondary specialized education and relevant qualifications.

The use of personnel should meet the goals of the organization, ensure strict compliance with labor laws in the process of this work. Also, the system of personnel use in the organization should be such that employees can give the greatest return in their workplace.

After analyzing the problem of mismatch of qualifications with the requirements of the workplace, we can conclude that a comprehensive radical solution to the problem lies in the creation of a personnel training system. Training will ensure the development of their skills and abilities, which plays a unifying role in achieving the organization's main strategic goals.

To explore prospects career development questionnaire survey was carried out. 23 employees took part in the survey, by random sampling. The questionnaire form is shown in Figure 3.3.

Figure 3.2 - Questionnaire for conducting a survey of employees of the organization

Based on the answers to this questionnaire, we see the presence of weaknesses in the implementation of the personnel policy in the field of career development of the personnel of this enterprise.

The questionnaire survey showed that the reasons for dismissal are the following circumstances: 30% are not satisfied with wages, 10% working conditions, 6% intra-company conflicts, 54% do not see prospects for professional growth, career and remain dissatisfied existing system enterprise training. Summing up the results of the analysis of the effectiveness of managing the business career of personnel at the enterprise, we can conclude that the organization under study has a number of the following significant problems:

¾ There is a discrepancy between the position held and the existing education

¾ The conducted questionnaire survey revealed that 54% of employees are dissatisfied with on-the-job training and do not see career prospects.

As a result of the analysis of existing problems in the enterprise, measures were developed to eliminate them.

Organization of staff development.

As a result of the analysis of activities, it was revealed that the personnel of this organization need to be trained, upgraded, as this is the main way to obtain vocational education. It should be noted that on-the-job training of personnel does not give significant results and employees do not see career prospects. In this regard, it seems necessary to organize refresher courses for employees. The result of staff development courses should be:

Systematization of existing experience and improvement professional competence;

Formation of individual and intra-company style.

Conclusion

In conclusion, we can say that the entire period of internship was intense analytical work across various areas of the company. These areas of activity included not only the personnel management system, but also economic and financial questions functioning of the company in the market.

In the course of writing this internship report, the author analyzed and researched the main issues related to the personnel management system. During the internship at LLC "Volzhskiye Kommunalnye Sistemy", ideas about the activities of the enterprise were obtained, the main performance indicators were analyzed, the work of the personnel department and the personnel assessment system at the enterprise were analyzed.

As a result of the analysis, it turned out that Volga Communal Systems LLC works quite efficiently, although some shortcomings in the personnel career were identified and measures were proposed to eliminate the identified problems.

During the internship, the structure of the enterprise, economics, organization and production planning were studied, legal issues, labor protection and environment, product quality control. The practice helped to acquire the skills of practical work in the specialty and consolidate the theoretical knowledge gained at the university during the study.

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Ministry of Education and Science of the Russian Federation

federal state budgetary educational institution higher professional education

"Nizhny Tagil State Socio-Pedagogical Academy"

Internship program in the specialty "Personnel Management"

Nizhny Tagil 2012

The program was reviewed and approved at a meeting of the Department of Management and social work 07.09. 2012, Protocol No. 1

Head department O.V. Kalashnikov

The program was reviewed and approved at a meeting of the Academic Council of the Social and Humanitarian Institute NTGSPA on September 21, 2012, protocol No. 1

SGI Director S.A. Ustinov

Compiled by:

Belousova I.V., Associate Professor of the Department of Management and Social Work

Kazantseva T.A., Senior Lecturer, Department of Management and Social Work

INTRODUCTION

Specialty 080505 - "Personnel Management" was approved by the order of the Ministry of Education of the Russian Federation dated 17.03.2000. №279ek/sp.

According to the state educational standard of higher professional education in this specialty, the normative period for mastering an educational and professional program in full-time education is 5 years; qualification - manager. Industrial and undergraduate practice is integral part the educational process of training qualified specialists. During practice, the results of theoretical training are consolidated and concretized, students acquire the skills and abilities of practical work in the assigned qualification and chosen specialty.

staff management practice

1. GOALS AND OBJECTIVES OF THE PRACTICE

Practice goals:

To deepen and consolidate the theoretical and practical skills of students in the disciplines of general professional and special training: "Fundamentals of personnel management", "Motivation of labor activity", "Organization of personnel labor", "Economics and sociology of labor", "Management of labor resources", "Ethics of business relations " and etc.;

Prepare the student to perform in a real production and management processes the following types professional activity: managerial, organizational, economic, marketing, information-analytical, design and research;

Development and accumulation of skills for the analysis and improvement of the personnel management system;

Collect necessary material to complete a course or diploma project.

The objectives of the practice are as follows:

development of the managerial culture of the future manager;

study and participation in the development of organizational, methodological and normative and technical documents for solving individual tasks of managing the organization's personnel at the place of internship;

development of proposals for improving the organization's personnel management;

· the development of students' interest in work in the field of management, the implementation of an independent study of an actual scientific or practice-oriented problem on the topic of a course or final qualifying work; mastering the methods of observation, analysis and generalization of the experience of managers and leaders of organizations;

Formation and development of students personal qualities future specialist, sustainable interest in professional management activities, the need for self-education and a creative approach to practical activities.

2. BASES OF PRACTICE AND JOBS OF STUDENTS

In accordance with the tasks set, the practice bases are industrial enterprises, research and design institutes, banks, insurance, trade, investment and other companies, labor and employment services, recruiting agencies and other organizations that have accumulated significant positive experience in personnel management.

The student's workplace is any structural unit of the organization that ensures the high-quality performance of personnel management functions: the department of labor and wages, the personnel department, the personnel training department, the department of labor protection and safety, the department of personnel development, the department of motivation and remuneration, the department social development, marketing department etc.

At the workplace, the future specialist must acquire certain practical skills to perform specific work on the organization's personnel management.

3. ORGANIZATION AND SCHEDULE OF PRACTICES

In accordance with the requirements of the state educational standard of higher professional education in the specialty 080505 - "Personnel Management", a student must undergo the following types of practices:

production, 4 weeks - 3 course;

production, 4 weeks - 4 course;

pre-diploma, 8 weeks - 5 course.

The timing of the internships is set by the dean's office in accordance with the working curriculum.

All types of practices are carried out on the basis of agreements between the State Educational Institution of Higher Professional Education NTGSPA and enterprises, institutions and organizations, in accordance with which these enterprises, institutions and organizations provide places for internships for NTGSPA students. The practice is financed from the corresponding budget.

The general organizational management of the practice is carried out by the Department of the Faculty of Social Work. Educational and methodological guidance is carried out by the Department of Social Work. The head of the department is responsible for the level of organization of practice and its results.

Direct supervision of the practice of students is carried out:

· Head of practice from the faculty;

· Head of practice from the organization.

The dean's office annually appoints a faculty head of practice, who carries out general organization and control of students' practice within their competence.

The duties of the head of practice from the faculty include:

1. before starting the practice, visit the practice base and provide the necessary preparation for the admission of students;

2. if necessary, develop an individual work plan for internship;

3. agree on an individual work plan for the internship with the head of the personnel management service;

4. give the student an individual assignment for research work during the period of internship;

5. regularly visit the internship base and provide students with methodological assistance in implementing the internship program, collecting materials and preparing a report;

6. check all work done by students;

7. organize timely verification, review and defense of practice reports.

The management of the practice of students in the structural unit of the organization - the basis of practice - is assigned to highly qualified specialists and heads of these units. The head of the practice from the organization is appointed by order of the director and carries out daily organizational and methodological guidance and control over the progress of the practice of the student assigned to him.

The responsibilities of the practice leader for the organization include the following:

Assistance to student interns in their adaptation in the organization;

Providing interns with jobs;

Drawing up, together with the student, a calendar work plan for the internship, regular monitoring of its observance and the quality of the student's fulfillment of the internship tasks with a corresponding entry in the diary;

Carrying out planned consultations on the practice program;

Familiarization of trainee students with operational accounting documentation and internal regulations(regulations, instructions, regulations);

Assistance to students in the selection of materials for the implementation of the practice program, their analysis, implementation special studies in accordance with the practice program and individual assignments;

Monitor student compliance labor discipline(About all cases of violation of labor discipline, public order, the head reports to the faculty).

The head of practice from the organization can give students specific tasks that must correspond to the tasks and content of the work practice as a whole. At the end of the practice, the leader from the organization checks the report and gives a written review-characteristic with an assessment of its content and the quality of the student's practical work.

At the end of the practice, the student has the right to ask, and the head of the practice from the organization has the right to give a letter of recommendation and a letter of thanks.

4. DUTIES AND RIGHTS OF THE STUDENT DURING PRACTICE

The main normative and methodological documents regulating the work of a student in practice are the program of practice and the "Diary of a student in practice". At the end of the practice, the student is expected to submit a report on the practice.

For the period of internship for students, a work regime is established that is mandatory for those structural divisions organizations where students do their internships. Each student is obliged to make the most of the time allotted for practice, to ensure the high-quality performance of all tasks provided for by the practice program.

During the internship, the student must:

1. Completely, efficiently and on time to perform the work provided for by the internship program and individual assignments;

2. obey the internal regulations in force in the organization;

3. study and strictly observe the rules of labor protection and safety;

4. keep a diary in which to systematically make notes about the work performed;

5. regularly (at least once a week) inform the head of practice from the faculty about the work done, provide him with a diary of practice for control and signature;

6. Submit a report on the practice to the department along with a diary and a review-characteristic of the head of the practice from the organization and defend the report within the deadlines established by the department.

Students who have not completed the internship program, received a negative review or an unsatisfactory grade when defending the report, are sent to practice again or are expelled from the academy.

In case of production need and if students wish, the heads of organizations can use student interns in full-time positions with the payment of wages to them. At the end of the employment contract, the student can apply to the head of the personnel management service with a request to give him a Recommendation.

Control over the implementation of the practice program by students is ensured by checking the collected materials by the leaders of the practice from the organization and from the faculty.

Production, 4 weeks - 3 course.

During the internship, the student must familiarize himself with the base of the internship, study the personnel management system and its features depending on the scale of the organization and types of activity, as well as collect the materials and documents necessary to prepare a report on the internship.

The internship program includes the obligatory fulfillment by each student of tasks according to the educational and thematic plan (Table 1). The head of the practice from the faculty, taking into account the peculiarities of the organization - the basis of the practice, can clarify the content of the assignments.

Table 1

Educational and thematic plan of practice

	Stages of internship	Deadlines
	Familiarization with the types of activities and the overall management structure of the organization	1st week
	Analysis of the number of personnel, its structure, dynamics, use of working time (Task. Appendix 1)	1st week
	Study and analysis of documents characterizing the personnel management system	2nd week
		3rd week
	4.1. Determining the need for staff. Recruitment and selection of personnel (Tasks. Appendix 2)
	4.2. Organization of adaptation of new employees (Tasks. Annex 3)
	4.3. The system of training and advanced training of personnel (workers, specialists, managers) in the organization	4th week

1. Familiarization with the types of activities and the overall management structure of the organization involves the study of:

industry business environment;

· general information about the organization (name, purpose of creation, legal form, brief historical background);

types of activity and volume of production (works, services);

· production structure(divisions of the organization, functional relationships of divisions);

organization of management (diagram of the organizational structure of management, functional relationships of departments and services);

· technical and economic performance indicators for 1-2 years (volume of sales of products (works, services) in value and physical terms, prime cost);

· financial position(profit, profitability);

relationships with other organizations (suppliers, credit and banking institutions, insurance organizations, charity organisations and etc.).

2. Analysis of the number of personnel, its structure, dynamics, use of working time involves the following work:

study of the dynamics of the number of personnel of the organization (dynamics average headcount, the level of staff turnover in general and for individual categories of personnel, turnover rates for hiring and dismissal, the main reasons for turnover);

analysis of the release of employees of the organization (volumes of release, the functions of the personnel management service for the employment of released workers, interaction with employment services through transmitted and received documents and information);

study of the use of working time in the organization for a number of years (2-3 years) or quarterly during the year (balance of working time, average duration working day, the magnitude and causes of all-day and intra-shift losses of working time, absenteeism).

3. The study and analysis of documents characterizing the personnel management system involves the following work:

study of the organizational structure of the organization's personnel management system (composition of departments and officials, their hierarchical structure, subordination, factors that determine the organizational structure of personnel management);

drawing up a diagram of the organizational structure of personnel management, assessing its rationality, developing proposals for its improvement;

study of the functions of the personnel management department and other departments of the personnel management system on the basis of the “Regulations on the department” (composition of functions, their distribution between bureaus, groups and employees of the department, functional relationships of the department with other departments of the organization);

analysis of the functional division of labor in terms of duplication of functions, the presence or absence of necessary functions, the centralization of functions;

study of job descriptions for department employees (availability and quality of job descriptions for HR specialists, their content, compliance with best practices);

analysis of personnel, methodological, informational and technical support personnel management systems (quantitative and qualitative composition of personnel service employees based on staffing and the report of the organization on labor, the availability of basic regulatory documents of the personnel service (regulations on departments, job descriptions), composition and use personnel documents, methods of their maintenance, systematization, execution control, composition and use technical means personnel management services);

Definition of internal clients (consumers) of the personnel management service.

4. The study of the content of work on the functions of personnel management is one of the most important tasks of industrial practice (stage 1 - 3 course, stage 2 - 4 course).

According to the plan below, the student must understand the technologies of personnel management. If the performance of any of the following functions (for example, staff training, recruiting) is carried out by a third-party organization under an outsourcing agreement, the student must indicate this fact and show the validity of such cooperation in the report.

4.1 Determination of the need for personnel, recruitment and selection of personnel involves the study (Tasks. Annex 1):

used in the organization of methods of planning the number of personnel;

· practices of preparation of job descriptions and requirements to candidates;

Recruitment systems in the organization (sources of staff recruitment, organization of staff recruitment, the procedure for hiring and firing employees, regulating documentation for the hiring and hiring of personnel);

systems for the selection of personnel in the organization (applied methods and procedures for selection, regulatory documents, schemes for filling positions, requirements for candidates for replacement vacancies, functions of employees responsible for recruitment and selection of personnel).

4.2 Organization of the adaptation of new employees (Tasks. Annex 2) involves the study of:

induction activities;

· regulatory documents on personnel adaptation (adaptation regulations, adaptation programs, etc.);

methods and forms of organization of adaptation, functions of employees responsible for adaptation.

4.3 The system of training and advanced training of personnel (workers, specialists, managers) in the organization involves the study of:

organizational and methodological documents (decrees, regulations, orders, etc.);

the procedure for preparing plans for training and advanced training;

Forms and methods of retraining and advanced training for different categories workers;

staff training budget.

The internship program includes the obligatory fulfillment by each student of tasks according to the educational and thematic plan (Table 2). The head of the practice from the faculty, taking into account the peculiarities of the organization - the basis of the practice, can clarify the content of the assignments. If the place of the production practice of the 4th year coincides with the place of the production practice of the 3rd year, in this case it is possible to use the materials of the previous practice. At the same time, the student must adjust the materials used in accordance with the program of this practice and the changed conditions of the company.

table 2

Educational and thematic plan of industrial practice 4 courses

	Stages of internship	Deadlines
		1st week
	1.1. Organization and planning business career and formation of a personnel reserve
	1.2. The system of conducting periodic certification of managers and specialists of the organization. The practice of evaluating the performance of personnel	2nd week
	1.3. Organization of wages and incentives. The content of the compensation package for managers and specialists
	Analysis of the regulation of labor relations in the personnel management system	3rd week
	Studying the system of planning and evaluating the results of the work of the personnel management service	4th week
	Registration, submission and defense of the report on practice at the conference (the date is determined by the dean's office)

1.1. Organization and planning of a business career and the formation of a personnel reserve involves the following work:

study of organizational and methodological documents (regulations on the personnel reserve, orders, etc.);

analysis of the activities of the unit and officials performing these functions;

study of procedures for the formation of a reserve for leadership positions different levels;

study of methods for assessing candidates for the personnel reserve;

analysis of the practice of using the results of the assessment of candidates;

Analysis of the organization of work with the personnel reserve.

1.2. The system of conducting periodic certification of managers and specialists of the organization. The practice of assessing the results of personnel performance involves the following activities:

· study of regulatory and methodological documents for the certification of managers and specialists;

· analysis of schedules and certification methods;

assessment of the composition attestation commission, organization of its work;

study of the composition of indicators and areas of certification of employees;

study of the composition of documents (attestation sheet, etc.);

· analysis of the use of attestation results when filling vacant positions, forming a reserve of personnel for promotion, etc.;

· studying the practice of evaluating the results of the work of personnel.

1.3. Organization of wages and incentives. The content of the compensation package for managers and specialists involves the following works:

study of the forms and systems of remuneration of workers, specialists and managers used in the organization (tariff, non-tariff, official salaries, commission systems or sales promotion systems);

· analysis of systems of individual stimulation;

analysis of remuneration systems based on the results of the work of a subdivision, branch, representative office, organization;

study of the system of benefits and privileges;

Studying the content of the compensation package for managers and specialists.

2. Analysis of the regulation of labor relations in the personnel management system involves the study of:

operating public organizations, their goals and objectives;

· the work of the governing bodies responsible for contacts with public organizations;

resolution practices labor disputes;

Ensuring labor protection and safe life of workers.

3. The study of the system of planning and evaluating the results of the work of the personnel management service involves the study of:

the work plan of the personnel management service and the procedure for compiling this plan;

the budget of the personnel management service and the procedure for developing this budget;

work plans for personnel management service specialists;

· systems of indicators used to evaluate the results of the work of the personnel management service.

Undergraduate practice, 8 weeks - 5 course.

The research work of a student during the period of pre-diploma practice should be mainly of a research, exploratory nature. During the internship, the student must study the personnel management system and its features depending on the scale of the organization and types of activity, as well as collect the materials and documents necessary to prepare a report on the internship and the analytical part of graduation projects performed after the internship.

The topic of the student's research work should be relevant from the point of view of the graduating department and organization - the basis of practice.

The report on undergraduate practice should consist of sections:

1. topic of scientific work;

2. purpose of scientific work;

3. subject of research;

4. research methodology;

5. analysis of the obtained results;

6. conclusions and suggestions;

7. list of sources used.

Approximate topics of research work of students:

1. Development of the goals of the personnel management system.

2. Application of the program-target approach in building the organizational structure of the personnel management service.

3. Designing the relationship of the personnel management service with external organizations (consulting firms, training centers, regional labor management bodies).

4. Designing options for the organizational structure of the personnel management service, depending on the type, scale and capabilities of the organization.

5. Designing the relationship of the personnel management service in the overall organizational structure of the organization's management.

6. Development of organizational and economic conditions for the development of creative activity and self-affirmation of the individual.

7. Development of organizational, social and economic problems of the relationship between the leader and the team.

6. REGULATION OF PRACTICE RESULTS

Throughout the entire period of work in the organization, the student must, in accordance with the assignment, collect and process the necessary material, and then submit it in the form of a completed practice report to his supervisor.

The practice report is compiled individually by each student in a computer version (font 14, spacing 1.5). Preparation and submission of collective reports is not allowed. The practice report is submitted to the Department of Management and Social Work. The electronic version of the report remains at the disposal of the student as a source material for course and diploma design. The report is drawn up in a folder on standard A4 sheets and is supplied with title page(Appendix 5). The material collected during the practice by the student is attached to the report in the form of an appendix, while the main text should contain a link to its use.

During the practice, students keep a diary with a mandatory daily record of the work done (Appendix 6). At the end of the practice, the diary is certified by the head of the organization (signature, seal). The head of practice from the organization fills out a review of the student's work (Appendix 7).

The students are given the last 2-3 days of practice for compiling, editing and formatting the report. The student's report on practice should include text, graphics and other illustrative material. The volume of reports on all types of practices is 35-40 pages with tables, diagrams, documents, forms and other materials attached.

Title page;

General characteristics of the organization;

The number and structure of the organization's personnel;

The organization's personnel management system;

Analysis of the main functions of personnel management;

Regulation of labor relations in the personnel management system;

Planning and evaluation of the results of the work of the personnel management service;

Applications;

Bibliography.

The list of references should contain a list of sources used in the preparation of the report. Information about the sources included in the list must be given in accordance with the requirements of GOST.

Applications must be consecutively numbered Arabic numerals. Each application should start from a new sheet indicating in the upper right corner the word "Appendix", its serial number (without the number sign); it should have a thematic title that reflects the content of this application.

7. SUMMARY OF THE PRACTICE

At the end of the practice, the student must defend the report. The basis for admission of the student to the defense of the practice report is a fully completed practice report and diary, review-characteristic.

The defense of the practice report is carried out on the day established by the department in accordance with calendar schedule educational process. The test takes place in the form of a student defending a report on practice before a commission appointed by the head of the department.

As a result of defending the practice report, the student receives a credit with an assessment. The assessment takes into account the content and correctness of the student's diary and practice report; reviews of practice leaders from the organization and the department; answers to questions during the defense of the report.

A student who does not complete an internship program or receives a negative review of work may be expelled from the academy for academic debt. When good reason the student is sent to practice for the second time in his free time.

ANNEX 1

Analysis of the personnel management system (fill in the table)

		notes
Is the firm's staff aware of its plans?
Does the company's staff participate in receiving part of the profits?
How does the firm allocate authority and establish accountability through the development of work instructions?
How does the company determine the need for personnel for the future?
How many workers are doing exactly the same job as 5 years ago?
what is the recruitment process?
What percentage of the staff has not been trained in the last 2 years?
How has the rate of injury and sick leave changed?
How is the work of regulating wages in the company evaluated?
What is the level of understanding of the firm's legal obligations?

APPENDIX 2

Exercise. (Production practice, 3 course, 4 weeks)

RECRUITMENT AND SELECTION OF PERSONNEL

1. RECRUITMENT AND SELECTION PROCESS

Task 1.1. Describe the process of recruitment and selection of personnel in the organization.

1. Write what phenomena practitioners associate with the terms "recruitment", "staff selection".

2. If you think the value effective recruitment and the selection of personnel in the organization is increasing, then justify your opinion?

3. What is the value of effective recruitment and selection? List everything that you think belongs here.

Task 1.2. Describe the organization's approach to the recruitment and selection process.

Describe the approach to the recruitment and selection process currently used in the organization or team. Indicate whether this approach is traditional or rather modern, and how it affects the psychological climate in the team and the productivity of employees.

Task 1.3. Draw the link between (a) the organization's strategy and (b) recruitment and selection

Explain how the organization's strategy (mission, values, long-term goals and plans) influences recruitment and selection policies and practices. If this influence seems insufficient to you, explain how, in your opinion, the existing situation can be changed.

Task 1.4. Describe the recruitment and selection process in the organization.

List the stages of the recruitment and selection process used in the organization. Please answer the following questions regarding the recruitment and selection management process:

3. What specifically do you think needs to be done to improve the recruitment and selection process in the organization?

If you are having difficulty identifying the elements of the recruitment and selection process, use the following classification:

1. job description;

2. definition of requirements for candidates;

3. determination of the purpose of the search;

4. identification of recruitment sources (where you can find a candidate of the desired profile; whether information about vacancies will be distributed among the personnel of the enterprise; how information about vacancies will be distributed);

5. dissemination of information about vacancies;

6. preliminary selection of candidates based on the analysis of application documents;

7. interview with selected candidates;

8. verification of information about candidates;

9. re-interview if necessary;

10. making a decision on admission;

11. informing the selected candidate;

12. informing rejected candidates;

13. definition and implementation of the beginner's onboarding program.

2. JOB DESCRIPTION AND DETERMINATION OF REQUIREMENTS FOR CANDIDATES

Task 2.1. Analysis of job description forms and requirements for candidates used in the organization.

Please answer the following questions regarding the job description and requirements for candidates in the organization:

1. Which of the following documents are used in the organization in the recruitment and selection process:

A) job description;

b) professiogram;

c) professional standard;

d) competence card;

e) professional portrait;

e) technical task recruiting firm;

g) an original document developed by the organization's specialists.

2. What are strengths forms used in the organization with information about the content of the work and requirements for candidates?

3. Do they have flaws? Which? Explain how they can be eliminated.

Task 2.2. Description of work.

1. Definition of work.

The Job Definition section contains several types of information:

Job title - the title of the job is indicated, for example, assistant secretary, sales manager or storekeeper;

Organizational unit (division) to which this work applies;

Job title of immediate supervisor.

2. The purpose of the work (the purpose of creating this position).

For top managers, the goals of the organization are decisive here; for specialists - the goals of the unit, for performers - the goals of the workplace.

3. Short description work.

The Job Summary section should contain a general description of the nature of the job, including only the main features and activities. For example, for a purchasing manager, the "Job Brief" section might contain the following information: "the purchasing manager purchases, regulates supplies, stocks and distributes all materials needed for this production."

4. Duties and responsibilities.

This section should provide a detailed list of the actual duties and responsibilities associated with the job. Particular attention should be paid to the clear wording of the provisions so that it is completely clear to the employee what he is responsible for. This section is the main one in determining the requirements for candidates, organizing their assessment and selection. For the main two or three duties, it is necessary to indicate the approximate time allotted for its implementation.

5. Hardware and software used.

6. Relationships.

The "Relationships" section describes the employee's relationships with other people inside and outside the organization. The names of relevant positions and organizations should be accurately recorded. The information in this section is usually grouped as follows:

From whom it receives: information, instructions, semi-finished products, raw materials;

To whom it addresses: information, instructions, semi-finished products, raw materials;

Who does he/she collaborate with on assignments?

7. Authority.

It is expedient to specify the powers for managerial employees - who, what and to what extent has the right to dispose of.

8. Performance standards (required results, expected behavior).

9. Working conditions and environment.

This section describes factors such as noise levels, hazardous conditions, or high temperatures.

Task 2.3. Determination of requirements for candidates.

Based on the prepared job description (task 2.2) and expert assessments, prepare requirements for candidates for a specific position. You can use the form below to submit your requirements.

For each requirement, indicate its importance using the following characteristics:

1 - very important

3 is desirable.

Requirements for applicants	Importance
1. PROFESSIONAL TRAINING (underline, specify, explain) 1.1. Higher special education(with indication of specialty) 1.2. Other types of education 1.3. Special training 1.4. Foreign languages 1.5. Special Special Knowledge
2. PROFESSIONAL EXPERIENCE IN THE FOLLOWING AREAS: (if possible, specify the length of service)
3. PERSONAL PREREQUISITES (please underline and explain) 3.1. Oral speech (in contacts with partners, reports, at meetings, etc., when participating in meetings) 3.2. Written language (regularly repeated contacts in writing, exchange of written information, preparation of local regulations, ability to give a written opinion on applications and requests, contacts with external addressees) 3.3. Dealing with colleagues, subordinates, management 3.4. Negotiation skills (e.g., negotiating with..., stating the difficulty or importance of negotiating) 3.5. Ability to make independent decisions (approach to tasks and powers that require a high degree of independence in decision-making) 3.6. The ability to take the initiative, to express a number of ideas in connection with ... (give examples) 3.7. Organizational abilities, in particular, in the organization of labor activity in the unit 3.8. Ability to manage employees
4. POSSIBLE OTHER CONDITIONS

3. RECRUITMENT

Task 3.1. The dialing methods used.

Describe the recruitment methods currently used in the organization or team:

1. Search within the organization (internal recruitment),

2. Selection with the help of employees;

3. Self-manifested candidates;

4. Advertisements in local newspapers;

5. Announcements through local radio or television;

6. Appeals to institutes and other educational institutions;

7. State employment agencies;

8. Private employment agencies;

9. Private recruitment agencies;

10. Internet;

11. Appeal to "bounty hunters".

What explains the use of specific dialing methods? How is the effectiveness of the applied methods evaluated?

Task 3.2. Choice of dialing method.

Based on the prepared job description and requirements for candidates (tasks 2.2 and 2.3), formulate proposals for the use of recruitment methods.

Task 3.3. Preparation competitive announcement.

Based on the prepared job description and requirements for candidates (tasks 2.2 and 2.3), formulate the text of the competitive recruitment announcement.

4. STAFF SELECTION

Task 4.1. Used methods of selection.

Describe the personnel selection methods that are currently used in the organization or team:

1. Analysis and evaluation of application documents

2. Testing

3. Interview

4. Professional test

5. Group discussion (Assessment center)

6. Handwriting expertise

7. Medical examination

8. Security check

9. Verification by law enforcement agencies

10. Using a polygraph

What explains the use of specific selection methods? How is the effectiveness of the applied methods evaluated?

Task 4.2. Choice of selection method.

Based on the prepared job description and requirements for candidates (Exercises 2.2 and 2.3), formulate proposals for the use of personnel selection methods.

Task 4.3. Selection based on the analysis of application documents.

Formulate a list of documents that the applicant must provide to the organization (taking into account the position and other factors). Sample list:

1. Resume;

2. Application (cover letter);

3. Biography;

4. Questionnaires;

5. Certificates of education;

8. Work book.

Task 4.4. Selection based on interview results.

Prepare an interview plan and questions aimed at determining whether the candidate meets the requirements for candidates for the specific position you have chosen.

APPENDIX 3

Exercise. (Production practice, 3 course, 4 weeks)

"ADAPTATION OF PERSONNEL IN THE ORGANIZATION"

In the short questionnaire below, you are given the opportunity to assess the approach to employee orientation that takes place in the organization. You will immediately see strong and weak sides adaptation. Each section of the questionnaire involves calculating the sum of points for the section, and then summing up the total. Please use the following scale to answer the questions:

4- if the statement formulated in the questionnaire is constantly present in the organization during orientation programs;

3- if the statement formulated in the questionnaire is present in the organization in most cases for the majority of employees during orientation programs;

2- if the statement formulated in the questionnaire is sometimes used in the organization for some employees during orientation programs;

1- if the statement formulated in the questionnaire is not used in the organization or it is unknown to you;

0 - if the administration of the organization ( officials who answer the question asked) completely disagree with this statement of the questionnaire or follow a different, directly opposite line when conducting orientation programs.

Section 1: Planning.

1. The orientation procedure was developed and implemented with the participation of senior management, line managers of the middle level and the personnel management service.

2. The benefits of orientation (reducing staff turnover, increasing productivity, etc.) are known in the organization and clearly communicated to the team and newly hired employees.

3. Orientation of the employee and his introduction to the position is specialized according to the levels of the hierarchy and types of employees. It is worked out in more detail for the most frequently hired employees.

4. The needs, doubts and fears of newly hired employees are known to those who conduct orientation and induction.

5. Orientation goals have indicators that can be assessed quantitatively or qualitatively and focus on the development of special knowledge, skills and abilities by the employee.

6. The orientation and induction program is linked to the corporate culture of the organization through a detailed communication to the employee of the mission of the organization, its vision of the future, goals and priorities.

7. Upon completion of the orientation and induction, employees are clearly presented with the policies and procedures that will affect their productivity and quality of work.

8. The issues of labor protection and safety, guarantees and compensations, the rights of workers in the orientation process are balanced with the outlining of the duties of workers.

Section 3: Methods.

9. Orientation and induction take a long period of probation, it is an ongoing process, not a one-day event. The information that is provided to the employee is provided exactly when he needs it to perform his job duties.

10. The role of the line manager in the orientation process is clearly described, active and in close contact with the HR representative.

11. Workers undergoing orientation know how to independently find the materials needed for self-study.

12. The materials given to the employee are complete and informative.

Section 4: Procedures and actions.

13.Adult learning methods are used in the orientation process.

14. Orientation and introduction to the position is carried out with the active participation of the newest employee.

15. External consultants are periodically engaged for a number of positions for on-the-job training probationary period.

16. The family of the new employee is involved in the orientation and induction process.

Section 5: First day.

17. The workplace and work colleagues are ready for the arrival of a new employee.

18. The first day of the employee stimulates the optimistic mood of the new employee, through various events(formal presentations, tour of the company if necessary) involving the line manager, colleagues and the HR department.

19. Already on the first day, a new employee performs specific and useful work, albeit with outside help.

20. Already on the first day, the employee is given a job description and is introduced to the standards of labor productivity, the company's expectations from his work.

Section 6: Evaluation.

21. New employees and their immediate supervisors are asked to give their opinion on the orientation, induction and probation process.

22. The orientation procedure is evaluated by the participants, senior and middle managers and employees of the personnel department for its effectiveness and achievement of the set goals.

23. During the probationary period, new employees are given information about their work (assessment) and special measures are taken to increase their productivity.

24. The final results of the orientation, evaluation and probationary period are evaluated in a formal manner.

SUMMARIZING:

by sections.

13-16 points - the orientation program in this section is carried out at a good level.

9-12 points - the orientation program for this section needs minor improvements.

5-8 points - the orientation program for this section is inconsistent and needs to be improved.

Less than 5 points - there is practically no orientation program for this section, you should start developing it from the beginning.

In general, for the questionnaire:

72-96 points. The orientation program you studied can be assessed as good.

48-71 points. Find out in which sections the orientation program does not meet modern requirements, and formulate proposals for improving this area of ​​the personnel management system.

25-47 points. The studied orientation program requires serious modification.

Less than 25 points. The researched orientation program does not help the organization in strengthening its competitiveness, and does not encourage new employees to work to their full potential from the first day of their employment.

APPENDIX 4

Tasks. (Internship, 4 course, 4 weeks)

"PERFORMANCE AND STAFF BEHAVIOR MANAGEMENT"

1. PERFORMANCE AND STAFF BEHAVIOR MANAGEMENT PROCESS

Task 1.1. Describe the organization's approach to managing performance and employee behavior.

Describe the approach to managing the performance and behavior of people that is currently used in the organization or department. Indicate whether this approach is traditional (certification once every five years) or rather modern, and how it affects the psychological climate and productivity of workers.

Task 1.2. Draw a link between: (a) the organization's strategy and (b) performance and staff behavior.

Explain how the organization's strategy (mission, values, long-term goals and plans) affects performance, staff behavior and Professional Development workers. If this influence can be improved, please explain how you think this can be done.

Task 1.3. Describe the process for managing the performance and behavior of people in the organization.

List the steps in the performance and behavior management process used by the organization.

Please answer the following questions regarding the process of managing the performance and behavior of people in the organization:

1. What elements of this process work most successfully, or what do you think are the positive factors of this process?

2. What elements of this process work the least successfully, or what, in your opinion, are the negative factors of this process?

3. What specifically would you like to do to improve the process of managing the performance and behavior of people in the organization?

2. ASSESSMENT OF WORK RESULTS AND PERSONNEL BEHAVIOR.

Task 2.1. Analysis of evaluation forms used in the organization.

Take the Performance and Behavior Evaluation Form used by the organization and analyze it as follows:

1. What are its strengths?

2. Does it have disadvantages? Which? Explain how they can be eliminated.

Task 2.3. Preparation for an interview to assess the performance and behavior of staff.

Prepare the performance and behavioral assessment interview using the organization's documentation and methods. Select either an imaginary employee or a real employee as the person being assessed. Indicate how you decide to prepare for the interview, select three aspects of the job to analyze, and explain exactly how you intend to work on them. Choose one example for each of the following three situations:

1. Requirements exceeded,

2. Requirements met,

3. Improvement needed.

3. MONITORING AND IMPROVING PERFORMANCE AND BEHAVIOR.

Task 3.1. Some reasons for the low scores.

Select a specific example of poor performance or unacceptable staff behavior that you have encountered. List some characteristics of this problem.

Which of the following reasons best fits your example?

	Description
Lack of skills or abilities	The employee is not able to achieve the performance you expect because he does not have necessary level knowledge or ability to do the job properly.
Unclear requirements for behavior or performance	The employee is not able to achieve the performance you expect because they do not have a clear understanding of one or more the following points: * job description; * work or task priorities; * requirements for labor indicators; * behavior requirements.
Conflicting requirements for behavior or performance	The employee is not able to achieve the performance you expect because they receive conflicting information about work priorities; its results or reporting.
Unclear chain of command or accountability	The employee is not able to achieve the performance you expect because they do not have a clear understanding of the reporting system. For example, assistant administrative work can do the work that several people have to do.
Mood	An employee's mood interferes with his ability to perform effectively job responsibilities.
Health status, stress, psychological problems	The employee cannot properly perform his duties due to his state of health.

What other root causes could be causing low rates?

Task 3.2. Improving the performance and behavior of staff.

Identify the problem with the performance and behavior of personnel in the unit or organization.

Possible issues to work out:

Regular absenteeism or being late;

Suspected alcoholism or drug addiction;

Failure to meet the deadlines for completing tasks;

Failure to comply with official requirements;

Theft of property.

Explain what you would do to solve this problem based on the following three steps:

Record positive and negative labor indicators;

mentoring;

*-Improvement of the performance of the employee.

4. RECOGNITION AND ENCOURAGEMENT OF SUCCESS.

Task 4.1. Explain the use of incentive measures.

1. Give an example of verbal gratitude for Good work.

2. Give an example of a written thank you for a good job.

3. Give an example of rewarding an employee with some kind of material reward, salary increase or promotion.

4. Give an example of public gratitude in a department or organization.

5. Give an example of the use of a formal program for the recognition and encouragement of success that exists in an organization.

Task 4.2. Making a plan for informal rewards.

Choose one type of informal recognition and encouragement that can be used in work collective now. Explain how it should be implemented.

Task 4.3. Analysis of ineffective incentives.

Give an example when an attempt at informal recognition and promotion failed. Explain why it didn't work and what could be changed to make it successful.

Task 4.4. Application of official methods of encouragement.

1. Write briefly about the organization's formal methods of recognizing and rewarding success. If such formal methods are not provided, formulate your recommendations for the introduction of such methods and briefly describe what you think they should be.

2. Give three concrete examples of how formal methods of recognizing and rewarding the success of employees in the labor collective could be used.

Task 4.5. Development of employee incentive methods.

Make a list of at least 10 measures that could be taken within the workforce to recognize and reward the performance of individual workers, both formal and informal. Organize your ideas into the following categories:

1. Free types of recognition and encouragement of success;

2. Inexpensive types of recognition and encouragement of success;

3. Relatively expensive types of recognition and encouragement of success.

APPENDIX 5

Title page template

FEDERAL AGENCY FOR EDUCATION GOU VPO

Nizhny Tagil State Socio-Pedagogical Academy

Department of Social Work

on production practice

Name of the enterprise (organization):

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