Personnel composition is an example. Personnel composition and structure. Relationships between the HR department and other departments

The success of an organization (enterprise) is largely determined by the level of qualifications of its employees and the degree of cohesion of a team working towards one idea. That's why labor resources organizations are the object of constant concern from management. Everything ultimately depends on people, their skills and desire to work. Within one enterprise, instead of the term “labor resources,” the term “enterprise personnel” is used.

The personnel of an enterprise is a collection of workers of various professional qualification groups, employed at the enterprise and included in its payroll. The payroll includes all employees hired for work related to both core and non-core activities. The personnel of an enterprise is usually understood as the main (staff) composition of the enterprise’s employees. Its main features are:

Availability of labor relations with the employer, which are formalized employment contract(contract);

Possession of certain qualitative characteristics (profession, specialty, qualifications, competence, etc.), the presence of which determines the employee’s activities in a specific position or workplace;

Target orientation of personnel activities, i.e. ensuring the achievement of the organization’s goals by establishing goals of the individual employee that are adequate to them and creating conditions for them effective implementation.

The very concept of “professional and qualification structure of personnel” is ambiguous. It includes three independent, although closely related aspects: professional structure work force; its qualification structure; qualification content. At the same time, under professional structure labor force is understood as the ratio of representatives of different professional groups, under the qualification structure - the ratio of workers of different skill levels. Contents of the qualification various professions is a set of skills, knowledge, experience, and other components required to perform a specific job. The qualification requirements for workers are most directly determined by the nature of the technology used.

As a result of development technical means, the emergence of new types of products and services, the introduction latest technologies, changes social structure society, structural restructuring of the economy, professional and qualification shifts are constantly occurring in the composition of the workforce. Therefore, every this moment The structure of workers by main professional qualification groups is quite arbitrary.

According to the professional and qualification structure, the personnel of the organization are divided into three large groups in accordance with international statistics:

1) “white collar” workers, i.e. focused primarily on non-physical labor;

2) “blue collar” workers, i.e. workers of various professions and skill levels;

3) service workers (the last group in international statistics includes cooks, waiters, medical staff, police officers, firefighters, housekeeping workers - servants, cleaners, etc.).

The second and third groups form the labor force engaged primarily in manual labor. These enlarged groups include various subgroups. Thus, workers of predominantly non-physical labor include: managers, technical specialists. Workers of predominantly manual labor are divided into highly skilled, low-skilled and simply skilled; In addition, this group includes workers in so-called cross-cutting professions.

The above classification is partially valid in Russia. In addition, all employees in Russian Federation are divided according to the following criteria:

1) according to the functions performed in production process, the personnel is divided into six categories: workers (main and auxiliary), engineering and technical workers, office workers, junior service personnel (LSP), students, security;

2) by the nature of the actual activity (occupation): the basis for classifying an employee into a category is not education, but the position held; the classification of occupations is based on a combination of professional and industry characteristics;

3) according to the principle of workers’ participation in the technological process: according to the production of products, workers are divided into main and auxiliary, and engineers are divided into managers, specialists and technical performers;

4) by duration of work: permanent, seasonal and temporary workers.

All workers in the sphere of material production are divided into two groups:

1) personnel engaged in the main activity (in industry, these workers constitute industrial production personnel);

2) personnel engaged in non-core activities or other personnel.

TO industrial personnel include workers directly involved in the production of products or services.

Non-production personnel include workers serving non-industrial farms and enterprise organizations. These include employees of housing and communal services, children's and medical institutions, cultural and educational institutions, etc., as well as those belonging to the enterprise.

In turn, industrial production personnel depend on the functions performed in production and are divided into:

1) workers (main and auxiliary);

2) engineering and technical workers (ITR);

3) employees;

4) junior service personnel (JOP);

5) students;

6) security workers.

Workers include those directly involved in the production process. With a significant scale of production that is complex in structure, it is impossible to correctly assess and orient in the directions of its development without a clear division and accounting of labor costs by type and purpose of work. For this purpose, a classification arose dividing workers into five groups depending on their participation in the production of main products.

Category "B" - auxiliary workers directly serving the workplaces of category "A" workers. These include adjusters, supervisors, crane operators, work distributors and auxiliary workers employed directly at production sites.

Qualification is a set of knowledge and practical skills that allow you to perform work of a certain complexity.

According to skill level, workers are divided into:

1) unqualified;

2) low-skilled;

3) qualified;

4) highly qualified.

The qualifications of workers are determined by the ranks or class for drivers.

The administrative-legal principle suggests distinguishing workers according to their position: plant director, workshop manager, chief planner, Chief Accountant etc.

The functional principle divides management employees into groups according to professions (specialties).

A profession is a set of special theoretical knowledge and practical skills necessary to perform a certain type of work in any branch of production.

Specialty is a division within a profession that requires additional skills and knowledge to perform work in a specific area of ​​production.

Division of workers according to technological characteristics of work (depending on the role of the worker in the decision-making process) allows us to distinguish between those who carry out information service management (technical performers):

1) heads of enterprises, institutions, departments that carry out the selection and placement of personnel, coordination of the work of individual performers, various parts of the management apparatus, control and regulation of production, administrative and administrative functions, etc.;

2) specialists - scientists, engineers, technicians, economists, etc., who develop and introduce into production new or improved types of products, technical and economic standards, as well as forms and methods of organizing production, labor and management, etc.;

3) technical performers: accountants, bookkeepers, typists, draftsmen, clerks, etc.

With the development of technology, based on the requirements of scientific labor organization and modern office equipment, I developed another approach to dividing management personnel into categories of workers according to the nature of work:

1) performing work that is repetitive, mechanical, regulated by certain rules and technical specifications. These include functions performed by staff responsible for office work and some of the responsible executives (for example, document registration, typing);

2) performing a complex of repetitive work that composes basically identical cycles. Many types of activities of responsible executors are of this nature (for example, accrual wages employees, development of a labor plan, etc.);

3) those performing non-repetitive work or those whose execution cycle is very long. They are carried out mainly by managers and some responsible executors (for example, research at subordinate objects).

Engineering and technical workers (E&T) include specialists performing the functions of technical, organizational and economic management, as well as enterprise management: engineers, economists, accountants, legal advisers, etc. Specialists are divided into categories: specialist 1, 2, 3 categories and specialist without category.

White-collar workers are those people who are engaged in accounting, statistical, clerical and administrative functions: clerks, cashiers, timekeepers, accountants, etc.

Managers are distributed across structures and management levels. Based on management structures, managers are divided into linear and functional.

By management level, managers are divided into:

1) higher (director, CEO, manager and their deputies);

2) middle (managers of the main structural divisions- departments, departments, workshops, as well as chief specialists);

3) lower level (working with performers - heads of bureaus, sectors; foremen).

In the context of the transition to a market economy, new elements in the classification of personnel have appeared in domestic terminology - managers of different levels. These include managers of all management levels, as well as specialists in management services: advertising, personnel, sales managers, etc.

Junior service personnel include workers

performing caring functions office premises, servicing workers, engineers and employees.

Security guards and fire departments ensure safety material assets and property of the enterprise.

The ratio of the listed categories of workers in their total number, expressed as a percentage, is called the personnel structure, corresponding to the equipment and technology used, the conditions for ensuring labor production processes, and the established management regulations. The personnel structure is a collection of separate groups of workers united according to some characteristic.

To carry out the production process, the presence of three factors or economic resources is necessary:

• means of labor (OPF);
• objects of labor (OS);
• labor resources.

Labor resources is a broad concept. This is the working age population not employed in manufacturing or non-manufacturing. Persons of working age involved in production are called production personnel.

The quality of products, the costs of their production and, ultimately, production efficiency depend on the composition of personnel, their structure, qualifications, and attitude towards work.

All workers in production are divided into 2 groups:

1) industrial production personnel (these are people directly involved in production);

2) non-industrial personnel. This group includes workers serving non-industrial farms and enterprise organizations (housing and communal services, children's institutions, vocational schools, clubs, medical units, subsidiary plots and so on.).

Depending on the functions performed, the PPP is divided into the following categories:

• workers;
• managers and specialists;
• employees;
• security, students.

Depending on their participation in production, workers are divided into Main AND Auxiliary.

Essential workers Directly carry out technological processes manufacturing products, that is, they influence the subject of labor and manage production equipment.

Auxiliary workers Carry out repairs of equipment, instrumentation, monitoring the progress of the process, the quality of raw materials and products, transportation, movement of raw materials, materials and finished products, that is, they perform maintenance and production functions.

Managers and specialists They perform the functions of management, planning, technical and organizational management of production: these are shop managers, technologists, mechanics, power engineers, economists, employees of functional services and departments. In the number of PPP, they account for approximately 14% ( chemical industry), 11% (PSM).

Employees. This category includes workers performing accounting, clerical and chores(accountants, typists, administrative maintenance workers). Their share in the total number of PPP is approximately 3%.

MOP– these are workers engaged in personal services for workers (wardrobe workers, cleaners production premises, wipers, etc.).

VOKHR and students– guard and fire protection workers, students – persons, regardless of age, undergoing individual or team industrial training directly at the enterprise. The share of the last two groups in the number of PPP is approximately 3%.

Main and auxiliary workers differ in profession, specialty and qualifications.

Profession- this is a genus labor activity, requiring special training to work in this industry.

The profession includes a number of Specialties. For example, the profession of a mechanic includes the following specialties: assembler, repairman, toolmaker, plumber, etc.

Qualification Means the totality of knowledge, skills and abilities to perform certain works. It is characterized by tariff category.

A modern worker deals with a large flow of information, therefore he must have not only general and professional knowledge, but also have the ability to correctly perceive and interpret information, and quickly respond to its changes.

IN modern conditions Requirements for specialists with higher education are increasing. They must be able to think economically, master new business methods, study system analysis and issues of production management in market conditions, acquire knowledge in the field of sociology, psychology, law, finance, and foreign economic activity.

Periodic certification of specialists and a system of training and retraining of personnel are aimed at solving these problems.

The personnel structure is understood as the percentage of the number of each of the listed categories to the total number of teaching staff. The structure of personnel changes as a result of scientific and technical progress (the share of engineering and technical personnel is increased, the share of auxiliary workers and the share of workers engaged in heavy unskilled labor is reduced in the number of workers).

Analysis of the personnel structure allows us to determine the need for them and plan their training.

The growth of labor productivity largely depends on personnel, their level of qualifications and attitude to work.

Industry personnel include those permanently employed in the field industrial production workers who have received appropriate professional training and have practical experience and work skills. They are divided into workers industrial enterprises, industry management apparatus, employees of research, design, and technological institutes and organizations.

The personnel of an enterprise (personnel, labor collective) is the totality of workers included in its payroll.

Personnel composition of the enterprise consists of industrial production and non-industrial personnel.

Determination of personnel requirements, their planning and accounting is carried out for the following categories of workers:

1. Workers (main and auxiliary).

2. Engineering and technical workers (managers and specialists).

3. Employees (technical performers).

4. Junior service personnel.

5. Security and students.

Workers occupy the largest share in the total number of employees (3/4). The level of professional and qualification preparedness of workers in conditions of a tense balance of labor resources becomes special meaning, since it directly affects labor productivity.

Management, technical, economic and organizational management of the enterprise is carried out engineering and technical workers (E&T). Improving technology and organization of production and labor, implementation new technology involve the participation of architects, design engineers, technologists, mechanics, power engineers, automation specialists, electronics specialists, etc. The most important role belongs to linear engineers - work producers, foremen, etc.

Managers are employees holding positions of heads of enterprises and their structural divisions (functional services), as well as their deputies.

Specialists are workers performing engineering, technical, economic and other functions. These include engineers, economists, accountants, sociologists, legal advisers, standard setters, technicians, etc.

Category employees includes workers related to accounting, finance, supply, storage of material assets, housekeeping, etc. These include clerks, typists, timekeepers, draftsmen, copyists, archivists, agents, etc.

Non-industrial personnel includes workers employed in the non-industrial sphere of the enterprise: in housing and communal services, medical, educational, children's institutions, etc.

Depending on the nature of work activity, enterprise personnel are divided into professions, specialties and skill levels.

Profession– a certain type of human activity (occupation), determined by a set of knowledge and work skills acquired as a result of special training.

Speciality- a type of activity within a particular profession that has specific characteristics and requires additional special knowledge and skills from workers. For example: economist-planner, economist-HR specialist, economist-financier. Or: fitter, fitter, plumber.

Qualification– the degree and type of professional training of the employee, his knowledge, skills and abilities necessary to perform work or functions of a certain complexity, which is displayed in qualification (tariff) categories and categories.

The quantitative characteristics of personnel are measured primarily by such indicators as payroll, attendance and average number of employees.

Headcount – this is the number of employees on the payroll as of a certain date, taking into account employees hired and retired for that day.

Turnout number includes employees reporting to work.

Average headcount employees for a month is determined as the quotient of dividing the sum of all list data for each day by the calendar number of days in the month. Moreover, on weekends and holidays The list number of employees on the previous date is shown.

In conditions of continuous movement of personnel, which is caused by numerous reasons of an economic, social and demographic nature, the enterprise constantly has an additional need for workers and personnel stability can be ensured only by constantly replenishing those leaving.

The most important task is to secure personnel at the enterprise, since one of the reasons for the additional need for personnel is their turnover, i.e. Departure from the enterprise, which causes significant material and financial losses, negatively affects the volume and quality of products.

Consequently, reducing staff turnover and eliminating losses of working time on this basis is equivalent to reducing the need for additional personnel.

2. Labor productivity: essence and methods of measurement.

The efficiency of using the enterprise's labor resources is characterized by labor productivity, which is determined by the quantity of products produced per unit of working time, or labor costs per unit of products produced or work performed . In market conditions, labor productivity is the object of negotiations and conclusion of agreements between the administration of the enterprise and its workforce within the framework of a special or collective agreement.

The main indicators of labor productivity at the enterprise level are indicators of output (B) and labor intensity (Tr) of products, which can be calculated using the formulas:

where: q - volume of products produced or work performed in natural or conditionally natural units of measurement;

Ch sp - average number of employed people;

T is the time spent on the production of all products, standard hours.

Product development- this is the most common and universal indicator labor productivity at industrial enterprises, depending on the unit of measurement of production volume (q), there are three methods for determining output:

1. natural;

2. cost;

3. normalized working hours.

Labor productivity can most clearly be characterized by output in physical terms , measured in tons, meters, etc. If the company produces several types homogeneous products, then the output can be expressed in conventionally natural units.

But if the enterprise produces heterogeneous products, then the output indicator can only be calculated in in value terms.

In value terms, production at an enterprise can be determined by indicators of gross, commodity, clean products depending on the scope of application of this indicator. If production cannot be measured either in natural or in monetary units, then the production indicator is determined in standard hours. Production can be:

1. hourly (per one man-hour worked);

2. daily (man-day worked);

3. annual, quarterly or monthly (per one average employee
employee per year, quarter, month).

Labor intensity represents the cost of working time to produce a unit of product in physical terms for the entire range of products and services . The labor intensity indicator has some advantages over the output indicator:

1. firstly, it reflects the direct relationship between production volume and labor costs;

2. secondly, its use allows us to link the problem of measuring labor productivity with the factors and reserves of its growth;

3. thirdly, it allows you to compare labor costs for identical products in different workshops and areas of the enterprise.

Depending on the composition of costs included in the labor intensity of products, technological, production and total labor intensity, labor intensity of production maintenance and labor intensity of production management are distinguished.

Technological complexity reflects all labor costs of the main piece workers and time workers.

Production labor intensity includes all labor costs of main and auxiliary workers.

Full labor intensity reflects the labor costs of all categories of industrial production personnel of the enterprise.

Labor intensity of production maintenance reflects the labor costs of auxiliary workers.

Labor intensity of production management- labor costs of employees.

2.2 Analysis of the organization’s personnel composition

Now it is necessary to consider analyzing the personnel composition of JSC ICAR, consisting of managers, specialists, and production workers.

Table 1 - Average annual number and structure of employees at OJSC ICAR

No.		Categories of workers	2005				2006				2007
			Human		% to total		Human		% to total		Human		% to total
		A	1		2		3		4		5		6
1		Average number of employees, total	2413		100,0		2381		100,0		2235		100,0
2		including managerial	325		13,5		312		13,1		296		13,2
3		engineering workers	392		16,2		385		16,2		347		15,5
4		core workers production	1238		51,3		1386		58,2		1147		51,3
5	auxiliary production workers			458		19,0		298		12,5		445	20,0

Table 1 shows that the number of employees at JSC ICAR decreases slightly every year. This decrease affected both management and engineering workers. Workers of main production compared to 2005, in 2006. their number increased to 1,386 people, but in 2007 there were much fewer workers than in 2005. (1147 people). The number of workers in auxiliary production decreased significantly in 2006. compared to 2005 for 160 people, but in 2007 the quantities in this category have recovered again.

To calculate the number of workers in the main production per 1 person of management or engineering and technical workers, it is necessary to divide the number of workers in the main production for a certain period by the number of management personnel (engineering and technical workers).

Therefore, since 2005 to 2007 For every 1 management person there are 4 core production workers. In 2005 For 1 engineering and technical worker there were 3 workers in the main production, in 2006 - 4 workers, and in 2007. again 3 workers.

High quality labor force is only a prerequisite for high production efficiency. To implement it, it is necessary that the employee’s work is well organized, that he does not have interruptions in work for organizational and technical reasons, that the work assigned to him corresponds vocational training and level of qualifications, so that the employee is not distracted by performing functions unusual for him, especially those that do not correspond to his level of qualifications, so that normal sanitary and hygienic working conditions are created for him, ensuring a normal level of labor intensity. The socio-psychological environment also plays an important role, facilitating the interaction of performers in the work process and the emergence of incentives for highly productive and effective work. It is also important that the employee properly fulfills his production and official duties, strict adherence to discipline (labor, production, technological), labor activity and creative initiative.

Table 2 - Use of working time

No.	Indicators	2006	2007		2007 by 2006, in%
		actually	according to plan	actually
	A	1	2	3	4
1		2381	2240	2235	94,1
2	Total number of person-days worked, thousand.	690	650	648	94,0
3	Number of people worked/hour, thousand	5524	5197	5185	94,1
4	Average annual number of days worked per employee	290	290	290	100,0
5	Average annual number of people/hour, thousand	5455	5326	5250	97,0
6	Average annual working day, hours.	7,9	8,2	8,1	103,0

Table 2 discusses the use of working time at JSC ICAR. Working time at an enterprise serves not only as the main production resource, but also as a criterion economic efficiency production. During the period under study, the number of days worked by one worker per year was 290 days, therefore, work time at the plant was distributed rationally, although the total number of person-days decreased by 42 person-days. The same thing happens when the number of people worked per hour decreases. But the length of the working day increased by 0.2 hours.

Table 3 - Analysis of the causes of lost working time

No.	Indicators			2006	2007		2007 to 2006,%
	A			1	2		3
1	Absenteeism, days			354	436		123
1.1			0,15			0,20	133
2		Downtime, days	3929			7228	184
2.1		including per worker, h	1,65			3,24	196
3		Vacations with the permission of the administration, days	1154			1546	134
3.1		incl. per worker, days	0,5			0,70	140
4		Total avoidable losses, days	5437			9210	169
4.1		incl. per worker, days	2,30			4,14	180

This table presents an analysis of lost working time. Every year there is absenteeism of workers, production downtime due to various reasons such as no orders for the purchase of products, due to power outages, etc. Table 3 shows that absenteeism for unexcused reasons in 2007. increased by 82 days. Workers thus violate labor discipline and internal regulations working day. Downtime has almost doubled. To eliminate lost working time, it is necessary to take certain measures. For example, if an employee is absent from work in work time for no valid reason, reprimand him or even go as far as dismissing him from his job.

Table 4 - Structure of the enterprise personnel by category

No.	Years	Total, people	Including by category
			Workers		Managers		Specialists		Employees
			Number, persons	Ud. weight, %	Number, persons	Ud. weight, %	Number, persons	Ud. weight, %	Number, persons	Ud. weight, %
	A	1	2	3	4	5	6	7	8	9
1	2005	2413	1696	70,3	325	13,4	312	13,0	80	3,3
2	2006	2381	1684	70,7	312	13,1	286	12,0	99	4,2
3	2007	2235	1592	71,2	296	13,2	281	12,6	66	3,0

JSC “IKAR” employs managers, specialists, employees and workers. Analyzing Table 4, it was found that in 2007, compared to 2005, the number of workers decreased by 104 people. In general, due to staff turnover, every year all categories of employees of the enterprise are reduced, there are fewer of them. But all categories of these workers must be present in numbers that can provide effective work enterprises, as well as obtain high labor productivity.

Table 5 - Personnel structure of JSC ICAR by gender

No.	Years	Total, people	Including by gender
			Men, persons	Women, persons
	A	1	2	3
1	2005	2413	1621	792
2	2006	2381	1547	834
3	2007	2235	1388	847

Table 5 shows that this enterprise has a predominantly male workforce. After all, JSC ICAR is engaged in heavy industry. But compared to 2005, the number of men at the plant decreased by 233 people. In 2007 there were 1388 people. And the number of working women is gradually increasing, compared to 2005 by 55 people. The greater number of male workers than female workers is due to the specific nature of the work.

Table 6 - Educational level of personnel

No.	Years	Total, people	Number, people
			Higher	Specialized secondary	Overall average	Lower secondary
	A	1	2	3	4	5
1	2005	2413	865	823	579	146
2	2006	2381	836	812	548	185
3	2007	2235	800	764	491	180

Table 6 shows that the company employs highly qualified workers. This can be explained by the fact that greatest number workers predominate in enterprises with higher and secondary special education. But it is noted in Table 6 that due to the continuous turnover of personnel, the number of educated people and specialists in their field is decreasing. During the period under study, the number of workers with higher education, compared to 2005, decreased by 65 people, and workers with secondary specialized education - 59 people. However, the number of workers with incomplete secondary education increased by 34 people. But OJSC “IKAR” strives to ensure that the company employs competent specialists, and for this purpose the company sends workers, at the expense of the company, to study at higher education institutions. educational establishments. In 2006, it sent 58 people for training. Analysis of personnel indicators by education shows that the level of personnel education corresponds qualification characteristics positions.

Table 7 - Age composition of personnel

No.	Indicators	2005		2006		2007
		Number, persons	Ud. weight,%	Number, persons	Ud. weight,%	Number, persons	Ud. weight,%
	A	1	2	3	4	5	6
1	Age composition of personnel, number of people:	23	1,0	5	0,2	5	0,2
2	18-35	745	31,0	699	29,4	663	30,0
3	35-50	945	39,0	956	40,2	941	42,0
4	Over 50	700	29,0	721	30,2	626	28,0
	Total	2413	100,0	2381	100,0	2235	100,0

Table 7 shows that the company is mainly dominated by workers aged 35 to 50 years. In 2005 There were more workers aged 35 – 50 years old; in 2006 their number increased by 11 people, and in 2007 it decreased again by 15 people. Workers aged 18 to 35 years are decreasing every year, but one should again take into account the continuous turnover of personnel. Compared to 2005 workers aged 18-35 years in 2007 decreased by 82 people. There are a very significant number of workers over the age of 50. Workers of this age mainly occupy management positions, as well as specialized workers. The aging of personnel may lead to the fact that in a few years the plant will experience a real shortage of experienced and qualified workers; this problem already exists. After all, people cannot work all their lives anyway; age will make itself felt.

Table 8-Qualification composition of workers, people

No.	Discharge one at a time tariff schedule	2005		2006		2007
		Number, persons	Ud. weight,%	Number, persons	Ud. weight,%	Number, persons	Ud. weight,%
1	A	1	2	3	4	5	6
2	II	415	17,2	387	16,3	315	14,1
3	III	534	22,1	541	22,7	438	19,6
4	IV	687	28,5	584	24,5	602	27,0
5	V	452	18,7	485	20,4	495	22,1
	VI	325	13,5	384	16,1	385	17,2
	Total:	2413	100,0	2381	100,0	2235	100,0

Table 8 shows that at JSC ICAR the largest number of 4th category workers predominates. For the study period 2005 – 2007. There are fewer workers of category II every year. Compared to 2005, their number decreased by 100 people. The company employs competent specialists, as evidenced by the increase in workers of categories V and VI according to a single tariff schedule. The plant carries out certification of workplaces, which means that the rank of workers increases.

Table 9 - Distribution of personnel by length of service

No.	Indicators	2005	2006	2007
	A	1	2	3
1	Distribution of personnel by length of service, number, persons:	2413	2381	2235
2	Up to 1 year	145	154	127
3	1-2	547	486	365
4	2-5	688	741	702
5	5 or more	1033	1000	1041

Table 9 shows that OAL “IKAR” employs employees with extensive work experience. Due to the continuous turnover of personnel (employees are either fired or hired), surges in the growth and decline of personnel are observed. There were 1,033 workers with work experience of 5 or more years in 2005, decreased by 33 people in 2006, and increased again by 41 people in 2007.

Table 10 - Frame movement analysis

No.	Indicators	2005	2006	2007
		Number, people	Number, people	Number, people
	A	1	2	3
1	Average headcount	2413	2381	2235
2	Number of hired employees	605	399	559
3	Number of dismissed workers	744	467	640
4	including: By at will For absenteeism and other violations labor discipline
5	Frame reception ratio (p.2/p.1)	0,25	0,17	0,25
6	Attrition rate (page 3/page 1)	0,31	0,20	0,25
7	Staff turnover rate	0,31	0,20	0,29

Table 10 examines the movement of personnel at JSC ICAR. The number of employees hired by the enterprise in 2006, compared to 2005, sharply decreased by 206 people, but in 2007 it again picked up the growth rate and increased by 160 people. In 2006, compared to 2005, the number of laid-off workers decreased significantly by 277 people, but in 2007 it increased again by 173 people. The staff attrition rate is calculated as the ratio of the number of dismissed workers to their average number. This table shows that the highest coefficient is observed in 2005 – 0.31, and also in 2007 – 0.29.

Table 11 - Analysis of the reasons for staff turnover in the organization, %

No.	Reasons for dismissal	2005	2006	2007
	A	1	2	3
1	Low wages	63,8	75,0	62,5
2	Late payment of wages	13,5	8,97	5,9
3	Violation of labor discipline	22,7	16,03	31,6
	TOTAL:	100,0	100,0	100,0

Table 11 shows that low wages have the greatest impact on the dismissal of workers. Currently, there are many other organizations in the country where wages are higher, as a result of which people go to work for them. They change jobs.

Many workers are fired due to violation of labor discipline; many workers come to work in a state of alcoholic intoxication, are late or leave work early, violate access control rules, and take away inventory items. A small number of workers are dismissed due to late payment of wages. Basically, the plant does not delay wages at all. But, if there is a delay in wages, then no more than 15 days.

Table 12 - Vocational training indicators

No.	Indicators	2006	2007	2007/2006, in%
	A	1	2	3
1	Average headcount, people.	2381	2235	112
2	Passed professional education, people	60	67	112
3	Share trained, %	2,5	3,1
4	Spent on training, person/hour	24000	26800	112
5	Worked, person/hour	115200	128640	112
6	Share of time spent on training, %	21,0	20,0	95,2
7	Average number of people/hour per 1 trained employee	2320	2320	100
8	Costs for vocational training, thousand rubles	1200	1474	112
9	Training costs for 1 employee, thousand rubles.	20	22	110

Every employee of any enterprise should strive to improve their professional level. Every year the number of employees who have undergone training increases slightly by 7 people. Consequently, the costs of vocational training are increasing; compared to 2006, in 2007 costs increased by 274 thousand rubles.
Table 13 - Labor productivity level indicators

No.	Indicators	Conditional designation	2005	2006	2007
	A	1	2	3	4	5
1	Volume of work performed, thousand rubles	TP	836100	916537	989272	108
2	Average number of industrial production personnel, people.	Emergency	2334	2326	2197	94,4
3	Average number of workers, people.	CZ	2413	2381	2235	93,9
4	Share of workers in the total number of employees,%		103	102	102	100
5	Total amount of time worked by all workers per year, thousand hours.	PM	5347	5524	5185	93,9
6	including one worker, thousand hours		2,2	2,3	2,3	104,5
7	Average duration working day, hours	Tsr	7,9	8,2	8,1	98,8
8	Worked by one worker per year, days.	D	277	290	290	100
9	Average annual output, thousand rubles		229068	251106	271033	108
10	one worker		346,5	385,0	443,0	115
11	Average daily output of a worker, rub.		3018	3160	3411	108
12	Average hourly output of a worker, rub.		156,4	166,0	190,1	115

Based on the calculations of indicators of the level of labor productivity, it was revealed that labor productivity as a whole at JSC ICAR is optimal. The volume of work performed increases every year, for example, in 2007, compared to 2005. The volume of work performed increased by 153,172 thousand rubles. The share of workers in the total number was higher in 2005 by 3%, in subsequent years – by 2%. The length of the working day becomes longer every year, this directly affects the volume of work performed, and therefore the profitability of production. In 2005, there were few days worked by one worker per year - only 277 days, but in other years - 290 days, as required. Average daily production increased by 8% (rota rate) compared to 2006 and 2007. In general, labor productivity is efficient and high, meeting all standards and requirements.

Table 14 – Calculations for table 13

No.	Indicators	Calculations
	A	1
1	Share of workers in the total number	PPP = (Chr / Chp) x 100% (%)
2	The total amount of time worked per year by one worker	PM/HR= thousand h
3	Average working day	(Tch/Ph): 290days (hour)
4	Average annual output, thousand rubles :
5	one worker	TP/Chr
6	Worked by one worker per year, days

The determining factor in the development of production is the personnel of the enterprise who directly perform certain functions of economic activity.

Personnel- this is a collection of employees of various professional and qualification groups employed by the company and included in its payroll.

Organization staff- the totality of all human resources that the organization has.

It is a collection of workers of certain categories and professions engaged in a single production activities aimed at achieving the goals of the company and their own goals.

Organization personnel structure

Personnel are the most important part of an enterprise and have a complex interconnected structure (organizational, functional, role, social and staffing).

Kinds organizational structures controls:

• Organizational structure— this is the composition and subordination of interconnected management units.
• Functional structure reflects the division of management functions between management and individual divisions.
• Role structure determines the composition and distribution of creative, communication and behavioral roles between individual employees of the enterprise and is an important tool in working with personnel.
• Social structure characterizes the workforce according to social indicators (gender, age, profession and qualifications, nationality, education, etc.).
• determines the composition of departments and the list of positions, sizes official salaries and payroll.

Personnel structure of the enterprise

According to structure (the proportion of each element of the workforce), personnel are divided into workers, specialists, technical performers and managers (united in a group of employees), as well as security workers (property, secrets and managers), junior service personnel and students. Workers include individuals directly involved in the creation of labor products in production. According to the method of participation in the production process, workers are divided into main and auxiliary. The main workers either directly (potter, carpenter, mason) or with the help of tools (turner, milling machine, tailor, etc.) act on the object of labor in order to obtain the product of labor. Auxiliary workers provide the main workers with raw materials, material, fuel, energy, transport services etc., i.e. they are assistants to the main workers, providing workplace everything you need.

Specialists include workers involved in production preparation, engineering support of production and sales of labor products. Technical performers are workers who provide the work of specialists. Leaders implement management functions in departments of the enterprise and throughout the enterprise as a whole. These also include chief specialists, deputy managers, bosses, managers, managers, etc. Security workers provide the functions of protecting property and secrets from unauthorized use and theft, and protect managers from threats of violence and physical destruction. Junior service staff cleans premises and maintains places common use etc. The enterprise needs apprentices to replenish the workforce and to replace those leaving due to age and other reasons.

Personnel are characterized quantitatively and qualitatively

Quantitative characteristics include indicators of payroll and turnout numbers, average payroll numbers (employees, industrial production personnel, non-industrial personnel, categories of workers). The payroll number is determined as of a certain date according to the list, taking into account the employees hired and dismissed on this date. Turnout number— this is the number of employees who showed up for work on a certain date. This indicator is used to determine time loss and absenteeism. The average number of employees is determined by summing the number of employees on the payroll for each calendar day of the month and dividing this amount by the number of calendar days of the month.

The quality characteristics of personnel include professional and qualified performance of work. A profession is a type of work activity that requires special training and is a source of livelihood. Each profession has specialties. For example, the profession of a mechanic - specialization as a plumber, or the profession of an economist - specialization in accounting. Qualification - degree of skill, characterized by the number of category (1st, 2nd, 3rd, etc.) or categories (1st, 2nd, 3rd), or class (3rd, 2 -th, 1st, highest).

Requirements for the degree of skill in performing work in blue-collar professions are set out in qualification reference books. The main one is Unified Tariff and Qualification Directory works and professions of workers (ETKS). Additional are industry qualification directories and qualification directories of enterprises for work not included in the ETKS. Requirements for the degree of skill in performing work by employees are set out in the qualification reference books for employee positions (KSDS), in the regulations and job descriptions. A position is a type of mental activity necessary to perform qualification requirements at a special employee workplace.

The professionally qualified composition of employees of each company (enterprise) is formed on the basis of the laws of supply and demand existing in the labor market and production. The derivative nature of the demand for labor resources depends on the magnitude of the demand for finished goods and services.

When determining the company's need for the appropriate category of workers, it is necessary to take into account:

• labor productivity or labor intensity of products;
• market value or price of manufactured products;
• level of qualifications, technology used;
• organization of production.

Determination of personnel requirements is carried out separately by personnel groups. The number of PPP is determined for each category of workers. When planning the number of workers, the payroll and attendance are determined. The roster includes all permanent, seasonal and temporary workers. Turnout - the number of workers who must be at work on a given shift. The initial data for planning the number of workers are usually production volumes, labor intensity production program, staffing tables, service standards, working time balances for one average worker, shift schedules. The working time balance characterizes the average number of days and hours that one worker can work in a planning period.

Labor collective

Employees of one enterprise are labor collective, i.e. a group of workers united by a common goal of the enterprise and performing the corresponding types of work activities.

Labor force employed in various industries The economy of the country and its regions differs by gender, age, nationality, education, type of work, profession, specialty and qualifications.

All workers are divided into two categories:

1. industrial production personnel (main activity personnel);
2. personnel of non-industrial organizations on the balance sheet of industrial enterprises (personnel of non-core activities).

The number of industrial production personnel of the enterprise includes workers:

• main and auxiliary workshops (sections);
• auxiliary industries;
• servicing electrical, heating network, substations, etc.;
• those employed in loading and unloading operations and transport and storage operations;
• research, design, design, and technological organizations on the balance sheet of the enterprise;
• production laboratories;
• engaged in commissioning work;
• employed at wastewater treatment plants on the balance sheet of the enterprise;
• communication centers on the balance sheet of the enterprise;
• information and computing centers;
• all types of security;
• factory showers and baths serving production personnel only for this enterprise;
• employed in capital and current repairs equipment, etc.

Personnel engaged in non-core activities of industrial enterprises (non-industrial personnel) include workers:

• transport, which is on the balance sheet of the enterprise and serves housing, utilities and other organizations of non-core activities;
• construction laboratories;
• work organization design groups and design bureaus, groups, geodetic services of construction organizations;
• employed at major renovation buildings and structures produced economically;
• trade and catering;
• enterprises constantly engaged in the procurement of agricultural products, as well as agricultural raw materials for industrial processing;
• subsidiary agricultural enterprises included on the balance sheet of industrial enterprises;
• editorial offices of newspapers and radio broadcasting;
• housing sector;
• municipal enterprises and consumer services enterprises;
• serving medical institutions(medical units, health centers, dispensaries, boarding houses, tourist centers, etc.);
• institutions physical culture(stadiums, sports palaces, gyms, etc.);
• educational institutions and courses;
• preschool education institutions;
• cultural institutions;
• libraries, except technical ones, etc.

Workers and employees

All employees of enterprises are divided into two groups: workers and employees.

Workers(workers of mass professions) this is the largest group, which is divided into workers in basic work and auxiliary work. Essential workers are engaged in the main production of enterprises. Support workers help key workers perform work related to the main activity of the enterprise.

By skill level, workers can be:

• qualified;
• low-skilled;
• unskilled.

Their ratio at the enterprise depends on the types and volumes of work performed.

Employees- These are managers and specialists. Managers and specialists perform functions general management and technical guidance. Specialists include workers with higher or special secondary education. For certain professions it is required higher education. For other professions, education can be either higher or secondary specialized. Specialists are divided into categories based on their level of education.