Personnel composition. What is the composition and structure of the enterprise’s personnel?

Human Resources Department is a structure in an organization that deals with personnel management.

The HR department is not only a functional unit, it is also the face of the company, since it is in the HR department that any applicant begins to get acquainted with the organization.

Purpose of HR department

The purpose of the HR department is to contribute to the achievement of the goals of the enterprise (organization) by providing the enterprise with the necessary personnel and effectively using the potential of employees.

The selection of workers is carried out using specially developed strategies: submitting information about vacancies to the media and employment services, using selection methods, testing, procedures for adapting specialists and subsequent advanced training.

Tasks of the HR Department

The main task of the HR department is to correctly take into account the work of employees, determine the number of working days, days off and sick days for calculating wages, vacations and submitting information to the organization’s accounting department.

Also, the main tasks of the HR department are:

organization of selection, recruitment and hiring of personnel with the required qualifications and in the required volume. The selection of workers is carried out using specially developed strategies: from submitting information about vacancies in the media and employment services to the use of selection methods, testing, procedures for adapting specialists and subsequent advanced training;

creating an effective staffing system;

development of employee career plans;

development of personnel technologies.

In addition, the HR department must submit information about employees to the Pension Fund of the Russian Federation, Insurance companies, Tax and Migration Services.

HR functions

The main function of the HR department at an enterprise is personnel selection.

The main functions of the HR department at an enterprise include:

determining the organization’s personnel needs and recruiting personnel together with department heads;

analysis of staff turnover, search for methods to combat high level fluidity;

introduction of labor motivation systems;

Preparation staffing table enterprises;

registration of personal files of employees, issuing certificates and copies of documents upon request of employees;

carrying out operations with work books (reception, issuance, filling out and storing documents);

keeping records of vacations, drawing up schedules and processing vacations in accordance with current labor legislation;

organization of employee certifications;

preparation of employee training plans.

HR department structure

The structure of the enterprise's personnel department and its number is determined by the director of each company, depending on the total number of personnel and the characteristics of the activity.

IN small companies(up to 100 employees) one or two personnel service employees are sufficient.

At the same time, in small enterprises there may not be a separate employee, and then such work is performed by the chief accountant or general director.

In medium-sized organizations (from 100 employees to 500 people), it is advisable to create a personnel personnel service of three to four personnel specialists

In large enterprises employing 500 or more people, the HR department may number from 7 to 10 employees.

Relationships between the HR department and other departments

To effectively perform its functions, the HR department needs to constantly and closely interact with other departments of the enterprise:

Interaction with the organization's accounting department

The HR department interacts with the organization's accounting department to resolve issues related to wages.

Thus, the HR department submits documents and copies of orders on dismissal, hiring, business trips, vacations, incentives or penalties for employees to the organization’s accounting department.

Interaction with the legal department

The Legal Department provides HR employees with information about latest changes in current legislation, provides comprehensive legal support.

Interaction with other departments of the company

On personnel issues, the HR department constantly interacts with all structural divisions of the company.

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The composition and structure of an enterprise's workforce can be quite diverse. But at the same time there are a large number of the most different features related specifically to personnel matters.

First of all, this is connected precisely with the field of activity in which a particular enterprise operates.

The personnel department itself may consist of one person or several. The number of workers officially employed by the enterprise plays a very important role in this.

Basic moments

The HR department at an enterprise is one of the most important departments. Since it simultaneously solves a large number of different problems at once.

At the same time, you should remember about the many different nuances with which the work of this department is associated.

The most significant issues directly related to the personnel service today include the following:

• what it is?
• place of the department in the enterprise;
• legal grounds.

What it is

Today the term “personnel service” means special institution, which specializes in human resources management.

At the same time, a certain list of tasks solved by the enterprise of the type under consideration has been established.

Today, the personnel service is obliged to implement the following main tasks:

• accounting and control;
• planning and regulatory;
• reporting and analytical;
• coordination and information;
• organizational and methodological.

The structure under consideration simultaneously solves a fairly extensive list of various tasks. At the same time, they have their own specifics.

This list is primarily influenced by the following:

• size of the organization;
• the direction of activity of a particular enterprise (trade, production or something else);
• the goals of the enterprise itself;
• stages of development of the institution;
• total number of personnel;
• the main tasks that management sets for staff.

Today, almost no large enterprise can do without a personnel department, which employs at least one employee.

But it should be remembered that the law does not establish obligations to create such a personnel department.

If for some reason there is no need for it, then management has the right not to create such a department. It is only important to remember large quantities a variety of nuances.

For example, individual entrepreneur, which employs a small number of employees, may not create a personnel department.

Because this is actually not required. It does not take much time to maintain documentation associated with a small number of staff.

That is why hiring human resources will actually be an unreasonable waste of money. But it is still important to understand the structure of the enterprise’s personnel. This will avoid making mistakes.

Place of the department in the enterprise

Today, the structure of the personnel department (if there is one) is quite significantly disconnected from individual organizational units.

First of all, this applies to accounting, labor protection departments and many others. But every day the conditions for doing business are becoming more complicated. This also affects the requirements associated with personnel management.

Almost every year there is a reform of legislative norms that are directly related to the personnel registration procedure.

Unified document formats are changing, and amendments are being made to the Labor Code of the Russian Federation. Accordingly, all these points should be taken into account by the personnel service.

That is why the effectiveness of its work is closely related to interaction with other structures.

Today, an effective personnel policy is only possible if there is close interaction with other departments of the enterprise.

Sometimes some companies initially create personnel structures whose work is focused on integration with other departments.

The main features of such structures today are the following:

HR department is becoming more and more important every day. Therefore, if the enterprise is large enough and it is necessary to approach the personnel selection process as responsibly as possible, it must be staffed accordingly.

Legal grounds

Today, the process of forming a personnel department is not established at the legislative level. But it should be remembered that personnel matters are regulated by many different legislative acts.

It is important to familiarize yourself with all of them in advance. And not only to the personnel officers themselves, but also to the manager. This will make it possible to prevent the emergence of controversial and conflicting issues.

Moreover, both directly with employees and with the labor inspectorate. Arbitrage practice regarding personnel matters is quite extensive and quite ambiguous.

This is why you should avoid making various mistakes. This will be possible only after familiarizing yourself with the following NAPs:

Documents deserve special attention federal bodies executive power.

First of all, these include the following:

List of various types regulatory documentation It is very extensive, so it is quite difficult to understand it.

This is the main reason why it is worth recruiting already trained, qualified and experienced specialists into the department.

Also, if possible, the company should definitely send staff to advanced training courses.

Personnel structure of the enterprise

The personnel management structure of an enterprise is associated with great responsibility. Since, for the most part, the success of the economic activity of an enterprise depends on the quality of personnel.

Therefore, the high qualifications of employees directly responsible for personnel selection are extremely important.

The most significant points today include:

• personnel classification;
• personnel service structure;
• ways of improvement;
• composition analysis.

Personnel classification

Today, the size of the HR department depends on many factors. We can conditionally divide all persons employed in this department into the following categories:

The division is very arbitrary, since different companies may have employees who perform other duties or combine those indicated above.

If the number of employees is less than 40 people, then usually all the functions outlined above can be implemented by just one employee.

The number of personnel required in a department varies depending on the number of employees and the tasks assigned to them.

The classification indicated above is not established by law. The employer has the right to independently recruit personnel for the personnel department and distribute all responsibilities.

But it is important to remember to follow the basic rules Labor Code RF. Violation of it is unacceptable and punishable.

In some cases, up to deprivation of the right to engage in a certain type of activity. If you wish, you can find a table by category.

HR structure

Today, the structure of the personnel service itself may be different. On this moment its format is not regulated by law. But there are some typical organizational charts.

The most common today are the following:

In this case, the functions of the above departments can be performed by one person or several at the same time.

The number of employees performing any specific functions directly depends on the tasks set by the manager, as well as the number of personnel.

Any choice of any of the above organizational structures is possible. Everything depends only on the wishes and capabilities of management.

Ways to improve

Today the personnel service can improve in various ways. The most common options today are the following:

• sending to advanced training courses;
• the manager or the personnel department itself - analyze the activities and draw appropriate conclusions;
• involvement of third-party specialists.

Each method has both its advantages and disadvantages. Therefore, it is worthwhile, whenever possible, to combine different ways of improvement.

In this way, the HR department will be fully prepared. What will it allow you to do? economic activity the enterprise is more rational.

Composition analysis

Today, all HR employees can be divided into categories according to the functions they perform.

It will look like this:

• personnel selection;
• a teacher who carries out adaptation;
• carrying out all documentary work and registration;
• motivation department;
• training department.

If possible, it is worth distributing all existing responsibilities as far as possible. large quantity employees.

This way you can relieve time and increase work efficiency. But this should only be done if there is a financial opportunity to carry out this procedure.

Course work

Analysis of the personnel composition of the enterprise using the example of Bali Beauty Salon Chain LLC

Introduction

Section 1. Basics of enterprise personnel management

1.1 Concept, composition and structure of the enterprise personnel

1.2 Features of enterprise personnel management

1.3 The need for personnel of the enterprise, their planning

Section 2. Human resources management at Bali Beauty Salon Network LLC

2.1 general characteristics, goals and objectives of the enterprise

2.2 Analysis of the financial and economic activities of the Bali Beauty Salon Chain

2.3 Analysis of the enterprise personnel and their main characteristics

Conclusion

List of used literature

Introduction

Currently, it is impossible to imagine the activities of an enterprise (organization) without people. Personnel is the most important resource of an enterprise, the effective implementation of the potential of which requires special solutions depending on the characteristics of specific production tasks solved by each group of employees or individual employees. Organization personnel as social system is formed, modified and developed depending on and in accordance with the goals of the owner of the organization. Therefore, the management of the enterprise pays great attention to the personnel of the enterprise. Within a single organization, the most commonly used concept is “personnel”, that is, people with a complex set of individual qualities- social, psychological, professional, motivational, etc., which is their hallmark from material factors of production (raw materials, machines, energy, capital).

Since the personnel of an enterprise are an interconnected set of workers of various professional and qualification groups employed at the enterprise and included in its payroll. They are the main resource of the organization, since they set in motion material factors of production, create service, value and surplus product in the form of profit. Everything depends on people, on their qualifications, knowledge and skills, on how and in what composition their activities are organized. A well-chosen workforce is one of the main tasks of any organization.

A successful workforce development program creates a workforce that is more capable and highly motivated to accomplish the organization's objectives. Naturally, this should lead to an increase in productivity, and therefore to an increase in the value of the enterprise’s human resources.

So, it is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel necessary to solve production problems and achieve its goals. Analysis of the organization's personnel composition and development of effective personnel policies are designed to create conditions for motivation, higher productivity and job satisfaction.

The object of the study is the personnel of the enterprise.

The subject of the study is the personnel composition of Bali Beauty Salon Chain LLC.

The purpose of the study is to analyze the personnel composition of Bali Beauty Salon Chain LLC.

Problems to be researched:

1) consider the personnel structure of the enterprise;

2) analyze the personnel composition of Bali Beauty Salon Chain LLC

Section 1. Basics of enterprise personnel management

1.1 Concept, composition and structure of the enterprise personnel

The personnel of an enterprise is usually understood as the main (staff) composition of the enterprise’s employees.

Depending on participation in production process All enterprise personnel are divided into two categories: industrial production personnel (IPP) and non-industrial personnel.

Industrial production personnel include workers who are directly related to production and its maintenance.

Non-industrial personnel include workers who are not directly related to production and its maintenance. These are mainly employees of housing and communal services, children's and medical institutions owned by the enterprise.

In turn, industrial production personnel, depending on the functions they perform, are classified into the following categories: workers; managers; specialists; employees.

Workers include employees of the enterprise directly involved in the creation material assets or the provision of production and transport services. Workers, in turn, are divided into main and auxiliary. The main ones include workers who are directly related to the production of services, and the auxiliary ones - with the maintenance of services. This division is purely arbitrary, and in practice it is sometimes difficult to distinguish between them.

The specialists at the enterprise include: accountants, economists, technicians, mechanics, psychologists, sociologists, artists, commodity experts, technologists, etc. The employees at the enterprise include: supply agents, typists, secretaries-typists, cashiers, clerks, timekeepers, forwarders and etc.

In addition to the generally accepted classification of PPP into categories, there are classifications within each category. For example, production managers, depending on the teams they lead, are usually divided into linear and functional. Linear managers include managers heading teams of production divisions, enterprises, associations, industries, and their deputies; functional - managers heading teams of functional services (departments, departments) and their deputies.

According to the level occupied in common system management of the national economy, all managers are divided into: lower-level, middle and senior managers.

Lower-level managers usually include foremen, senior foremen, foremen, heads of small workshops, as well as heads of departments within functional departments and services.

Middle managers are considered to be directors of enterprises, general directors various associations and their deputies, heads of large workshops.

Senior executives usually include heads of financial industrial groups, general directors of large associations, heads of functional departments of ministries, departments and their deputies. Each category of workers includes a number of professions, which in turn are represented by groups of specialties. Within a specialty, workers can be divided by skill level.

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

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

Qualification is a set of knowledge and practical skills that allow you to perform work of a certain complexity. Based on their skill level, workers can be divided into unskilled, semi-skilled, skilled and highly skilled. The qualifications of workers are determined by ranks.

The ratio of the listed categories of workers to their total number, expressed as a percentage, is called the personnel structure.

The personnel structure of any enterprise changes over time, and these changes are caused by a number of factors:

Introduction of achievements of scientific and technological progress;

Changing the size of the enterprise;

Changes in the structure of products, etc.

Thus, this section presents the requirements for personnel at the enterprise, highlighting that the most important criterion is qualifications.

1.2 Features of enterprise personnel management

Personnel management is a part of management associated with the labor resources of an enterprise and their relationships within the company.

The main goals of personnel management are:

meeting the enterprise's personnel needs;

ensuring rational placement, professional, qualification and job promotion of personnel;

effective use of the enterprise's labor potential.

Personnel management is associated with the development and implementation of personnel policies, which include:

workforce planning, recruitment and deployment;

education, training and retraining of workers;

promotion and career management;

conditions of employment, labor and payment;

ensuring formal and informal connections, creating a comfortable psychological climate a team.

Work with personnel at the enterprise is carried out by all line managers, as well as some functional departments, services and individual specialists and managers:

Human Resources Department;

labor department and wages;

technical training department;

HR department;

NOT laboratories;

human resources managers (directors, managers).

The placement of workers and the distribution of responsibilities among them are based on the established system of division of labor.

The most widespread forms of labor distribution are:

technological - by type of work, professions and specialties;

cooperative - by certain species process operations;

by functions of the work performed: a) main; b) auxiliary; c) auxiliary; according to qualifications.

When recruiting personnel, an employment agreement or contract is important. This is a direct agreement between an entrepreneur and a person entering a job, a specific hiring system that is increasingly used in domestic practice. The employment contract stipulates:

labor function;

place of work;

job responsibilities;

qualification;

speciality;

job title;

salary amount;

work start time.

By timing employment contracts differ:

no more than 3 years;

for the duration of certain work;

on indefinite term.

Thus, the personnel policy and goals of the enterprise in the field of labor resources must be consistent with the overall goals of the company. Measures for their implementation also include measures to increase labor productivity and free up labor.

1.3 The need for personnel of the enterprise, their planning

Workforce planning is a critical component of human resource management. It is important for the management of the enterprise to be able to have the personnel necessary to perform production tasks.

These personnel must be available at a certain time, in a certain place, in the right quantity and with the appropriate qualifications. In addition, personnel planning should be aimed at creating motivation for higher productivity and job satisfaction. Personnel issues are resolved within the framework of the general entrepreneurial activity. The need for personnel planning is due to accelerated technical and organizational changes in enterprises. Personnel planning allows you to timely find and train workers to perform new production tasks, and can also mitigate the problems of laying off workers.

Personnel planning also serves to reconcile the interests of enterprise managers and labor collective. If previously it was believed that personnel planning is necessary only in case of labor shortage, now there is an opinion that it is also necessary in the presence of unemployment (since even in conditions of fairly high unemployment, difficulties arise in finding qualified workers).

Personnel planning should provide answers to the following questions:

how many workers, what qualifications, when and where are needed (staffing needs planning)

how can you attract the necessary personnel or reduce redundant personnel, taking into account social aspects(planning the recruitment or reduction of personnel)

how to use workers according to their abilities (employment planning)

how development assistance can be used systematically and purposefully to perform skilled jobs (personnel development planning)

what costs will the planned personnel activities require (staff costs).

When planning the number of personnel, it is appropriate to show what the need for specific specialists is at enterprises at the moment, what it will be in 1 year, in 5 years, where these specialists will come from, under what conditions they will be hired (full-time, part-time), what is the payment system labor, additional payments, who, when and where will undergo retraining and advanced training.

Personnel potential is usually understood as all employees of an enterprise to solve scientific, technical, production and socio-economic problems facing the enterprise efficiently and on time. Personnel potential can be characterized by a number of quantitative and qualitative indicators.

The first include:

number of employees at the enterprise (Total and by category);

average age (overall by employed and by category;

average length of service at the enterprise and in this position;

staff turnover rates;

the ratio of the average wages of workers and specialists to the corresponding wages at other enterprises;

TO quality characteristics relate value orientations, level of culture and education, etc.

The need of an operating large enterprise for labor resources, taking into account strategic objectives, can be determined by assessing the available labor resources (analysis of the number of employees, provision of the enterprise labor force, composition and structure of personnel, staff turnover) and the development of programs for the development of labor resources.

The company's workforce development program must include a specific work schedule and activities to attract (retain), hire, train, prepare and organize the promotion of employees required to reorganize the goals of the enterprise.

HR activities include:

proposals for improving the criteria and methods of selection and placement of personnel;

improvement of personnel certification at the enterprise and work with a reserve for promotion, advanced training of personnel;

proposals on the salary structure and types of benefits in order to attract, hire and retain workers at the enterprise;

assessment labor activity and bringing it to employees;

moving employees to positions with greater or less responsibility, developing them professional experience by moving to other positions or areas of work;

For each of these areas of human resources development, there are currently domestic and foreign methods that, taking into account the specifics of a given enterprise, should be offered to project developers.

Factors influencing the need for personnel can be divided into 2 groups:

internal.

External factors include market conditions, market structure, competition, and the socio-economic situation in the country.

TO internal factors This includes the level of technology, level of labor organization, downtime, program changes and others.

In domestic and foreign planning practice, a distinction is made between current and future personnel needs.

The current need is determined within the framework of one year, and the long-term need is determined over a longer period.

The planning process is carried out in stages:

Assessment of available resources;

Assessment of future needs;

Develop a program to meet future needs.

In general, this process can be depicted in the diagram:

The initial data when planning the number of personnel are the production program, staffing schedule, plan for carrying out organizational and technical activities, movement of personnel, their turnover, and working time budget.

Enterprises should strive to establish the optimal number of employees to ensure minimum costs living labor.

Great importance when calculating the number, it has a definition of the balance of working time. It is compiled:

for the enterprise as a whole;

sometimes for each group of workers.

The most common are the following basic methods for determining labor requirements:

by labor intensity of work;

according to production standards;

for workplaces based on standards for servicing machines and units and monitoring the technological process.

The labor intensity calculation method is usually used for standardized work. This method is used to determine the number of workers for the enterprise as a whole, structural divisions, professions and skill levels. The number is determined by dividing the statutory volume of work (in standard hours) by the percentage of standards fulfilled.

The number of main production workers can also be established by dividing the planned volume of production in physical terms by the planned rate of production of these products per worker at the enterprise.

When planning the number of workers, the turnout and average composition are determined. The turnout number of workers per shift is the standard number of workers to complete the production shift task for product output

Planning the number of auxiliary workers performing work for which there are service standards comes down to determining the total number of service objects, taking into account work shifts. The quotient of this quantity divided by the standard of service is the number of workers present.

The number of employees can be determined based on the analysis of industry average data, and in their absence, according to the standards developed by the enterprise.

Headcount standards, depending on their purpose, can be developed not only for each individual management function, groups of functions, and the enterprise as a whole, but also for individual types of work (accounting, graphic, computing, etc.), as well as for positions (designers, technologists, economists, accountants, etc.).

The number of service personnel can be determined by aggregated service standards.

The number of managers can be determined taking into account controllability standards and a number of other factors.

Meeting the staffing needs of an operating enterprise involves not only determining the number of employees of the enterprise, but also comparing it with the existing workforce, assessing staff turnover and determining additional needs or excess staff.

When determining labor resource needs, it is necessary to distinguish between the stages of pre-production and operation. At the pre-production stage, labor resource needs are mainly related to all preparatory activities for setting up production. Thus, it is necessary to recruit management personnel, mid-level management personnel, technicians and machine operator specialists in advance, not only for the purpose of training them, but also to participate in the construction of buildings and installation of equipment on which they will work. Calculations must be made on a function-by-function basis by using the usual man-month cost formula to determine the cost of the labor on which the capital must be expended. At this stage, the number of personnel required should be minimal to reduce costs during pre-production.

When assessing labor requirements, the required specialists should be divided into categories of workers and engineers and employees in order to have a structure for hiring and drawing up appropriate training programs. When assessing these needs, labor availability and changing productivity levels must be taken into account. It is necessary to distinguish between local and foreign labor.

Personnel planning is closely related to their turnover. It comes from 2 sources:

external;

internal.

Using an external source involves staffing from outside. In this case, various means are used mass media, regional employment services, appeals to educational institutions.

Thus, most enterprises strive to take into account their internal capabilities when assessing satisfaction in their personnel. These include the transfer of working employees to another place of work, promotion, and training of workers through the system of production-team training. The advantage of using an internal personnel reserve is its cost-effectiveness.

Section 2. Human resources management at Bali Beauty Salon Chain LLC

2.1 General characteristics, goals and objectives of the enterprise

“Chain of Bali Beauty Salons” is a respectable enterprise in Nizhny Novgorod providing unique, modern services in the field of beauty and health industry. The main activities of the Company:

¾ sale of goods;

¾ conducting training programs;

¾ aesthetic cosmetology services;

¾ medical cosmetology services;

¾ special programs for pregnant women;

¾ procedures for men;

¾ hairdressing services;

¾ nail service, etc.

Bali Beauty Salon Chain LLC is one of the largest salon business enterprises in the city Nizhny Novgorod and Nizhny Novgorod region.

The mission of Bali Beauty Salon Chain LLC is the development and implementation of competitive services that meet the requirements and expectations of the Consumer, as the basis for economic and financial sustainability, the dynamic development of the organization and improving the well-being of its employees. Basic goals:

Maintaining the effective functioning of the quality management system and ensuring the quality of services at all stages of its life cycle;

rational use of all resources;

extracting the maximum possible profit from the provision of services.

2.2 Analysis of the financial and economic activities of the Bali Beauty Salon Chain

In market conditions, the goal of any business entity is to make a profit. The overall financial result (profit, loss) as of the reporting date is obtained by balancing the total amount of all profits and all losses.

The overall financial result is called book profit. Balance sheet profit includes:

· profit (loss) from the sale of products, goods, works, services;

· profit (loss) from the sale of material current assets
funds and other assets; · profit (loss) from the sale and other disposal of fixed assets;

· income and losses from foreign exchange differences;

· income (expenses) from valuable papers and other long-term financial investments, including investments in the property of other enterprises.

From the balance sheet profit, in accordance with the legislation on taxes and fees, mandatory payments are made, i.e. it is distributed between the state and the enterprise. Let's analyze the balance sheet profit of the Bali Beauty Salon Chain LLC.

Table 1. Analysis of the composition and dynamics of balance sheet profit of Bali Beauty Salon Chain LLC

An analysis of the balance sheet profit of the Bali Beauty Salon Chain LLC showed that in 2013 there was an increase in the financial result from core activities (profit) by 5,680 thousand rubles. or 306.86%. This financial result was influenced by an increase in sales profit by RUB 5,680. comparing with the previous year. The cost of goods (work, services) sold in the reporting period decreased by 4,108 thousand rubles, and revenue from the sale of products (work, services) increased by 1,572 thousand rubles, which, in general, led to an increase in gross profit.

The financial result from other activities increased by RUB 7,391 thousand. This happened due to an increase in other income by 2388 thousand rubles, there was an increase in interest payable by 1062 thousand rubles, while at the same time a decrease in other expenses by 6065 thousand rubles.

As a result of the combined influence of factors, profit before tax in 2013 increased by 13,071 thousand rubles. and amounted to 15,214 thousand rubles.

It is impossible to judge the level of profitability of an organization only by the absolute amount of profit, since its size is influenced not only by the quality of work, but also by the scale of the enterprise’s activities. Therefore, to characterize work, along with the absolute amount of profit, they also use a relative indicator of production intensity - profitability, which characterizes both the financial position of the enterprise and the efficiency of its management economic activity, existing assets and invested own funds

Profitability indicators are designed to assess the overall effectiveness of investing in an enterprise. They are widely used to assess the financial and economic activities of enterprises in all industries. These are one of the most important indicators when assessing the activities of an enterprise, which reflect the degree of profitability of the enterprise.

Purpose of cost-benefit analysis - assess the ability of an enterprise to generate income on the capital invested in the enterprise. The investment attractiveness of the organization and the amount of dividend payments depend on the level of profitability.

Table 2. Analysis of the main profitability indicators of the Bali Beauty Salon Network LLC enterprise

Based on Table 2, we can conclude that in the reporting period there was an increase in almost all profitability indicators calculated for the enterprise. By reducing the cost of goods sold, products, works, services and revenue growth, profitability production activities or cost return increased by 0.215 points or 4.6 times.

For the same reason, the profitability of turnover increased by 0.160 points or 4 times.

Increase net profit by 13,065 thousand rubles. with a simultaneous increase in the cost of equity led to an increase in profitability equity by 0.328 points or 5.5 times.

Increase in the average annual cost of fixed assets production assets by 16,638.5 thousand rubles, while simultaneously increasing profits, increased the profitability of fixed production assets in the reporting period by 0.280 points or 4.3 times.

The increase in all assets (balance sheet currency) of the enterprise in the reporting period by 16,674.5 thousand rubles, with a proportional increase in profit, increased the return on assets by 0.180 points or 5.4 times.

The capital return indicator also increased in the reporting period by 0.107 points and amounted to 0.181, which is 2.5 times more than the previous year. The increase in indicators for all items indicates the satisfactory performance of the cooperative in the reporting period.

Thus, Bali Beauty Salon Chain LLC is a stable enterprise whose activities are effective. At the end of 2012 and 2013, the company made a profit, the growth of which was noted in the course work. It should also be noted that there is an increase in profitability for all items under study and a decrease in the cost of services provided, which positively characterizes the financial and economic activities of the company.

2.3 Analysis of the enterprise personnel and their main characteristics

Table 1 shows the personnel structure of Bali Beauty Salon Chain LLC by category.

Table 3. Personnel composition of Bali Beauty Salon Chain LLC according to the staffing table

Thus, it can be noted that over the past two years there has been a reduction in the number of staff according to the staffing table. At the moment, all positions are filled, that is, the staffing completely coincides with the staffing table.

The dynamics of the number of personnel of Bali Beauty Salon Chain LLC is reflected in the last two columns of Table 1. As can be seen from the change in the staffing table over the past 2 years, the number of personnel has decreased by 14 people, and reductions in the number of personnel occurred in the personnel department (in the staffing table for 2014 year, only the head of the personnel department and a personnel specialist were listed, and before that there was also the position of a statistician), specialists from the business department (the total reduction of positions was 8), specialists from the marketing department (in 2013, 1 position of a marketing specialist was reduced, but at the same time The number of accounting employees increased (by 2 people during the study period), but given growth is necessary, since 2 cashiers were hired working in the new salons that were opened. In general, we can talk about the ongoing optimization of the personnel of the enterprise, as the results show financial activities During the period under study, there was an increase in profits and an increase in profitability. It should be noted that, despite the fact that the personnel composition corresponds to the staffing table, and wages are above the industry average, there is a slight staff turnover at the enterprise, presented in Table 4.

Table 4. Layoff statistics (by at will or due to staffing reduction) at Bali Beauty Salon Chain LLC

Thus, it can be noted that despite the fact that there are significant personnel reductions, the statistics on layoffs change slightly, and since the data for 2014 is presented as of October 1, 2014, it is likely that the number of layoffs will increase further. Let us present the salary statistics at Bali Beauty Salon Chain LLC by formed groups.

Table 5. Statistics of monthly wages according to the staffing table at Bali Beauty Salon Chain LLC

Diagram 1. Statistics of monthly wages according to the staffing table at Bali Beauty Salon Chain LLC

Thus, it can be noted that over the past two years, wage savings amounted to 200,000 rubles. monthly, which possibly contributed to increasing the efficiency of the enterprise.

Personnel costs should be calculated.

Thus, it can be noted that in recent years, savings on personnel costs have amounted to more than 3 million rubles, while the costs of training and advanced training of employees have increased, this is due to the fact that changing technologies require the simultaneous offering of these services and in Bali Beauty Salon Network LLC, so presumably this expense item will only grow.

We present labor productivity in Table 7

Table 7. Labor productivity per 1 employee

Thus, despite the fact that there has been a reduction in personnel, an increase in labor productivity can be noted, which indicates an increase in the efficiency of work with personnel. Thus, it was revealed that over the past three years there has been a reduction in the staffing of Bali Beauty Salon Network LLC. At the same time, the enterprise managed to reduce costs for wages, taxes, and costs for workwear, which increased the efficiency of the enterprise. At the same time, the analysis revealed that there was an increase in employee productivity.

Conclusion

Of the totality of enterprise resources, labor resources occupy a special place. The transformation of labor resources occurs as a result of the interaction of the means of production and the labor of people participating in production activities.

Meeting the personnel needs of an operating enterprise involves not only determining the number of employees of the enterprise, but also comparing it with the existing workforce, determining additional needs or surplus personnel.

The personnel policy and goals of the enterprise in the field of labor resources must correspond to the overall goals of the company. Measures for their implementation also include measures to increase labor productivity and free up labor.

To ensure an increase in labor productivity for the coming period, it is necessary to determine the effectiveness of all measures to reduce labor costs associated with a reduction in the labor intensity of manufactured products or work. Calculation of the effectiveness of measures can be directly expressed in standard hours, and the effectiveness of individual measures - in a reduction in the number of personnel.

Most enterprises strive to take into account their internal capabilities when assessing staff satisfaction. These include the transfer of working employees to another place of work, promotion, and training of workers through the system of production-team training. The advantage of using an internal personnel reserve is its cost-effectiveness

Bali Beauty Salon Chain LLC is a stable enterprise whose activities are effective. At the end of 2012 and 2013, the company made a profit, the growth of which was noted in the course work. It should also be noted that there is an increase in profitability for all items under study and a decrease in the cost of services provided, which positively characterizes the financial and economic activities of the company.

The structure of employees is clearly defined and is divided into managers, specialists and employees, workers. The company's personnel are divided into main and auxiliary personnel. In relation to Bali Beauty Salon Chain LLC, the main personnel include the customer service department (masters).

It was revealed that over the past three years there has been a reduction in the staffing of Bali Beauty Salon Chain LLC. At the same time, the enterprise managed to reduce costs for wages, taxes, and costs for workwear, which increased the efficiency of the enterprise. At the same time, the analysis revealed that there was an increase in employee productivity.

To improve the quality of the enterprise’s personnel policy and, as a result, the efficiency of its activities, it is possible to carry out work to improve the level of qualifications of the institution’s employees to assign categories to them, to stimulate employees using methods of a material and non-material nature, etc.

List of used literature

1. Dyatlov V.A. Personnel management: textbook. allowance / V.A. Dyatlov. - M.: PRIOR, 2013. - 365 p.

2. Ilyenkova S.D., Gokhberg L.M. Management: Textbook. - M.: UNITY, 2012. - 168 p.

3. Kabushkin N.I. Fundamentals of Management: Textbook. - Minsk: New edition, 2012. - 256 p.

4. Kibanov A.Ya. Fundamentals of personnel management: textbook. / AND I. Kibanov. - M.: INFRA-M, 2011. - 304 p.

5. Clutterbuck D. Team coaching in the workplace: technology for creating a self-learning organization. - M.: Eksmo, 2013. - 288 p.

6. Omelchenko, N. A. Ethics of state and municipal service[Text]: textbook / N. A. Omelchenko. - 5th ed., revised. and additional - M.: Yurayt, 2013. - 408 p.

7. System of state and municipal management [Text]: textbook / Yu. N. Shedko, Yu. B. Mindlin, I. G. Tsypin; edited by Yu. N. Shedko - M.: Yurayt, 2013. - 570 p.

8. Tebekin, A.V. Personnel management: Textbook / A.V. Tebekin. - M.: KnoRus, 2013. - 624 p.

9. Fedorova, N.V. Personnel management: Textbook / N.V. Fedorova, O.Yu. Minchenkova. - M.: KnoRus, 2013. - 432 p.

10. Control theory [Text]: tutorial/ under general ed. N. I. Astakhova, G. I. Moskvitina - M.: Yurayt, 2013. - 375 p.

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Organization personnel.

Personnel policy of the organization.

Composition, structure of the organization's personnel.

Quantitative characteristics of labor resources.

Staffing schedule.

Determining the number of employees of the organization.

1. Personnel policy of the organization.

Personnel of an organization (personnel, labor resources, human resources, labor force) - a collection of employees of an organization of various professional and qualification groups employed at the enterprise and included in its payroll.

The organization's labor resources are an object of constant concern for the manager. A well-selected workforce is one of the main tasks of the manager. Every organization must develop and implement a personnel policy.

Main directions of personnel policy:

1. Determination of labor requirements in terms of quantity and quality.

2..Forms of replenishment and attraction of labor.

3. Development of measures to improve the use of labor.

Personnel policy should be built taking into account the existing labor market. The implementation of personnel policy in the organization is carried out by a special service, the personnel department.

2. Composition and structure of the organization’s personnel.

The first stage of personnel policy is the registration of employees of the organization.

The organization's personnel are divided into:

Payroll.

Industrial and production personnel (P P P)

Personnel of non-industrial departments.

Payroll- employees hired for permanent and temporary work related to the main and non-core activities of the organization for a period of 1 day or more.

The list of employees is determined according to time sheet data on a daily basis.

The list of employees includes:

– actually working employees on that day;

– being idle;

– absent for any reason (business trips, vacation, maternity leave, sick leave);

Absent with the permission of the administration (performing state and public duties, study leave, etc.);

Working part-time or weekly;

Homeworkers, etc.

Industrial and production personnel (P P P) – workers engaged directly in production activities and production maintenance. These are employees of main and auxiliary workshops, management staff, laboratories, research and development departments, and computer centers.

Depending on the nature of the work performed, PPP is divided into 2 groups:

1.workers, including junior service staff and security. This is the most basic and numerous category of employees of the organization. They are involved in the production of products, repair and maintenance of equipment, movement of finished products, etc.

All workers are divided into main and auxiliary. The main ones are the workers who create the product, i.e. involved in the technological process.

Auxiliary workers include workers engaged in servicing equipment and workplaces in production shops, as well as all workers in auxiliary shops and farms.

2. Employees. They include managers, specialists and employees themselves.

Managers include persons empowered to make management decisions and organize their implementation. These include employees holding positions of managers of the organization and its structural divisions, deputies, chief specialists (chief accountant, chief engineer, chief mechanical engineer, chief technologist, chief economist, etc.).

Specialists include workers engaged in engineering, technical, economic, accounting, legal and other types of activities.

Employees themselves include workers involved in the preparation and execution of documentation, accounting and control, business services and office work (agents, cashiers, controllers, clerks, accountants, draftsmen, etc.).

The assignment of workers to one or another group is determined by the all-Russian classifier of professions.

Personnel of non-industrial units (NP)- employees employed in housing and communal services owned by the enterprise and included in its balance sheet, trade and public catering establishments, medical and health institutions, educational institutions and courses, preschool education institutions, cultural institutions, etc.

Depending on the nature of work activity, the company’s personnel are divided into professions, specialties and skill levels. A profession means a special type of work activity that requires certain theoretical knowledge and practical skills. A specialty is understood as a type of activity within a profession, which has specific characteristics and requires additional special knowledge and skills from workers. A specialty determines the type of work activity within the same profession. For example, economists

(profession) are divided into planners, marketers, financiers, etc. For example, the profession of a turner is divided into specialties - carousel turner, boring machine turner, etc.

Workers in each profession and specialty vary in skill level.

Qualification characterizes the degree to which employees have mastered a particular profession or specialty and is reflected in qualification (tariff) categories and categories. Tariff categories and categories are at the same time indicators characterizing the degree of complexity of the work.

3. Quantitative characteristics of labor resources.

At the enterprise, the number of employees on the payroll, attendance, and average number of employees is measured.

The list number of employees of Chsp. – the number of employees on the payroll is a certain number, taking into account the employees hired and retired on that day.

Chsp. = Chppp + Chnp

Turnout number – the number of payroll employees reporting to work.

The difference between attendance and payroll is characterized by the amount of downtime (due to illness, vacation, business trips, etc.).

Average number of employees Chsr.sp. - an indicator that is used to determine the average number of employees over a certain period of time.

At an enterprise, this indicator is used when calculating labor productivity, determining the average salary at the enterprise, staff turnover, etc.

Chsr.sp., for example, for a month, is determined by summing up the payroll employees for each calendar day of the month, including holidays and weekends (sum Chsp.) and dividing this amount by the number of calendar days of the month (Tkal.).

Chsr.sp. = sumChsp. / Weaved

To correctly determine Chsr.sp. it is necessary to keep daily records of employees on the payroll, taking into account all orders and instructions on hiring, transfer to another job, and termination of the employment contract.

4. Staffing.

Staffing table – a document that defines the structure of the organization’s employees, listing all positions, indicating categories and ranks, remuneration, and tariff rates.

The staffing table is approved by the head of the organization. Based on the staffing table, personnel are hired, trained and retrained, the wage fund is planned, and the number of all employees of the organization is taken into account.

5. Determination of the number of employees of the organization.

See this item in your notebook.