LLC">!} Limited Liability Company "Beta"
LLC "Beta"

!} I APPROVED
CEO
LLC "Beta"
___________________ A.I. Petrov

29.11.2012

POSITION
O job descriptions

29.11.2012 № 16-P

Moscow

I . GENERAL PROVISIONS

1.1. This Regulation has been developed in accordance with the Labor Code of the Russian Federationand other regulatory legal acts containing labor law norms. This Regulation establishes Features of working with job descriptionsLLC "Beta"and is a local regulatory actLLC "Beta".
1.2. Functions by documentation job descriptions are entrusted to Human Resources Department.
1. 3 . This Regulation applies to all employees in an employment relationship With LLC "Beta".

II. GOALS AND OBJECTIVES JOB DESCRIPTIONS

2.1. Job descriptions are entered intoLLC "Beta" in order to :
– rational division of labor; increasing the efficiency of managerial work;
– uk reinforcing labor discipline; creation of an organizational and legal basis for trproductivity of workers;
– regulation of the relationship between employee and employer.

2.2. Job descriptions are used for:
– assessing the quality of workers’ work in the process of certification, promotion or applications disciplinary sanctions;
– drawing up employment contracts;
– correct selection, placement and use of frames,formation personnel reserve;
– introducing new positions, expanding the powers of an existing position;
– personnel assessment and development, adaptation of new employees;
– drawing up job offers, job profiles for selecting candidates for hiring;
– ranking jobs and positions, assessing the complexity of work and creating compensation packages for various categories of workersLLC "Beta"in order to implement the staff motivation system in place V LLC "Beta";
– organizing optimal education, training and advanced training of personnel;
– resolution of individual and/or collective labor disputes;
– justifications wages, additional payments and various payments related to the performance of job duties, including during inspections by control and supervision bodies.

2.3. This Regulation defines the list of officials participating inthe procedure for developing, agreeing and approving job descriptions and making changes to them, as well as the responsibilities of such officials and structural unitsLLC "Beta"and their interaction during the implementation of this procedure.

2.4. The job description is developed based on the tasks and functionsresponsibilities assigned to a specific employee a , in accordance with the staffing schedule, Internal Labor Regulations, Regulations on Document Flow, G document flow schedule and other local regulationsLLC "Beta", in compliance with the requirements of the Constitution of the Russian Federation, Labor Code RF and other regulatory legal acts.

2.5. A job description is drawn up for each full-time positionLLC "Beta"and is impersonal in nature.

I II. JOB DESCRIPTION FORM

3.1. The job description form must comply with GOST requirements R 6.30-2003, approved. Resolution of the State Standard of Russia No. 65-st dated March 3, 2003
3.2. The job description is prepared on standard format A. 4 .

IV. CONTENT OF JOB DESCRIPTION

4.1. The job description consists of the following sections:
– General provisions;
– D official duties;
- Rights;
- Responsibility;
- Working conditions.

4.2. To the section " General provisions" include:
– official job title according to the staffing table;
– the official name of the structural unit to which this position belongs;
– item “Must know” – the employee’s knowledge and skills necessary to occupy this position;
– requirements for education, qualifications, work experience;
– direct subordination;
– procedure for appointment and dismissal;
– presence and composition of subordinates(for management positions);
– order of replacement;
– the possibility of combining positions and functions;
– regulatory framework for employee activities;
– other requirements and provisions specifying and clarifying the status of the employee and the conditions of his activity.

4.3. To the section " Job responsibilities" include:
– a detailed list of the employee’s main functions and responsibilities;
– a list of the employee’s responsibilities assigned to him in accordance with the practice established in the relevant structural unit for the distribution of other responsibilities performed by this unit.

4.4. The "Rights" section includes:
– a detailed list of rights that an employee has within his competence when performing his job duties, taking into account the specifics of his job responsibilities;
– employee relationships with other structural units and officials persons based on the duties and powers assigned to him.

4.5. To the section " Responsibility" include specific areas of responsibility of the employee for non-compliance with the requirements established by the job description, local regulations, labor legislation and other areas of law.

4.6. The section "Working conditions" includes the conditions of performance employee’s lack of understanding of labor function ii and her assessments taking into account the specifics of the activityLLC "Beta".

V. DEVELOPMENT PROCEDURE TKI, APPROVALS, APPROVALS,INTRODUCTION AND REVISION JOB DESCRIPTION

5.1. The job description is developed by the contractor in accordance with the requirements of current legislation.

5.2. The job description must be agreed upon by the performer withlegal advisor.
If necessary, the job description must also be agreed upon by the performer withother interrelated departments (for example, with the security service, accounting, labor protection department, etc.), as well as with a senior manager in charge of the relevant area of ​​activity.

5 .3. Officials, specified in clause 5 .2 of these Regulations and those who have received a draft job description from the contractor for approval are obliged, within the limits of their competence, analyze it for compliance with the requirements current legislation, these Regulations, as well as taking into account the specifics of the activityLLC "Beta"and the established practice of interaction between departments withinLLC "Beta". The results of such analysis (their comments, disagreements and proposals for eliminating them) the indicated officialsmust statein any form on the back of the corresponding sheet of the draft job description or on a separate sheet. The results of the analysis formalized in this way must be signed by the appropriate official indicating the date.
Before presenting his comments in writing, the official must verbally contact the contractor and inform him of the presence of comments, disagreements and agree on the need and possibility of making corrections to the draft job description.
In the presence of comments, disagreements from officials of the involved structural units, the draft job description is returned to the contractor, who must, taking into account the proposed changes, make appropriate adjustments to this document.
An adjusted draft job description with visas, comments, suggestions and reviews is submitted by the contractorthe legal adviser and the human resources department, who, together with the contractor, summarize the results of the analysis of the draft job description. Based on the results of this generalization, the performer prepares the final version of the job description, which, with visas from the performer, the heads of the legal department and the personnel management department, is submitted to the secretariat for approval by the general director of Beta LLC..

5 .4. The job description is drawn up in one original copy.

5 .5. For current work, a certified copy is taken from the original job description, which is issued employee , working in this position, and the head of the corresponding structural unit.
By decision of the manager everyone structural unit, a certified copy of the job description can be sent, if necessary, to other structural units.

5.6 . The job description comes into force from the moment of its approvalGeneral Director of Beta LLCor another official authorized to do so, and is valid until it is replaced by a new job description developed and approved in accordance with these Regulations.

5.7 . The job description is announced to the employee under under letter before signing employment contract(amending it), as well as whentransfer and temporary performance of duties.

5.8 . Introductory underthe employee's letter is entered injob description sheet.

5.9 . If the employee refuses to familiarize himself with the job description, the executor draws upact of refusal to familiarize yourself with the job description.

V I. FINAL PROVISIONS

6 .1. All issues not regulated by these Regulations are regulated by the Labor Code of the Russian Federation, current labor legislation and other regulatory legal acts containing labor law norms.

The position wasA:

Head of HR Department _________________________

Regulations on job descriptions

A job description is a document that regulates the requirements for a specific position in an organization. The job description consists of six sections: General provisions, Goals, Functions, Position connections, Rights, Responsibilities.

When developing job descriptions, it is recommended to introduce an appropriate provision that will detail the procedure for developing, agreeing, approving, putting into effect and storing the employee’s job description, as well as indicating the persons who are responsible for this development. Such a document is the position on job descriptions.

The job description is not a mandatory document. Meanwhile, this document allows you to streamline your work with instructions. The position on the job description comes into force after its approval by the manager, and from that moment all job descriptions must comply with its requirements.

Filling out a position using “My Business”

To quickly and correctly fill out the necessary documents, use the “My Business” service. Using a convenient search, you can easily find and download a sample job description statement. All documents presented in the service are relevant and meet legal requirements. However, online accounting “My Business” is much more than just an up-to-date database of forms for all occasions. Using the service, you can automatically calculate taxes and contributions, generate all the necessary reports and send them electronically! Any registered user of the service can ask questions to the service’s consulting service free of charge and count on prompt assistance from specialists.

• to understand who is doing what in the workplace (analysis);
• to explain to employees what they should do and where the limits of their competencies, rights and responsibilities are (management);
• to control the current activities of the organization (control);
• for assessing (and self-assessment) the activities of employees and subsequent decision-making on training, transfers, incentives and penalties (stimulation and career management of employees);
• for selecting candidates (attracting employees);
• to protect workers, the employer and the organization as a whole (safety);
• to maintain a positive corporate culture.

As we can see, all stages of the classical management cycle, to one degree or another, require the information contained in the PP and DI. This means that if an organization is to be manageable, then these fundamental documents must be in order.

It also follows that the organization’s PP and DI must form an internally consistent system, whereas the totality of employment contracts does not imply such consistency.

PP and DI are the law not only for the employee, but also for the employer, and therefore must comply with the requirements of current Russian legislation and protect the legitimate interests of both parties. In this regard, being carried away by the “managerial” aspect of these documents to the detriment of the legal one can lead to negative consequences. What, from the point of view of theories of general management or personnel management, should be reflected in the characteristics of jobs or departments, will not always be appropriate in PP or DI from the point of view of legal requirements. Therefore, the structure, form, content and individual wording in the PP and DI must be verified from the point of view of the law, and possible legal conflicts associated with the interpretation of the provisions of these documents must be assessed in advance.

What can you rely on when developing regulations on departments and job descriptions?

Legislation Russian Federation(including labor) does not directly define comprehensive requirements for the content of these documents. In Art. 5 of the Labor Code of the Russian Federation it is noted that labor relations and other relations directly related to them, in addition to regulatory legal acts, are also regulated by collective agreements, agreements and local regulations containing labor law norms. At the same time, nowhere in the code is even an approximate list of such local regulations disclosed. But due to the tradition that developed back in Soviet times, they are understood, among other things, as DI and PP, as evidenced by the letters below from federal departments regulating labor relations.

In a letter Federal service on labor and employment dated October 31, 2007 No. 4412-6 “On the procedure for making changes to job descriptions of employees” we read:

“Despite the fact that the Labor Code does not contain any mention of a job description, it is an important document, the content of which is not only the employee’s job function, range of job responsibilities, limits of responsibility, but also the qualification requirements for the position held.
Since the procedure for drawing up instructions is not regulated by regulatory legal acts, the employer independently decides how to draw it up and make changes to it.”

Rostrud, however, warns (Letter of the Federal Service for Labor and Employment dated 08/09/2007 No. 3042-6-0 “On job descriptions of employees”):

“A job description is necessary both for the benefit of the employer and the employee. Thus, the absence of a job description in some cases prevents the employer from carrying out a justified refusal to hire (since it may contain additional requirements related to the employee’s business qualities), objectively assessing the employee’s activities during the probationary period, distributing labor functions between employees, temporarily transfer the employee to another job, assess the conscientiousness and completeness of the employee’s performance of his job function.
The absence of a job description in itself should not be regarded as a violation of labor legislation and entail liability, but it may have negative consequences in the form of the employer making illegal decisions due to its absence.”

However, in judicial practice, references to PP and DI when assessing the actions of the employer and employee are widely used. Thus, in accordance with paragraph 35 of the Resolution of the Plenum of the Supreme Court of the Russian Federation dated March 17, 2004 No. 2 (as amended on September 28, 2010) “On the application by the courts of the Russian Federation of the Labor Code of the Russian Federation”,

“...failure by an employee to perform without good reason is failure to fulfill job duties or improper performance through the fault of the employee of the job duties assigned to him (violation of legal requirements, obligations under an employment contract, internal labor regulations, job descriptions, regulations, orders of the employer, technical rules, etc.) P.)."

Some requirements for the content of the DI are established by clause 4 of section “General Provisions” of the Qualification Directory of Positions of Managers, Specialists and Other Employees (approved by Resolution of the Ministry of Labor of the Russian Federation of August 21, 1998 No. 37 with subsequent amendments):

“Qualification characteristics (given in the specified reference book - author) at enterprises, institutions and organizations can be used as normative documents of direct action or serve as the basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job responsibilities of employees, taking into account the characteristics of organization of production, labor and management, as well as their rights and responsibilities.”

The same reference book contains recommended lists of job responsibilities, knowledge requirements and qualifications of employees for certain positions. Scope of rights and responsibilities, as well as a number of others important characteristics A specific position in a non-governmental organization is not established by law, even at the level of recommendations. This is understandable: “the peculiarities of the organization of production, labor and management have an impact.” In addition, the organization has the right to create positions based on its own business logic. Therefore, in some cases, the relevant documents must be developed independently or some samples must be used.

The Internet is replete with samples of PP and DI, a significant part of which is written on the basis of the Qualification Handbook, while a smaller part is free creativity. Upon closer examination, it turns out that for some positions there are no samples at all, for others the samples are not talking about anything at all, and for still others the samples contain funny or dangerous errors. For example:

Director (general director, manager) of the enterprise
Organizes the work and effective interaction of all structural divisions, workshops and production units, directs their activities towards the development and improvement of production, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing production volumes and increasing profits, the quality and competitiveness of manufactured products, their compliance with global standards standards in order to conquer the domestic and foreign markets and meet the needs of the population for the relevant types of domestic products.
Organizes production and economic activities based on the widespread use of the latest equipment and technology, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to comprehensively improve the technical level and quality of products (services), economic efficiency of their production, rational use of production reserves and economical use of all types of resources.

This is, so to speak, late Soviet baroque, remade in accordance with rather primitive ideas about a market economy. By the way, this is an exact reproduction of the corresponding section from .

Director of Development
Develops methods for promptly responding to crisis and non-standard situations that can lead to disruption of the enterprise development plan or other unfavorable consequences for the enterprise.

This is just an annoying ambiguity of reading. But the following should be considered a more serious mistake:

Director of Development
Appoints employees responsible for the implementation of projects, gives general instructions, directly supervises them and coordinates their activities.

“Appointed” by order, orders are issued by the general director - this is indicated in the organization’s Charter. So this wording, which means an actual abuse of power, is a direct violation of the Charter. However, the author of the job description does not stop there, boldly assigning the duties of the development director to the functions of the founders (cf. Article 33 of the Federal Law “On Limited Liability Companies”):

Defines the general concept of the enterprise development policy.

The “general concept of policy” sounds like a lot on its own. However, the authors of job descriptions love the words “general”, “implement”, etc.:

“General management of contract work and general control its implementation is overseen by the Managing Director of the Company or another authorized person.”

And here is just a nesting doll riddle (again from): guess what the head of the economic planning department is working for:

Manage the work on economic planning at the enterprise, aimed at organizing rational economic activity, in accordance with market needs and the ability to obtain the necessary resources, identifying and using production reserves in order to achieve the greatest efficiency of the enterprise.

Samples of the mentioned “free creativity” posted on various Internet sites also cause smiles, embarrassment, bewilderment and fears:

Store administrator:
The store administrator bears collective financial responsibility for the safety of goods in the store.

Beauty salon administrator:
Takes measures to prevent and eliminate conflict situations.

Head hunter:
[Has the right] to demand from the customer the provision of organizational and technical conditions and execution of the established documents necessary to fulfill the terms of the contract for the search and attraction of highly professional specialists.

So, available samples should be used with great care. What if they read and comprehend what is written? This means that the developer of PP and DI authorized by the employer must be well aware of the purpose of all the “cogs” and other parts from which these documents are assembled. Such knowledge will be even more important when developing documents for non-standard departments or positions.

A number of articles are devoted to the theory and practice of writing PP and DI (, , , , , , , , , , , ). Unfortunately, some of them contain obviously incorrect statements (see below). The most complete and verified source on this issue It is worth recognizing the series of books by L.V. Trukhanovich and D.L. Shchur “Personnel of the Enterprise”, “Personnel of the Organization”, among which we note, as well as the book.

Due to the seriousness of the subject, we begin with a small digression, which the impatient reader may skip.

Around the unit regulations and job descriptions

A little philosophy: PP and DI as alpha and omega...

Alpha - because a candidate employee of an organization will better determine his place in it if he first familiarizes himself with the scope of his responsibilities or if he offers the employer his vision of this place. One way or another, the subject of discussion at the interview will be the composition of the employee’s functions and the balance of rights and responsibilities that ensures their implementation.

Omega - because PP and DI are the crown of a serious process called “organizational design”: first, management objects are determined, then methods and functions, then processes, then the necessary roles of process participants, and only finally positions are formed from the roles, and from positions - divisions. Thus, the totality of tasks and functions of departments, duties, rights and responsibilities of positions is formed only when the activities of the organization are presented in sufficient detail (cf.,).

We emphasize that DI should be distinguished from work (operational) instructions, which describe the sequence of actions at a given workplace when performing a particular function, as well as from methodological instructions, which describe working methods regardless of the position of the performer.

Strictly speaking, PP and DI will be incorrect until the entire described logical chain has been worked out. However, by luck (or as a result of evolutionary selection), fairly stable ideas have emerged about the sets of functions that are traditionally assigned to a department or employee of a certain profile. Everyone understands perfectly well what an accountant, a lawyer, chief mechanical engineer, production and technical or design and technology departments. Industry specifics begin to seriously affect when it comes to the functional load of workers or employees and lower-level specialists. But the functions of employees of logistics departments depend to a lesser extent on the industry affiliation of the enterprise, and the functions of financial, economic, legal, and personnel services practically do not depend on it.

This circumstance allows us to talk about “samples” for PP and DI of senior management employees or employees of auxiliary and support units.

A little history

The Institute of PP and DI originates from the idea of ​​division of labor. Since, in addition to management, PP and DI perform a legal function, their development is determined by the development of the struggle of workers (and the response of employers) for their rights.

In the 1960–1980s in the USSR, PP and DI were one of the mandatory documents in the labor administration system. This extensive system was based on a clear definition of the range of functional responsibilities for various professions and positions, the list of which was unified for the entire country, labor standardization and determination tariff rates and official salaries (as well as various adjustment factors). Therefore, any change in the nomenclature of professions and positions, in their functional responsibilities, led to a change in a significant array of regulatory data across the country.

In the early 1990s, PP and DI remained mandatory only in the system of government bodies and organizations. Managers of private companies considered the development of PP and DI to be an impractical exercise, since business conditions changed (and continue to change to this day) at a much greater speed than is required for the “gestation,” development and implementation of meaningful and truly working documents.

In the 2000s, with the consolidation of private business and the growing participation of the state in streamlining labor relations, with the development of judicial practice in the field of labor disputes, the need for PP and DI began to increase. However, due to changes in organizational and technical working conditions, the emergence of completely new professions and positions, a direct transfer of functions, norms, and pay levels from the Soviet past turned out to be impossible. Repeating the feat of the Soviet Trudoviks is currently neither possible nor advisable, since private business must determine for itself the most effective “rules of the game,” including the optimal “layout” of positions. Therefore, recently the national rules for the development of PP and DI have been updated and re-approved for a rather limited range of civil servant positions. The already mentioned Qualification Handbook, updated quite regularly (the latest edition at the time of writing is dated March 14, 2011), should be considered largely a legacy of the Soviet era.

An attempt to transfer foreign practice of developing PP and DI to domestic soil encounters differences in the legal consequences of certain formulations.

Currently, more or less established ideas have emerged about the form and content of PP and DI, which, using the terminology of the Civil Code of the Russian Federation, can be classified as “business customs.” It is most likely not worth expecting the requirements for PP and DI to be determined at the level of federal legislation in the near future.

A little geography

The foreign analogue of our DI - job description (hereinafter - JD) - is a less formalized, but more capacious document (,).

The JD format corresponds to the DI format:

• Job Title – job title;
• Job Location – the location of the position in the organizational and territorial structure of the organization;
• Reporting To – submission, accountability;
• Job Summary – main tasks of the position (no more than two sentences);
• Job Duties and Responsibilities - duties and areas of responsibility of the position (from 8 to 16);
• Education and qualification – requirements for the level of knowledge and availability of relevant documents;
• Skills and specifications – requirements for skills.

Firstly, JD writers are recommended to indicate no more than 8 (for low-level employees) – 16 (for senior-level employees) job responsibilities. If the JD contains 25 or more functions, then such a document is “requalified” as a work instruction. Domestic samples can contain 30 or 40 functions - and this is for senior employees! Upon closer examination, it turns out that most of these functions are control functions. This means that functions (along with rights and responsibilities) are not actually delegated to subordinates. Either it indicates that the author of the DI was unable to separate the main functions from the secondary ones or is inclined to prefer the process to the result (this is how the idea of ​​process management can be distorted!).

Secondly, when describing functions, JD pays more attention to the results (or, more precisely, the requirements for results) of the employee’s activities than to the ways in which these results are achieved. Let us note that this is another manifestation of true delegation: the subordinate is free to choose means, but is obliged to provide the result required by the manager. It is interesting to note that compilers are not recommended to formulate the goals of the employee’s activities in the JD (neither in quantitative nor even in qualitative terms), since it is believed that if the employee performs his duties as standard, then the organization’s goals are achieved automatically.

Thirdly, JD pays more attention to the requirements for the level of knowledge and skills of the employee than to the description of his activities. Which is not surprising, since the employee is paid for results and abilities, and not for his activities as such.

Fourthly, JDs turn out to be “easier” than domestic DIs, since they widely use references to other local regulations of the organization (methodologies, regulations, work instructions, etc.). The use of such normative hypertexts is facilitated by the fact that they are presented in in electronic format, and by following the link you can always find the desired position of a document. In most cases, the matter is complicated by the fact that there are simply no local regulations at various levels in the organization or it is technically impossible to provide computer access to their array taking into account mutual references.

All this together once again shows how carefully foreign managers monitor the balance between the complexity (and, therefore, cost) of the work and the qualifications (knowledge and skills) of the employee performing it.

It is necessary to adopt the following from foreign practice:

• real, not imaginary delegation of functions;
• increased attention to the knowledge and skills of the employee holding this position;
• specificity and brevity of the wording of both the requirements for performance results and the employee’s areas of responsibility.

A little jurisprudence

Despite the everyday simplicity of the concepts of “function”, “duty”, “right”, “authority”, “responsibility”, the legal community is still discussing the subtleties of their content.

For example, some make a distinction between rights and authority, believing that rights are granted to an employee to access company resources (something, someone), and authority is special kind rights associated with administrative functions and decision making.

Some propose to include in the concept of “responsibility” not the mandatory application of certain sanctions to the guilty violator of established norms (which is usually reflected in formulations like: “bears responsibility for failure to comply with the instructions of the immediate supervisor”), but “this aspect of social connections and relationships of people that characterize the process of exercising granted rights, fulfilling assigned duties, based on the choice of behavior and its assessment taking into account the interests of society” (which can be expressed in the words: “bears responsibility for the complete and timely implementation of the instructions of the direct manager”). As we see, different points of view lead to different verbal descriptions of essentially one phenomenon. Others oppose the identification of legal responsibility with moral or legal duty.

The life of a developer of PP and DI is also complicated by the lack of clarity at the legislative level of a number of widely used terms. These, for example, include the terms “instruction” and “instruction” - even in relation to the President of the Russian Federation.

Therefore, in practice there is often confusion, expressed in the fact that responsibilities are written into rights; among the functions one can find the wording “responsible for …”, etc. Understanding that all this is the essence of the manifestation of ambiguity in the interpretation of basic concepts, for practical work on PP and DI one should choose (and, preferably, present it in the appropriate document) one option.

A little taxation

DI may be the basis for reducing the organization’s income by the amount of certain expenses incurred by the organization in connection with supporting the activities of the employee while performing the labor functions specified in his DI. Such expenses may include, for example, employee transportation costs, cellular communication services, and tuition fees.

The DI developer must take into account tax aspects when preparing the document and coordinate them with the accountant.

A bit of quality management

PP and DI are important elements of a set of documents describing a quality management system in the ISO 9000 style. Although, as always, the standard does not determine the need, form and content of such documents.

If the documentation of the quality management system provides for PP and DI, then they will be subject to the rules for document management (in terms of form, content, as well as the procedure for development, implementation, amendments and additions, cancellation) adopted in the organization for management system documents quality.

For whom are PP and DI being developed?

The current legislation of the Russian Federation provides for the mandatory preparation of PP and DI only for employees of a certain profile (municipal employees, certain categories of civil servants, customs officials, certain categories of personnel educational institutions, private security guards). For other categories of employees, a detailed description of their labor function, rights and responsibilities within the framework of the employment relationship can be included directly in the employment contract. In this case, drawing up a job description is not required. So, the organization itself determines the feasibility of developing PP and DI.

An organization may decide to use PP and DI for all or part of its positions. In the latter case, the employee’s job duties, rights and responsibilities must be determined by the employment contract. How wide should be the range of departments and positions whose activities are regulated by PP and DI, and how detailed these documents should be is the subject of a separate discussion. It must be borne in mind that both the absence and excessiveness of local regulations entail unnecessary costs for managing the organization.

DI are developed for employees belonging to the categories of managers, specialists and employees in accordance with the organizational structure and staffing table of the organization.

A similar document is being developed for workers, which, however, is not called a job description, but also does not have an established name. It is not advisable to use the names “work instructions”, “production instructions”, since they are already used for documents describing the procedure and/or specific methods of work at one or more workplaces, for example: “Work instructions for control and approval, organization of mailing, archiving, the procedure for making changes" or "Production instructions for the operation of grounding devices in electrical installations." The name “qualification characteristics” is even more inappropriate, since it is used and unambiguously interpreted in.

However, the Letter of the Federal Service for Labor and Employment dated November 24, 2008 No. 6234-T3 recommends:

“...to determine the content of the performed labor function of workers filling certain positions, job descriptions should be drawn up and approved, and to determine the content of the performed labor function of workers hired by blue-collar professions, production (by profession) instructions should be developed and approved. We believe that in reference and legal systems it is possible to use different names of instructions in relation to categories of workers.”

Article 57 of the Labor Code of the Russian Federation establishes:

“If, in accordance with federal laws, the performance of work in certain positions, professions, specialties is associated with the provision of compensation and benefits or the presence of restrictions, then the names of these positions, professions or specialties and the qualification requirements for them must correspond to the names and requirements specified in the qualification reference books, approved in the manner established by the Government of the Russian Federation."

According to Article 143 of the Labor Code of the Russian Federation,

“Tarification of work and assignment of tariff categories to employees are carried out taking into account the unified tariff and qualification directory of works and professions of workers, the unified qualification directory of positions of managers, specialists and employees.”

Thus, when establishing job titles and drawing up DIs that correspond to them, you should check with the legislation, including reference books and classifiers, , , as well as with the releases of the Unified Tariff and Qualification Directory of Work and Professions of Workers (UTKS) for various sectors of the economy. For example, the Decree of the State Committee for Labor of the USSR and the Presidium of the All-Union Central Council of Trade Unions dated October 25, 1974 No. 298/P-22 approved a list of industries, workshops, professions and positions with hazardous working conditions, work in which gives the right to additional leave and a shortened working day. Consequently, the employer is obliged to determine the names of professions and positions in the employment contracts of all employees (and, accordingly, in job descriptions) who perform the relevant labor functions in accordance with qualification reference books.

The question often arises about the need for DI for the general director, as well as members of the management bodies of a joint-stock company or limited liability company. Since the procedure for appointment, subordination, functions, rights and responsibilities of these persons is determined by the relevant federal laws, the Charter of the organization and employment contracts, there is no direct need to develop DI for these persons.

For executive/managing directors of organizations in which the powers of the sole executive body are transferred to the management company, as well as employees directly subordinate to the board of directors or general meeting of shareholders (participants), DI must be developed. These DIs must take into account the peculiarities of labor relations with the heads of organizations.

For all employees, the areas of labor relations regulated by the PP and DI and the employment contract should be delineated. So, for example, the provision on the obligation to dismiss for certain reasons (including at one’s own request) is not the subject of DI, since it does not relate to the employee’s labor function.

Structure of PP and DI

The current legislation of the Russian Federation does not define the requirements for the structure of PP and DI. Thus, the organization has the right to independently determine such requirements. Therefore, in practice, PP and DI are very diverse in their structure.

It is possible, however, to identify the minimum “core” of each document:

Regulations on the structural unit

1. General provisions
2. Main goals
3. Functions
4. Structure
5. Interaction

Job description

1. General provisions
2. Job responsibilities
3. Rights
4. Interaction
5. Responsibility

In some cases, the PP includes sections “Rights” and “Responsibility”, describing in them the rights and responsibilities of the head of the unit. Sometimes certain “general” rights and responsibilities of the unit are formulated.

In our opinion, the first is inappropriate, since the rights and responsibilities of the head of the department are appropriate to be stated in his DI. The second seems incorrect, since the implementation of the right is determined by the will of the subject and if we're talking about about the unit as a whole, then the mechanism for the formation and expression of this collective will must be determined, and if we are talking about a set of individual employees of the unit, then, as a rule, not all of them actually have the same rights; in addition, the employee, as a rule, bears personal responsibility, and therefore the composition of his job responsibilities and rights must also be determined personally.

Form PP and DI

It is recommended to develop PP and DI forms in accordance with GOST R 6.30-2003 “Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for the preparation of documents" (put into effect by Decree of the State Standard of Russia dated 03.03.2003 No. 65-st).

Mandatory details of the PP and DI are: name of the organization, name of the type of approval document, its date and number, place of preparation, approval stamp. They are placed at the beginning of the document text.

The signatures of persons approving draft PP and DI are placed either at the end of the document text or on a separate approval sheet, the details of which must clearly identify which document has been approved.

At the end of the text of the PP or DI or on a separate familiarization sheet, employees sign their signatures indicating that they have read the document and received a copy of it in their hands.

In this section we will look at the contents of the PP in detail. To be specific, we will assume that this document is being developed for a joint stock company or limited liability company (in the examples of wording, the organization will be referred to as the “Company”). An approximate form of the PP is given in Appendix 1 to the article.

Section 1. “General Provisions”

1.1. The full and abbreviated name of the structural unit (hereinafter referred to as the Division) is given.

1.2. It is indicated which employee of the Company the Division directly reports to.

This paragraph reveals the principle of unity of command in relation to the Division in question.

The division can:

• be an independent structural unit of the Company and report directly to the General Director of the Company (for example: security service, legal department, secretariat);
• report directly to any employee of the Company (for example: the production and technical department directly reports to the production director or the logistics department directly reports to the logistics director);
• be part of any structural unit and report directly to the head of this unit (for example: the personnel settlements department is part of the accounting department and reports directly to the chief accountant).

A unit performing internal audit functions or other similar control functions may be directly subordinate to the General Meeting of Shareholders (Participants) or the Board of Directors.

1.3. The procedure for creating and disbanding the Unit is described.

Here we can limit ourselves to the following wording: “The division is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation.”

For divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (Participants) (Board of Directors).”

1.4. The full title of the position of the head of the Division is indicated. The full names of the positions of the operational, methodological or other managers of the Division (if any) are indicated.

The Head of the Division is an employee of the Division who manages its current activities. The competence of the Head of the Unit is determined by his DI.

Methodical head of the Division - an employee of the Company or a third-party organization (for example, a management company), who is not the immediate or superior direct superior of a structural unit or employee of the Company, but in the manner established in the Company gives binding instructions, explanations, and other documents to the structural unit or employee of the Company. (including standard documents) relating to the methods and means of carrying out activities by a structural unit or employee.

The superior direct manager is not indicated as a methodological one, since his instructions, both on current activities and of a methodological nature, are transmitted to the employees of the Division along the “vertical of management” through the Head of the Division.

Methodological guidance is possible with a matrix organizational structure. It is possible (in rare cases) to have several methodological supervisors. Another common situation is methodological guidance from the corporate center (management company). For example, the chief accountant of an organization reports directly to the managing director, and the methodological management of his activities is carried out by the head of the accounting and methodology department. tax accounting management company.

The operational manager of the Division is an employee of the Company who promptly coordinates the activities of the Division and certain other divisions and/or employees, giving the Division binding instructions regarding the operational activities of the Division. For example, under the operational leadership of the head of a remote site, there may be a transport support unit located on the territory of this site, subordinate directly to the director of logistics. The head of the section gives tasks to the unit, determines the placement of vehicles, etc., but does not have the right to give instructions regarding work methods, make suggestions on personnel divisions without agreement with the logistics director, etc.

If there is a methodological or operational manual, a local regulatory act is required that would define the rules of conduct for an employee in the event that the instructions of the immediate supervisor contradict the instructions of the methodological or operational manager. If the employee’s immediate, methodological and operational managers have not agreed on their instructions, then the decision must be made by the employee, to whom all these managers are directly subordinate (usually the general director).

1.5. The procedure for filling the position of the head of the Division in the event of his absence is indicated.

Indicated:
a specific position of an employee replacing the head of the Division (for example: deputy, one of the heads of subordinate departments), or
appointment of an employee replacing the head of the Division by order (instruction) of the General Director of the Company.

1.6. The regulations that the employees of the Division follow in their activities are listed.

Typically instructions are given for:

• current legislation of the Russian Federation;
• industry regulatory and methodological documents on the activity profile of the Division (if possible, specific documents are indicated);
• Charter of the Company (for divisions that are obliged to follow the Charter (for example: legal department, internal audit service);
• Decisions of the General Meeting of Shareholders (Shareholders) (Board of Directors) (for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors);
• regulations on the Division;
• collective agreement;
• orders and instructions of the General Director of the Company;
• instructions from the immediate supervisor, operational and methodological managers (if any);
• internal labor regulations of the Company;
• other local regulations of the Company.

Depending on the nature of the Division’s activities, the following are indicated:
regulations on labor protection and industrial safety, rules and regulations of labor protection, industrial sanitation, fire protection, environmental safety.

The given list of normative acts can be expanded.

1.7. The operating mode of the Division is determined.

You can limit yourself to the wording: “The operating mode of the Division is determined in accordance with the Internal Labor Regulations established in the Company” if such rules exist.

1.8. The procedure for approving and putting into effect the software, amendments and additions to it is determined.

As a rule, “These Regulations, amendments and additions to it are approved and put into effect by order of the General Director of the Company,” but for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders ( participants) (Board of Directors)". It is advisable to describe the software life cycle in more detail (including from the initiation of changes to their implementation) in a separate local regulatory act.

Section 2. “Main tasks”

The section “Main Tasks” indicates the main tasks of the Division.

The formulation of the task should briefly describe the result towards which the activities of the Division are aimed and the requirements for which are determined either from outside the Company (by current legislation, control and supervision bodies, customers, etc.) or by other structural divisions of the Company.

For example:

• Providing well repair services in accordance with customer requirements.
• Ensuring the operability of the Company’s equipment.
• Planning and monitoring the economic efficiency of the Company's activities.
• Ensuring compliance with the legality of the Company’s activities, legal protection of its legitimate interests.
• Support for the Company's employees regarding the use of communications, hardware and software of the Company.
• Organization and maintenance of accounting and tax records, preparation of accounting and tax reporting in accordance with the requirements of the current legislation of the Russian Federation.
• Monitoring the Company’s compliance with the requirements of the current legislation of the Russian Federation, internal regulations and customer requirements in the field of labor protection, industrial safety, security environment, road safety.
• Complete and timely satisfaction of the needs of the Company's structural divisions for inventory items.
• Optimization of the Company's costs for purchasing, maintaining inventories and other logistics processes of the Company.

The tasks of structural divisions must be coordinated with each other and collectively subordinate to the main goals of the Company, as they are defined in the Charter of the Company or other internal documents.

The tasks of the Division must be formulated so that the functions of the Division listed in the “Functions” section logically follow from the assigned tasks. To do this, it is recommended to use the same phrases.

The tasks and functions of the Division must comply with the current legislation of the Russian Federation. In particular, it is unacceptable to include in their composition tasks and functions, the implementation of which requires mandatory licensing, if the organization does not have the appropriate licenses.

Section 3. "Functions"

The “Functions” section lists the functions performed by the Division and aimed at solving the tasks assigned to it, listed in the “Main Tasks” section.

The description of the function should briefly outline the activities of the employee of the Division or the Division as a whole, leading to a certain result, the requirements for which are determined either externally by the Company (by current legislation, control and supervision bodies, customers, etc.) or by other structural divisions of the Company.

The description of the function of the Division begins with a verb: “develops ...”, “conducts ...”, “organizes ...”, “participates in ...”, “monitors ...”, “controls ...”, etc. Wherein:

• “Organizes...” means: attracts and coordinates the actions of structural divisions and/or employees of the Company to carry out any actions (work, events, projects, etc.).
• “Participates in...” means: performs a certain part of the actions (work, events, projects, etc.) on the instructions of the immediate manager or authorized organizer together with other structural divisions and/or employees of the Company.
• “Provides…” means: supplies (provides) certain resources to perform any actions (works, events, projects, etc.) or performs any actions to obtain any results.
• “Takes into account...” means: in the prescribed manner, collects and summarizes information about the results or progress of any actions (work, events, projects, etc.) carried out within the Company; checks its accuracy, consistency and relevance.
• “Monitors...” means: collects and processes information about the state or actions of objects or entities external to the Company.
• “Controls...” means: compares the actual (or intermediate) results of performing any actions (work, activities, projects, etc.) within the Company with those planned and/or defined by the relevant regulatory act, objectives, criteria, etc. (the wording indicates what specific ones) and performs (or initiates) actions aimed at minimizing the identified deviations.

For example:

• Monitors the transport services market in the regions of the Company's production activities.
• Develops strategic development plans for the Company in the field of providing transport services.
• Provides methodological assistance to the Company's employees in preparing production and investment plans.
• Organizes the approval of documents by the Company's employees in accordance with local regulations governing the Company's document flow, as well as in accordance with the instructions of the General Director.
• Participates in the development of draft local regulations of the Company on issues within the competence of the Division.
• Takes into account incoming cash, inventory and fixed assets.
• Monitors the execution of the production program in accordance with customer requirements.
• Analyzes the financial results of the Company's activities and participates in the development of measures to increase profitability, reduce costs, and increase the economic efficiency of the Company.

In the description of the function, it is not allowed to use vague qualitative adjectives, for example: “ensures correct operation”, “provides quality services”. In such cases, it is recommended to indicate the requirements (and/or the regulatory document - the source of the requirements) that the result of the function must meet, for example: “ensures operation in accordance with the manufacturer’s operating instructions”, “provides services in accordance with customer requirements”. In cases where the source of rules or requirements is clear from the context, it is allowed to use the following wording: “in accordance with the established procedure”, “of adequate quality”.

The description of functions in the PP and DI must be comprehensive, that is, all actions that may be required of the Unit or its employee must be described. Therefore, the described functions should be systematized in some way. For example, you could list the functions in the following order:

• functions in the field of development of regulatory documents for other structural divisions;
• functions in the field of methodological guidance;
• functions in the field of monitoring and forecasting;
• functions in the field of planning, development (sections) of the budget, investment projects;
• functions in the field of operational management;
• other functions performed by the Division independently;
• other functions performed by the Division together with other structural divisions of the Company;
• functions in the field of contract supervision (if they are not defined in other local regulations of the Company);
• functions in the field of accounting and reporting;
• functions in the field of control over the activities of other employees or structural divisions of the Company;
• functions in the field of analysis, development and implementation of measures for the development of the Company.

It is possible to list functions in order that reflects logic and/or chronological sequence the work of the division, the life cycle of the main management objects of the division. One way or another, the method of listing functions should be convenient for both the compiler (for checking completeness) and the reader of the document.

The formulations given in . can be taken as a basis for the formulation of functions.

At the same time, the list of functions should not suffer from redundancy and excessive detail. The conditions and procedure for performing individual functions should be set out in other local regulations - regulations, methodological and work instructions, especially since in some cases the specific actions of the performer in to a large extent depend on the context.

Section 4. "Structure"

The “Structure” section indicates which structural units the Division consists of, and lists the Company’s employees who are directly subordinate to the head of the Division; or it is indicated that “The structure and staffing of the Division are determined by the current organizational structure and staffing of the Company.” The first is more convenient because from the PP you can understand what the resources of the Unit are. The second is more convenient in that it allows you not to re-approve the PP when changing the organizational structure and/or staffing.

Section 5. “Interaction”

The “Interaction” section describes the information exchange of the Division with other structural divisions of the Company or persons, bodies and organizations external to the Company.

If information exchange is not defined by other local regulations of the Company, then structural divisions and persons, bodies and organizations external to the Company are listed, indicating in which areas or within the framework of which activities the interaction occurs, what specific information is received or transmitted.

For example:

“The HR department interacts with:

• Supervisory organizations for activities related to the organization and labor protection;
• The Pension Fund of the Russian Federation and the statistical authorities of the Russian Federation for the preparation and provision of established reporting;
• trade unions to monitor compliance with labor legislation and other regulations containing labor law standards, organization, rationing and remuneration;
• contractors - performers of works and services related to staffing.”

It is possible to describe interactions in tabular form.

However, a detailed description of interactions makes the software heavier and deprives it of flexibility when changing the composition and/or even the headings of documents transmitted during the exchange of information.

If information exchange is determined by other local regulations of the Company (for example, document flow regulations), then a brief wording is used:

“The division interacts:

5.1. With employees of structural and separate divisions of the Company - in the manner established by local regulations of the Company.

5.2. With third parties - in the manner established by the current legislation of the Russian Federation.”

In the latter case, it is understood that the employee performs his representative functions on the basis of a power of attorney issued to him in the prescribed manner, or on other legal grounds.

In this section we will consider in detail the content of DI for managers, specialists and employees. To be clear, we continue to assume that this document is being developed for a joint stock company or limited liability company (in the examples of wording, the organization will be referred to as the “Company”). An approximate form of the CI is given in Appendix 2 to the article.

Section 1. “General Provisions”

1.1. The full and abbreviated name of the position of the Company employee (hereinafter referred to as the Employee) is given.

1.3. The full title of the position of the Employee's immediate supervisor is indicated. The full names of the positions of the Employee’s operational, methodological or other managers (if any) are indicated.

See commentary to clause 1.4 of the PP.

Sometimes this part of the DI lists employees and structural units that are directly subordinate, under the operational or methodological leadership of this employee. This information seems unnecessary, since it is contained in the organizational structure and staffing table of the organization that are subject to approval.

1.4. The procedure for hiring and dismissing an Employee is described.

As a rule, “An employee is hired and dismissed by the General Director of the Company in the manner established by the current labor legislation of the Russian Federation upon presentation ... (indicated if necessary) in agreement with ... (indicated if necessary).”

1.5. The procedure for replacing the Employee in the event of his absence is indicated:

See commentary to clause 1.5 of the PP.

1.6. Requirements for education, qualifications or special knowledge, permits, admissions, certificates, as well as the Employee’s work experience are specified.

The requirements given in . can be taken as a basis. Requirements must not be discriminatory (Article 3 of the Labor Code of the Russian Federation).

1.7. The regulations that guide the Employee in his activities are listed.

See commentary to clause 1.6 of the PP.

1.8. The knowledge that the Employee must have is listed.

Typically, indications of knowledge are given:

• the current legislation of the Russian Federation and industry regulations on the employee’s profile;
• local regulations of the Company on the employee’s profile of activity;
• the structure of the Company, the tasks and functions of its structural divisions;
• rules and regulations of labor protection.

Depending on the nature of the employee’s activity, the following knowledge is indicated:

• the Company's development strategy (for senior managers of the Company or for positions that have the right to access such information) - if the Company's strategy is documented and duly approved;
• the basics of operating computer equipment, communications and communications - if the work involves the use of such tools;
• and so on.

The given list of knowledge can be expanded. The employee knowledge requirements given in can be taken as a basis.

Please note that the knowledge indicated in this section of the DI must be documented and properly approved. When applying for a job, the candidate’s possession of the required knowledge is confirmed by the presentation of relevant attestations, certificates, certificates, etc. An employee’s knowledge can be tested both by authorized third-party organizations (for example, training centers) and through internal checks and tests (the procedure for conducting such checks must be established by the organization’s local regulations).

1.9. The Employee’s work schedule is determined. A reference may be made to the Internal Labor Regulations. Features of the work schedule, including the need for business travel, may be indicated in this paragraph.

1.10. The procedure for approving and putting into effect the DI, changes and additions to it is determined.

As a rule, “This Job Description, amendments and additions to it are approved and put into effect by order of the General Director of the Company,” but for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (participants) (Board of Directors).”

Section 2. “Official responsibilities”

It is advisable to distinguish two subsections in this section, the first of which includes the specific responsibilities (functions) performed by the employee holding this position, and the second - the responsibilities common to all (or certain groups) of employees.

For heads of structural divisions, the functions additionally include the following:

Manages the Company's employees and structural divisions of the Company that are directly subordinate to him.

“Manages...” means: determines tasks for participants to carry out any actions (works, events, projects, etc.); coordinates their activities; controls the achievement of the required and intermediate results; submits proposals (submissions) for appointment, relocation, dismissal, promotion, and imposition of disciplinary sanctions on subordinate employees for consideration by the General Director of the Company. Participates in the development of the organizational structure, staffing schedule, and forms of remuneration for the structural divisions of the Company that are directly subordinate to him.

For employees who provide methodological guidance to other employees, the DI should indicate what exactly the methodological guidance consists of. For example:

Organizes the development of a set of document formats for the purposes of planning and reporting on the current, financial and investment activities of the Company’s business units. Provides methodological assistance to heads of structural divisions of the Company, heads of working groups in performing calculations, expert analysis of calculations of the economic efficiency of the projects and solutions they propose.

Similarly, the content of operational management and other types of management should be detailed.

It is advisable to include in the employee’s functions his participation in certain commissions, committees, councils, expert and working groups, etc., especially if the Company does not provide separate remuneration for the employee for participation in the work of these bodies.

The functions given in the DI of a department employee must correspond to the functions of this department as set out in the PP. This means that the employee performs either the entire function specified in the PP, or part of it, or performs an internal function for the unit (it may not be specified in the PP) necessary to perform the functions of the unit.

For convenience, the developer can draw up a “responsibility matrix” of the department - a table that lists the functions of the department (by rows) and the positions of the department employees (by columns), and at the intersection of the row and column the role of this employee in the performance of this function is indicated: initiates, organizes, participates, provides, performs independently, controls, etc. (see commentary to section 3 of the PP). If necessary, the description of the function should indicate with what regularity this function is performed: at a given frequency, at the direction of the manager, or upon the occurrence of other specific events.

It is important to note that DI must “work” not only in a normal situation, but also in an emergency situation. It is recommended that in the DI the employee is given the right to make a decision on the situation himself or is given the obligation to immediately report to his immediate supervisor about emergency situation. The number of functions given in the DI should not be too large. The optimal number varies from 10 for lower-level positions to 20 for upper-level positions. Otherwise, the document ceases to be perceived and, therefore, becomes inoperative. In order to implement this recommendation, the developer is recommended to:

• combine some functions (to a reasonable extent);
• indicate the requirements for the result, and not for the processes leading to it (formulated as: “to ensure such and such a state of the control object”);
• reconsider the “vertical” distribution of functions between the manager and subordinates, senior and junior, to a reasonable extent delegating certain functions (along with rights and responsibilities) “from top to bottom”;
• reconsider the “horizontal” distribution of functions between related workers within a single process (rational division of functions is characterized by the fact that the employee is responsible for performing a logically completed process, obtaining a product (or semi-finished product) with certain qualities that can be independently verified; in this case, the DI from the description of actions you can go to the description of the requirements for the results);
• state detailed descriptions in other local regulations (regulations, methodological and work instructions).

It is important to keep in mind that the composition of the functions must correspond to the basic salary of the employee. The basic salary of workers with identical IDs should be the same (cf. Article 22 of the Labor Code of the Russian Federation).

Subsection 2.2

In the second part of the section, it is advisable to include responsibilities common to all (or certain groups) of employees. Some of these responsibilities are already formulated in Art. 21. Labor Code of the Russian Federation, and therefore there is no need to repeat it in the DI. It is advisable to indicate the following responsibilities:

2.2. The employee undertakes:

2.2.1. Follow the instructions of your immediate supervisor, operational manager, and methodological supervisors (if any).

If an employee, in the performance of his or her duties, must comply with the requirements established by regulations of third parties (for example, customers), then these requirements should be indicated in this subsection. For example:

2.2.5. Comply with the requirements of the corporate standards of the Company’s customers regarding health, safety, environmental protection and road safety when using vehicles to fulfill contracts concluded with customers.

It is worth recalling that in this case the employer must familiarize the employee with such regulations.

In some organizations, the DI format involves specifying the parameters by which the employee’s effectiveness in performing a particular function is measured, or establishing specific target values ​​for such parameters, or norms/standards for the performance of functions. For example, you can find the distribution of working time (in percentage) between the functions performed by the employee. In our opinion, such an indication is incorrect because:

• There may be functions that are performed irregularly for which it would be difficult to estimate the norm, or functions that are performed in emergency cases - by allocating a non-zero percentage of time to them, we agree that emergencies will take place;
• it is unclear how to take into account the actual distribution of time (and this will have to be done, since planned indicators are indicated);
• the legal consequences of deviations of actual indicators (random or systematic) from established indicators are unclear.

Does, for example, an employee have the right to demand any compensation if the time spent on performing a certain function is exceeded by 1%? After all, the employer, by approving the DI in this form, essentially undertakes to comply with the established standards. Or, on the contrary, should a penalty be applied to the employee because he exceeded the norm for performing one function to the detriment of another? A deviation of 1% per working day is excusable, but per week or per month?...

Specifying any fixed parameter values ​​also deprives DI of flexibility, since it forces them to be re-affirmed when established standards change.

Section 3. "Rights"

The “Rights” section lists the employee’s rights, that is, the employee’s legally established ability to act in a certain way or demand certain actions from other employees of the Company. The employee is given the rights to perform his job duties. The employer ensures that the employee exercises his rights (Article 22 of the Labor Code of the Russian Federation). ABOUT

The basic rights of the employee are formulated in Art. 21 of the Labor Code of the Russian Federation, so there is no need to repeat them in the DI. The specific rights of an employee must be determined by his job responsibilities. Each employee has rights to information interaction related to the performance of official duties:

In some versions of the DI samples (for example, in), the rights to information interaction include the following wording: “To get acquainted with the draft decisions of the Company’s management concerning its activities, the activities of the division headed (for division heads).” However, by accepting this formulation, we find ourselves in the same conflict as with “meetings.” A “draft decision” is a very vague object: it can exist orally, in the form of numerous options passing through different authorities. Not every such option is physically possible, and it is hardly advisable to introduce the employee to his request. Therefore, it is possible to use two mechanisms:

1. the employee familiarizes himself with the decision made without fail (Articles 22, 68 of the Labor Code of the Russian Federation), signing a sheet of familiarization with the order, directive or other administrative document, and in case of disagreement with it, he has the right to appeal it, using the right to protect his labor rights, freedoms and legitimate interests by all means not prohibited by law (Article 21 of the Labor Code of the Russian Federation);
2. taking into account the opinion of the elected body of the primary trade union organization when adopting local regulations (the procedure is established by Articles 372, 373 of the Labor Code of the Russian Federation; see also paragraphs 23, 24).

Depending on the functions performed, an employee may be vested with the following rights: To represent the Company in other organizations in accordance with the established procedure within the scope of his/her competence.

Typically, the scope of rights associated with such representation is determined by the power of attorney issued to the employee. Fundamental rights are associated with decision-making and disposal of production resources:

• Initiate any actions (work, events, projects, etc.).
• Approve and coordinate documents within your competence (specific types of documents must be indicated).
• Suspend the implementation of any actions (works, projects, events, etc.) in the event of deviations from the requirements established for their implementation identified during control (it is necessary to specify the controlled area of ​​activity, types of functions, projects, events, groups of employees, organizations, etc.). P.).
• Do not allow workers or equipment to work (it is necessary to specify which ones and under what circumstances).
• Manage the material and monetary resources entrusted to him (and/or other resources of the Company - it is necessary to specify) within his competence.

For employees of internal control departments - Conduct inspections of certain employees, departments and/or in certain areas of the Company’s activities (it is necessary to indicate specific types and grounds for inspections).

The right of “horizontal interaction” is important - to attract employees of the Company’s structural divisions to work together as part of the performance of their official duties in agreement with their immediate supervisors.

Heads of divisions are usually given the right to - Submit proposals (submissions) for the consideration of the General Director of the Company on the appointment, relocation, dismissal, promotion and imposition of disciplinary sanctions on employees of the department headed.

The following “right of appeal” must guarantee the employee compliance with his rights by the Company - Contact the immediate supervisor for assistance in exercising the rights provided for by the DI, in case of their restriction by other employees of the Company.

The list of employee rights can be expanded.

When giving workers rights, it is worth remembering that the employer must ensure their implementation. For example, by granting an employee the right to “undergo retraining (retraining) and advanced training,” the employer must provide this right with an appropriate budget or provide other mechanisms for the implementation of this right. By declaring the right to “promote in service (the right to career growth)”, it is also necessary to introduce the free desire of the employee into the legal mainstream, expressed in a formalized system of internal certifications, inspections, training, competitions, etc.

An employee may be granted some rights conditionally, namely: this or that action can be performed with the consent of another specific employee (usually the immediate, operational or methodological manager or the head of the department to which the employee applies), or upon the occurrence of other certain events, or within certain limits. In such cases, the wording of the law contains the words: “in agreement with ...”, “during such and such a period ...”, “in the case of ...”, “within the budget ...”, “within its competence ...”, etc. . The presence of consent (including compliance of the decision made with established conditions or limits) is confirmed by the approving visa of the relevant employee on a document reflecting the planned or completed action.

You can often find an unfortunate confusion between job responsibilities and employee rights. A simple rule for determining the differences between them is as follows: the obligation must be fulfilled regardless of the will of the employee, but the employee can exercise or not exercise the right at his own discretion.

There is a feature regarding the administrative rights of an employee in relation to other employees, specified in: if a discrepancy in product quality is established, shipment must be suspended; Is suspension of shipment a right or obligation of the head of the quality control department? If only the right, then the boss can either use it or not use it; if only an obligation, then the question arises on the basis of what right the boss suspends the shipment. In such cases, it is recommended to include administrative actions as part of the rights, but in the section “Responsibility” indicate that the employee is responsible for “non-use or incomplete use of his rights” or (broader wording) for “causing material damage to the Company by his actions or inaction” .

It may be worthwhile to distinguish here between rights and powers, believing that an employee can use or not use a right at his own discretion, and an authority is a type of obligation within the framework of which the employee has the right to act at his own discretion in one way or another, but which must be carried out regardless of the will of the employee. From this point of view, in the previous example, “to control quality with the ability to suspend shipments” can be considered as the authority of the head of the quality control department, without additionally including “the ability to suspend shipments” in the rights. In the same way, if an employee is authorized to enter into contracts for the supply of an organization with the possibility of choosing a counterparty, then as a result he is obliged to conclude necessary agreement, but the choice of the counterparty will be determined by him independently; again, the separate right of choice in the “Rights” section does not need to be repeated, and the already mentioned wording from the “Responsibility” section should protect against abuse.

Section 4. “Interaction”

The “Interaction” section describes the employee’s information exchange with other structural divisions and employees of the Company or persons, bodies and organizations external to the Company. The requirements for describing interaction are similar to the above requirements for describing the interaction of structural units.

Section 5. "Responsibility"

The “Responsibility” section describes the employee’s responsibility for failure to perform or improper performance of his job duties, or violation of general obligations. The employee's responsibility must balance his rights. In turn, the rights and responsibilities of an employee must be determined by his job responsibilities. An employee may be subject to disciplinary, material, civil, administrative or criminal liability. In the first two cases, the employer can do this; in the rest - bodies competent in accordance with the current legislation of the Russian Federation. The current legislation of the Russian Federation does not establish other types of responsibility, therefore it is completely incorrect to talk about “financial, functional, organizational and managerial” responsibility, as is done, for example, in.

As a rule, the employee's responsibility is personal. In some cases, according to Art. 245 of the Labor Code of the Russian Federation, collective (team) financial liability can be established.

The responsibility of an employee holding a certain position can be established not only by the DI, but also by other local regulations of the Company, for example, regulations, regulations, etc. Therefore, it is advisable to indicate only standard provisions on liability in the DI.

5.1.2. Failure to comply with labor regulations, orders and instructions for the Company, and other local regulations of the Company.

5.1.3. Failure to comply with the instructions of the immediate supervisor, operational and methodological managers (if any).

5.1.4. Offenses committed in the course of carrying out their activities.

5.1.5. Causing material damage to the Company by one's actions or inaction.

5.1.6. Failure to ensure the safety of documents and information entrusted to him.

5.1.7. Disclosure of information constituting a commercial secret of the Company.

5.1.8. Failure to comply with the rules of labor protection, safety regulations, industrial sanitation, fire safety, environmental protection, road safety (indicated depending on the nature of the Employee’s activity, cf. clause 1.7 DI).

For managers or other positions, it is advisable to indicate responsibility for participation in the business of other legal entities or enterprises, whose interests may conflict with the legitimate interests of the employer. This can be done, for example, in this way:

5.1.9. For lack of written information:

The “Responsibility” section ends with the following statement:

Responsibility arises as a consequence of violation of certain norms. Therefore, “the employee is responsible for failure to perform ..., non-compliance, ... non-compliance, etc.” It is impossible to write “responsible for the uninterrupted operation...”, “... for complete and timely execution...” or “... for quality and timeliness” (cf.).

It is important that the requirements, violations of which entail the liability of the employee, are formulated quite precisely in regulatory documents (external or internal). Otherwise, it will be difficult for the employer to prove a violation of these requirements. Therefore, when the DI speaks, for example, about liability for poor quality or untimely performance by an employee of certain duties, the requirements for quality and timeliness should be indicated directly in the DI or provide a link to another regulatory document (operating rules, state or industry standards, provisions of contracts and etc.).

About the language of documents

The reader has probably noticed, and a professional developer of local regulations knows, that the language used when writing PP and DI differs not only from colloquial, but also from literary Russian. The main difference is greater formality, which is akin to the formality of the languages ​​of logic, mathematics, programming or jurisprudence. This difference should not be interpreted as “clericalism,” since the goals of writing PP, DI and other local regulations are to clearly and clearly state the rules of the organization, as well as to ensure an unambiguous interpretation of these rules in the event of conflicts and disputes.

1. The wording must be brief, clear and avoid different interpretations, comply with the spelling standards of the Russian language.

In practice, when writing a document, to achieve brevity and clarity, you should set a “limit” on the number of sentences or lines to describe, say, functions. At the same time, descriptions for lower-level positions should be as short as possible (1 - 2 lines). Otherwise, the descriptions must either be broken up or combined with a more general but concise formulation.

It is necessary to avoid “suggestions” to the employee by repeating the same position multiple times in the PP or DI - the opposite effect can be achieved. Therefore, having formed a draft document, it is necessary to remove from it wording that is repetitive in meaning.

The clarity of the formulation is facilitated by its stylistic consistency. You should not use redundant phrases that do not differ in meaning from the corresponding verb. For example, instead of “keeps records”, “takes part”, “controls”, “carries out work”, you should simply write “takes into account”, “participates”, “controls”, “performs”.

So, instead of a verbose formulation: carries out control of equipment maintenance work. It's better to write: supervises equipment maintenance.

In formulations describing processes, qualitative characteristics of these processes are unlikely to be appropriate. So, in the formulation from the DI of the sales floor administrator - Monitors the uninterrupted operation of retail equipment. The word “uninterrupted” is clearly redundant: if the work is uninterrupted, then why control it? Non-compliance of the operation of controlled equipment with certain requirements is a reason for holding the employee accountable. Consequently, “uninterruption”, as well as other qualities of the result of a controlled process, belong to the provisions describing the responsibility of the employee. Thus, the correct brief formulation of the function description sounds like this: Monitors the operation of commercial equipment.

An expanded version of this formulation is as follows: monitors the operation of commercial equipment, carries out all preventive maintenance work on commercial equipment and, in the event of its failure, takes measures to immediately correct the equipment and preserve products.

2. The texts of documents must use (unified) terminology, either established by relevant regulations, or consistent with established practice in a particular subject area. Consumption is not allowed various terms to denote the same concept.

For example, in the wording of the duties of the head of the logistics department, together with the director of supply of the Company, he plans the need for goods and materials in the context of business units of the enterprise; controls the execution of supply contracts for materials and equipment. Final Rule violated twice: “Society” and “enterprise”, as well as “materials and equipment” (material and technical resource) and “materials and materials” (inventory value), in this context are obviously synonymous, therefore it is more correct to choose one option in each case - together with the Director of Supply of the Company, plans the need for inventory and materials in the context of the Company’s business units; controls the execution of contracts for the supply of goods and materials.

Another common mistake: an employee of an organization is called “employee”, “employee”, “official” in the same text. In PP, DI and other local regulations, in relation to a person who is in an employment relationship with an organization, the term “employee” should be used, as used in the Labor Code of the Russian Federation.

The formulation seems inconsistent with the current usage of words - it uses methods of material and moral stimulation. Since in personnel management practice the concept of “material and non-material incentives” is used. To avoid such mistakes in the development of documents, it is necessary to use various kinds of dictionaries of terms (for example, similar publications) or involve specialized specialists - at least at the stage of editing the draft document. It is highly desirable that the terminology in all local regulations of the organization be the same. To ensure this requirement, the organization must adopt (and maintain in the prescribed manner) an official dictionary of terms (glossary); at the very least, the development team should create such a dictionary for themselves.

3. The use of vague (with vague requirements, with an uncertain result, not limited in time, space, etc.) or declarative formulations is not allowed in the texts of documents.

Violations of this requirement (together with violations of spelling and punctuation rules) are the most numerous in practice. The cost of uncertainty can be very high.

It is in order to avoid uncertainty that documents use overloaded (from the point of view of a neutral or colloquial style) language. When formulating any provision of a document (a procedure, a requirement for the state of something, etc.), it is necessary to ensure that all the essential features of an object or process are described; whether it is indicated directly in the formulation, in its immediate “environment” or other context, by whom, how, at what time and in what place this action should be performed or this object should be presented.

For example, in the wording from the workshop dispatcher’s DI - to report an accident, incident, breakdown, or fire in the workshop to one of the Company’s managers. Not defined: the period of the message, the addressee of the message, the form and method of documenting the message. It should be stated in the following wording - immediately orally inform the head of the workshop or the Company employee, his replacement, as well as (within 24 hours) the head of the HSE service about an accident, incident, accident, fire that has occurred in the workshop; record this fact in the dispatch log until the end of the shift.

Alternatively, the above extended wording can be included in a document regulating the rules of behavior in the event of incidents, but only in this case the original wording with the addition: “in the prescribed manner” can be allowed in the dispatcher’s DI.

The wording from the DI of the Director of Transport Operations is to know ... the current legislation of the Russian Federation. From a formal point of view, it is correct, but practically impracticable, especially since what was meant was much less extensive and, most importantly, really necessary knowledge - To know ... the current legislation of the Russian Federation, industry regulations in the field of transport and road construction.

Or even - Know... the charter of road transport, regulatory documents for road transport, rules for organizing passenger transportation by road, rules and requirements for the transportation of large, heavy, dangerous goods.

As already noted, unacceptable from the point of view of the requirement of certainty is, for example, the formulation - analyzes production activities... If the purpose of the analysis is not indicated in any way. It would sound much more productive to develop proposals for the General Director of the Company to improve the quality of services provided by the Company based on an analysis of the results of production activities.

Likewise, you should not overuse words and phrases that are not very clear, such as “efficiency”, “resolving issues”, etc. For example, the wording sounds very ambiguous - the store administrator resolves issues with the bank regarding the time of collection of proceeds and payment for collection services.

The position we have already quoted from the DI of the managing director - organizes production and economic activities based on the widespread use of the latest equipment and technology, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to fully improve the technical level and quality of products (services). Because of its declarative nature, it can raise many questions when assessing the activities and determining the remuneration of the managing director: whether the latest technology was used widely enough, how progressive were the forms of management applied, whether the technical level of the product was increased in every possible way or fragmentarily, whether the approval approved by the managing director should be considered scientifically based standard labor costs for repairing oilfield equipment, if developed financial director with a Candidate of Technical Sciences degree in rocket science? To avoid misunderstandings, it is worth getting rid of formulations of this kind.

One of the criteria for the certainty of the formulation is the possibility of objective verification (evaluation) of its fulfillment or non-fulfillment. Obviously, phrases like: “promotes in every possible way”, “steadily increases”, “progressive”, “newest”, etc. do not correspond to this criterion. On the other hand, when the document talks about, say, “full and timely satisfaction of departments’ requests for material and technical resources,” and the organization’s local regulations contain benchmarks for measuring these “completeness” and “timeliness” (service level type indicators and the time of satisfaction of the application) and their target values, then such a formulation will sound quite definite.

Note, however, that once the formulation has become sufficiently specific, the designer should simplify it as much as possible.

4. Abbreviations, auxiliary or conditional terms that are not generally accepted, as well as short names are first given in full in the text, after which the required abbreviation is indicated in parentheses after the words “hereinafter -” or “hereinafter in this section -”.

For example: logistics department (hereinafter referred to as OMTO); mechanical, including lifting, and power equipment, pressure equipment, electrical, gas and heating networks of the Company, as well as the upper equipment of the Company's special vehicles (hereinafter referred to in this Job Description as Facilities).

5. Rules for writing the names of departments and positions should be established.

It is convenient to write them (not at the beginning of the sentence) with a small letter, for example: department of economics and finance, legal department, engineering and technological service, chief engineer, chief mechanic department, business development director, head of the consolidated department financial statements, chief power engineer, system administrator.

However, exceptions are made for the names of the highest management bodies (usually collegial) and the positions of the organization's top managers, for example: General Meeting of Participants, Board of Directors, Audit Committee, Technical Council, President, Vice President, Chairman of the Board, General Director, Managing Director director. In this case, it is necessary to establish a rule for writing derivative names, for example: Chairman of the Board of Directors, Chairman of the Audit Committee, First Vice President, First Deputy General Director, Deputy General Director for Economics and Finance, Secretary of the Managing Director, Secretary of the Technical Council.

It is necessary to ensure that the names of departments and positions are written the same in the organizational structure (scheme), staffing table, PP, DI and other local regulations, in correspondence, etc.

On organizing the development of PP and DI

The following method of developing PP and DI seems to be the most economical (cf.,).

The General Director formulates tasks for the main blocks of the enterprise’s activities (sales, production, supply, auxiliary and support units); Next, block managers formulate the goals of the units, after which senior managers jointly check the completeness and consistency of the formulated tasks. At this stage, the feasibility of the existence of divisions and the correctness of defining the boundaries between them are also analyzed.

Next, department heads transform the tasks of their departments into the functions of their departments and their employees. After agreeing on the functions for each position, rights, responsibilities are determined, interactions and qualification requirements are described. Uniformity and consistency of the entire complex of PP and DI and, more broadly, the entire complex of local regulations of the organization should be ensured by the participation in their development of an employee of the HR department or the labor organization department, and in the presence of specialized units (for example, the department of an integrated management system or corporate technologies, etc.) n.) – employees of the specified divisions. Templates for PP and DI must be previously agreed upon with the legal department of the enterprise.

Editorial work must be undertaken by one of the permanent members working group on the development of PP and DI, at the same time ensuring the unity of document style. The aesthetic aspect in the preparation of local regulations is no less important than the content aspect. The elegance of the wording makes it possible to avoid reworking PP and DI when the “rules of the game” change, in particular, when new functions change or appear. PP and DI are usually agreed upon with the heads of the HR department, labor organization department and wages, legal department, immediate supervisor of a unit or employee, operational, methodological managers of a unit or employee (if any).

PP and DI are approved by the general director of the organization or a person vested with the appropriate rights by issuing the appropriate order. PP and DI must be approved no later than the expected date of the first hire or transfer of employees to a unit or position.

The original of the approved PP, together with the approval sheet, after registration is transferred for storage to the HR department. Copies of the approved PP are transferred to the labor and wages department and the head of the unit. The original of the approved DI along with the approval sheet after registration is transferred for storage to the HR department. Copies of the approved DI are transferred to the labor and wages department, the head of the department whose staff includes the position described in the DI, and the employees holding the position.

The head of the unit, within no more than five working days after approval of the PP or DI, familiarizes the employees of the unit with the PP or DI and gives them copies of the PP or DI against signature on the familiarization sheet. The original familiarization sheet is transferred for storage to the HR department. Upon hiring, newly hired employees of the unit must be familiarized with the current PP and DI against signature on the familiarization sheet.

Additions or changes to the PP and DI are mandatory when:

• changing the structure of the organization, including reassigning divisions or positions, changing the names of divisions or positions;
• changing the tasks and functions of departments;
• changes in functions, rights, responsibilities, qualification requirements, interactions of employees;
• other changes in the organization of work reflected in sections of the PP or DI.

Additions and changes to the PP and DI are made by order of the general director of the organization or a person vested with the appropriate rights. A similar order cancels (considers no longer in force) the previous edition of the document and approves a new one. To ensure the unity of the methodological approach and facilitate the work of developers - specialists of departments, it is recommended to introduce and use methodological instructions for the development of PP and DI. This instruction should include: a dictionary of terms, basic requirements for documents, standard wording and templates of documents, the procedure for developing, agreeing, approving and storing PP and DI, the procedure for familiarizing employees of the organization with the approved PP and DI, conditions and procedure for making changes and additions to PP and DI.

The latter is important in order to resolve conflicts related to the need to change the employee’s functions. The procedure should link changes to both the DI and the employment contract with the employee. In addition, the methodological instructions can describe in detail the concepts used in PP and DI, for example: methodological guidance, operational subordination, descriptions of the roles of performers, etc. This will make PP and DI more compact and more correct.

Applications

Without claiming absolute truth, for the convenience of the reader we provide PP and DI templates in the appendix. Each organization can and should develop its own PP and DI templates, without deviating from the proposed recommendations.

In the PP and DI templates, the following are highlighted:

• underlining– places in the text where you need to indicate specific names, functions, etc.;
• italics– places in the text where you need to choose one of the proposed options;
• [square brackets] – comments that must be removed after generating the document text.

Appendix 1. Template of the regulation on the structural unit

1. GENERAL PROVISIONS

1.1. These Regulations determine the procedure for creation and dissolution, subordination, legal framework of activities, tasks and functions, interaction division name(hereinafter referred to as the Division) Name of company(hereinafter referred to as the Society). Abbreviated name of the Division – …

1.2. The division is an independent structural unit of the Company and reports directly to the General Director of the Company[or] reports directly [or] included in name of the higher division and reports directly job title of the immediate supervisor.

1.3. The division is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation.

1.4. The department is directly managed Job title(hereinafter referred to as the Head of the Division). Operational / methodological management of the activities of the Division is carried out by job titles [if there are operational or methodological managers].

1.5. During the absence of the Head of the unit, his duties are performed by Job title[or] an employee of the Company appointed by order of the General Director of the Company.

1.6. When performing its functions, the Division is guided by:

1.6.1. current legislation of the Russian Federation;

1.6.2. industry normative and methodological documents in the field …

1.6.3. Charter of the Company[for departments that are required to monitor compliance with the Charter];

1.6.4. [for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.6.5. this Regulation;

1.6.6. collective agreement;

1.6.7. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, [if available];

1.6.8. the internal labor regulations of the Company;

1.6.9. other local regulations of the Company;

1.6.10. regulations on labor protection and industrial safety, rules and regulations of labor protection, industrial sanitation, fire protection, environmental safety [indicated depending on the nature of the Division’s activities].

1.7. The operating hours of the Division are determined in accordance with the Internal Labor Regulations established in the Company.

1.8. These Regulations, amendments and additions to it are approved and put into effect by order of the General Director of the Company

2. MAIN TASKS

The main objectives of the Division are:

2.1. Task 1.

2.2. Task 2.

3. FUNCTIONS

To perform the tasks specified in clause 3 of these Regulations, the Division is assigned the following functions:

3.1. …

3.2. …

3.3. …

3.4. …

3.5. …

[Other functions performed by the Division independently].

3.6. …

[Other functions performed by the Division together with other structural divisions of the Company].

3.7. …

[Functions in the field of contract supervision (indicate the types of contracts supervised), (if they are not defined in other local regulations of the Company)].

3.8. …

[Functions in the field of accounting and reporting].

3.9. …

3.10. …

3.11. …

4. STRUCTURE OF THE DIVISION

4.1. The structure and staffing levels of the Division are determined by the current organizational structure and staffing schedule of the Company.

5. INTERACTION

The department interacts:

5.1. With employees of the Company's divisions - in the manner established by the Company's local regulations.

5.2. With third parties - in the manner established by the current legislation of the Russian Federation. [If such interaction exists.]

5.3. …

Appendix 2. Job description template

1. GENERAL PROVISIONS

1.1. This Job Description defines subordination, the regulatory framework of activities, job responsibilities, interaction, rights and responsibilities, as well as qualification requirements Job title(hereinafter referred to as the Employee) Name of company(hereinafter referred to as the Society). Abbreviated job title – … [specified if necessary].

1.2. The employee belongs to the category managers / specialists / employees.

1.3. The employee reports directly job title of the immediate supervisor. Operational/methodological management of the Employee’s activities is carried out by job titles [if there are operational or methodological managers].

1.4. An employee is hired and dismissed by the General Director of the Company in the manner established by the current labor legislation of the Russian Federation upon presentation Job title [specified if necessary] in agreement with job titles [specified if necessary].

1.5. During the absence of the Employee, his duties are performed by Job title[or] an employee appointed by order of the General Director of the Company.

1.6. A person who has higher/secondary/special secondary/professional education and work experience … positions no less … years.

1.7. When performing job duties, the employee is guided by:

1.7.1. current legislation of the Russian Federation;

1.7.2. industry normative and methodological documents in the field … [specify subject area];

1.7.3. Charter of the Company[for positions that are required to monitor compliance with the Charter];

1.7.4. By decisions of the General Meeting of Participants (Shareholders) (Board of Directors)[for positions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.7.5. Regulations on division name and this Job Description;

1.7.6. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, operational, methodological managers[if available];

1.7.7. the internal labor regulations of the Company;

1.7.8. other local regulations of the Company;

1.7.9. regulations on labor protection and industrial safety, rules and regulations of industrial sanitation, fire protection, environmental safety, road safety [indicated depending on the nature of the Employee’s activities].

1.8. The employee must know:

1.8.1. current legislation of the Russian Federation and industry regulations in the field … [specify subject area];

1.8.2. … [list special knowledge];

1.8.3. the Company's development strategy [indicated for senior managers or for positions that have the right to access such information, if the Company's strategy is documented];

1.8.4. the structure of the Company, the tasks and functions of its divisions;

1.8.5. the basics of operating computer equipment, communications and communications [indicated depending on the nature of the Employee’s activity];

1.8.6. rules and regulations of labor protection.

1.9. The Employee’s work schedule is determined in accordance with the Internal Labor Regulations established by the Company.

1.10. This Job Description, amendments and additions to it are approved and put into effect by order of the General Director of the Company in agreement with the General Meeting of Shareholders (Participants) (Board of Directors)[for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors].

2. JOB RESPONSIBILITIES

2.1. The employee performs the following job responsibilities: [For heads of departments, the main functions that meet the tasks of the employee’s department headed (according to the Regulations on the department) are first listed.]

2.1.1. …

[Functions in the field of development of regulatory documentation for other divisions].

2.1.2. …

[Functions in the field of methodological guidance].

2.1.3. …

[Functions in the field of monitoring and forecasting].

2.1.4. …

[Functions in the field of planning, development (sections) of the budget, investment projects].

2.1.5. …

[Functions in the field of operational management].

2.1.6. …

[Other functions performed by the Employee independently].

2.1.7. …

[Other functions performed by the Employee together with other Employees or structural divisions of the Company].

2.1.8. …

[Functions in the field of contract supervision (indicate the types of contracts supervised), if they are not defined in other local regulations of the Company].

2.1.9. …

[Functions in the field of accounting and reporting].

2.1.10. …

[Functions in the field of monitoring the activities of other employees or departments (for compliance with certain (specify which) tasks, requirements, standards, etc.)].

2.1.11. …

[Functions in the field of analysis, development and implementation of measures for the development of the Company].

2.1.12. …

[For heads of departments - functions in the field of management]

2.1.13. Coordinates the work of the Company's structural divisions that are directly subordinate to him.

2.1.14. Participates in the development of the organizational structure, staffing schedule, and forms of remuneration for the structural divisions of the Company that are directly subordinate to him.

2.2. The employee undertakes:

2.2.1. Follow the instructions of your immediate supervisor, operational manager, methodological managers[if available].

2.2.2. Fulfill the duties and requirements established by the Company’s local regulations.

2.2.3. Ensure the safety of documents entrusted to him.

2.2.4. Not to disclose information that has become known to him due to the nature of his activity and relates to the Company’s trade secrets.

3. RIGHTS

The employee has the right:

3.1. Attend meetings, conferences, meetings [to be specified] on issues related to its activities, activities of the department headed[for department heads].

3.2. Request and receive from employees of the Company's structural divisions information and documents necessary to perform their official duties in the manner established by the relevant local regulations of the Company.

3.3. Represent the Company in other organizations in accordance with the established procedure on issues within its competence.

3.4. Initiate … [needs to be specific].

3.5. Coordinate …

3.6. Approve … [specific types of documents must be specified].

3.7. Pause execution … in the event of deviations from the requirements established for their implementation identified during control [it is necessary to specify the controlled area of ​​activity, types of functions, projects, events, groups of employees, organizations, etc.].

3.8. Not allowed to work … [it is necessary to specify in case of non-compliance with which conditions this right is exercised].

3.9. Manage the material and monetary resources entrusted to him [and/or other resources of the Company - must be specified] within his competence.

3.10. Submit proposals for improvement of work related to the duties provided for in this Job Description for consideration by the immediate supervisor.

3.11. Involve employees of the Company's structural divisions to work together as part of the performance of their job duties in agreement with their immediate supervisors.

3.12. Contact your immediate supervisor for assistance in exercising the rights provided for in this Job Description if they are limited by other employees of the Company.

3.13. Submit proposals (submissions) for the consideration of the General Director of the Company on the appointment, relocation, dismissal, promotion and imposition of penalties on employees of the department headed [for department heads].

4. INTERACTION

The employee interacts:

4.1. With employees of structural and separate divisions of the Company - in the manner established by local regulations of the Company.

4.2. With third parties - in the manner established by the current legislation of the Russian Federation [if such interaction exists].

4.3. … [insert other interactions].

5. RESPONSIBILITY

5.1. The employee is responsible, within the limits determined by the current legislation of the Russian Federation, for:

5.1.1. Failure to perform (improper performance) of the duties assigned to him, provided for by this Job Description.

5.1.2. Failure to comply with internal labor regulations, orders and instructions for the Company, and other local regulations of the Company.

5.1.3. Offenses committed in the course of carrying out their activities.

5.1.4. Causing material damage to the Company by one's actions or inaction.

5.1.5. Failure to ensure the safety of documents and information entrusted to him.

5.1.6. Disclosure of information constituting official and commercial secrets of the Company.

5.1.7. Failure to follow the instructions of the immediate supervisor, operational and methodological managers[indicated if available].

5.1.8. Failure to comply with the rules of labor protection, safety regulations, industrial sanitation, fire safety, environmental protection, road safety [indicated depending on the nature of the Employee’s activity, cf. clause 1.7.9 DI].

5.1.9. [for department heads] For lack of written information:

5.1.9.1. on the ownership by the Employee (or his spouse, parents, children, full or half siblings, adoptive parents or adopted children) of shares (shares, shares) in legal entities (this obligation does not apply to the ownership of non-controlling stakes in companies listed on the Moscow, New York or London stock exchanges);

5.1.9.2. of direct or indirect employment or interest in, participation in any kind or capacity (as a lessor, customer, agent, consultant, employee or in any other capacity) in the business of a person who:

• is a counterparty of the Company, a counterparty of a subsidiary and/or affiliate of the Company; or
• conducts negotiations on concluding an agreement with the Company, its subsidiaries and/or affiliates; or
• is a party to trial in which the Company, its subsidiary and/or affiliate participates; or
• implements the same project with the Company, its subsidiaries and/or affiliates;
• if the specified ownership or employment or interest creates for the Employee a situation of a real or potential conflict of his interests with the legitimate interests of the Company.

5.2. Failure by the Employee to comply with the requirements of this Job Description may be grounds for termination of the employment contract with him.

Appendix 3. Types of guidance

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21. All-Russian classifier classes OK 010-93 (approved by Decree of the State Standard of the Russian Federation of December 30, 1993 No. 298).

22. All-Russian classifier of worker professions, employee positions and tariff categories OK 016-94 (adopted and put into effect by Resolution of the State Standard of Russia of December 26, 1994 No. 367 from January 1, 1996 with subsequent amendments).

24. Personal responsibility in public administration. Abstract. / http://student.km.ru/ref_show_frame.asp?id=D49465266FBC4121B2048C87A1EF060D. – 2000.

25. Letter of the Federal Service for Labor and Employment dated 08/09/2007 No. 3042-6-0 “On job descriptions of employees.”

26. Letter of the Federal Service for Labor and Employment dated October 31, 2007 No. 4412-6 “On the procedure for making changes to job descriptions of employees.”

27. Letter of the Federal Service for Labor and Employment dated November 24, 2008 No. 6234-T3.

28. Letter of the Federal Service for Labor and Employment dated November 30, 2009 No. 3532-6-1.

29. Resolution of the Plenum of the Supreme Court of the Russian Federation dated March 17, 2004 No. 2 (as amended on September 28, 2010) “On the application by the courts of the Russian Federation of the Labor Code of the Russian Federation.” / Russian newspaper. – 31.12.2006. – № 297.

30. Rakhmanin L.V. Stylistics business speech and editing of official documents. M.: Higher school. – 1988. – 239 p.

31. Romanchenko E. Three views on the job description / http://pallada-center.ru/articles/cat2/article19.html. – 2009.

32. Rossol S.V. Collective (team) financial responsibility of employees / “Personnel Management”. – 2006. – No. 21.

34. Trukhanovich L.V., Shchur D.L. Handbook of personnel records management. M.: Business and Service. – 2010. – 608 p.

35. Unification of texts of management documents. Methodological recommendations (approved by the USSR Chief Archive). M.: Main Archive of the USSR; All-Union Scientific Research Institute of Document Management and Archival Science, 1982.

36. the federal law dated 02/08/1998 N 14-FZ (as amended on 12/06/2011) “On limited liability companies.”

37. Chukovsky K.I. Alive as life. M.: “Zebra E”, 2009. – 304 p.

38. Eco U. When another comes on the scene // Eco U. Five essays on ethics. SPb.: Symposium. – 2000. – P. 9-24.

According to U. Eco, ethics begins when the Other comes onto the scene.

The provisions on representative offices, branches and separate divisions differ in form and content from the provisions on a structural unit and are not discussed in this article.

For these purposes, “position profiles”, “professiograms”, and other documents with working or analytical status are suitable.

The types of guidance are described in Appendix 3.

When specifying, it is necessary to avoid a broad interpretation of the concept of “meeting”, since any operational discussion of issues by a group of people consisting of two or more people can be classified as such. You can limit the range of meetings, indicating, for example, that we are considering meetings with a pre-distributed agenda, based on the results of which minutes should be drawn up, or that we are talking about regular meetings (planning meetings, conference calls, etc.).

by order of the General Director

CJSC "Company Aurora"

No. ____ dated “___” __________ 2006

Article 1. General provisions

A job description is an organizational and legal document that defines the main functions, duties, rights and responsibilities of an employee of Aurora Company CJSC (hereinafter referred to as the “Company”) when carrying out activities in a certain position.

Job descriptions for employees of each structural unit are developed by the head of the structural unit based on the “Regulations on the structural unit”. Job descriptions should be specific and factually describe the jobs.

Job descriptions are revised in a uniform manner in accordance with changes in the structure and staffing levels of the Company, as well as after certification.

The significance of the job description as an organizational document is as follows:

secures the legal status and place of the employee in the management system;

determines the tasks, functions, rights and responsibilities of the employee;

allows you to reasonably evaluate the results of your activities;

is the legal basis for the certification of an employee, determining his disciplinary and financial liability;

establishes the organizational basis of legal activity.

Job descriptions are reviewed once every three years

The shelf life of job descriptions in the Company is 3 years after they are replaced with new ones.

The storage of original job descriptions is carried out by the Company's HR department. If necessary, certified copies can be kept by the heads of structural units and used in the current work of structural units.

1. Procedure for preparing job descriptions

The job description is drawn up in accordance with the “Regulations on the procedure for the development and adoption of local regulations” and the “Instructions for office work” of the Company.

The job description is signed by the employee's immediate supervisor and approved by the General Director of the Company.

Mandatory on the job description are visas of the head of the legal department, and, if necessary, visas of interested heads of structural divisions and officials with whom cooperation is carried out - those persons who have the right to give methodological instructions to the employee in addition to the immediate supervisor, the person replacing the employee in the event of his temporary absence .

The text of the job description as an organizational document consists of the following sections:

General provisions

• Job responsibilities

  Responsibility

  Relationships. Relationships by position

  Terms of payment

  Performance Evaluation Indicators

Additional sections in the text structure may be:

organization of work, if the employee is given a special or individual work schedule or is given the right to independently organize and plan his or her working day.

the procedure for approval and amendments, if it differs from the usual or requires special approval by the Company’s management bodies, including for managers, their deputies, and chief specialists.

control, verification and audit of activities - indicated in the job descriptions of financially responsible persons.

Representative body of employees I APPROVED is absent General Director of Alpha LLC Ivanov I.I. Ivanov 01/10/2013

REGULATIONS on job descriptions at Alpha LLC

1. Scope and scope

1.1. This Regulation establishes general requirements for the procedure for developing, agreeing and approving job descriptions, as well as introducing changes to them.

This Regulation defines the procedure for familiarizing employees with job descriptions and the procedure for storing these documents.

1.3. These Regulations are mandatory for all structural divisions of the Company and apply to an indefinite number of persons: all employees who already occupy or will ever occupy the position named in the job description at Alpha LLC on the basis of employment or student contracts.

This Regulation does not apply to employees (including full-time employees) already employed or subsequently hired by Alpha LLC under civil contracts.

2. Definitions and designations used

2.1. A job description is a local regulatory act of the Company that defines the employee’s labor function, his rights, duties and responsibilities when carrying out work activities in accordance with his position, as well as the system of subordination and interaction with employees of other structural divisions in the Company.

2.2. Company, Employer - limited liability company "Alpha".

2.3. Executor is an employee responsible for developing and submitting for approval a job description, determined by the head of the relevant structural unit of the Company responsible for the development of this document.

3. General provisions

3.1. Job descriptions are introduced in the Company for the purpose of rational division of labor; increasing the efficiency of managerial work; strengthening labor discipline; creating an organizational and legal basis for the labor activity of employees; regulation of the relationship between employee and employer.

3.2. Job descriptions are used for:

3.2.1. assessing the quality of workers’ work in the process of certification, promotion or imposition of disciplinary sanctions;

3.2.2. drawing up employment contracts;

3.2.3. proper selection, placement and use of personnel, formation of a personnel reserve, career planning of employees;

3.2.4. introducing new positions, expanding the powers of an existing position;

3.2.5. personnel assessment and development, adaptation of new employees;

3.2.6. drawing up proposals for employment, job profiles for selecting candidates for employment;

3.2.7. ranking jobs and positions, assessing the complexity of work and creating compensation packages for various categories of employees in the Company in order to implement the personnel motivation system operating in the Company;

3.2.8. organizing optimal education, training and advanced training of personnel;

3.2.9. resolution of individual and/or collective labor disputes;

3.2.10. obtaining ISO 9001 certificate;

3.2.11. justification for the amount of remuneration, additional payments and various payments related to the performance of job duties, including during inspections by regulatory authorities - State Tax Inspectorate, Federal Tax Service Inspectorate, branches of the Pension Fund of the Russian Federation and the Federal Social Insurance Fund of the Russian Federation.

3.3. This Regulation defines the list of officials participating in the procedure for developing, agreeing and approving job descriptions and making changes to them, as well as the responsibilities of such officials, structural divisions of the Company and their interaction in the implementation of this procedure.

3.4. The job description is developed based on the tasks and functions assigned to a specific official, in accordance with the staffing schedule, Internal Labor Regulations, Regulations on Document Flow, Document Flow Schedule and other local regulations of the Company, in compliance with the requirements of the Constitution of the Russian Federation, the Labor Code of the Russian Federation and others regulations.

3.5. The introduction of a job description as a local regulatory act of the Employer, as well as its changes, are not subject to agreement with the employee.

Coordination of job descriptions with the representative body of employees is not carried out due to its absence in the Company.

3.6. The job description is drawn up for each full-time position of the Company and is impersonal in nature.

3.7. The basis for the development of job descriptions is the Qualification Directory of positions for managers, specialists and other employees, approved by Resolution of the Ministry of Labor of Russia dated August 21, 1998 N 37 (as amended on March 14, 2011), the provisions of which are adapted to the specific operating conditions of the Company and the corresponding area of ​​work (structural unit companies).

4. Requirements for the form of job description

4.1. The job description must be drawn up in accordance with the Company's job description form (Appendix No. 1 to these Regulations) with the mandatory completion of all the details specified in it, as well as the mandatory layout of the details.

4.2. The job description form must meet the requirements State standard GOST R 6.30-2003 "Unified documentation systems. Unified system of organizational and administrative documentation. Requirements for document preparation", put into effect by Resolution of the State Standard of Russia dated 03.03.2003 N 65-Art.

4.3. The job description is prepared on a standard A4 format (210 x 297 mm) on paper in the Company’s signature light lemon color with the details placed in a corner.

5. Requirements for the content of the job description

5.1. The header of the job description indicates the name of the Company, the name of the specific position, position category, structural unit, position subordination, as well as details for development, coordination and approval.

All sections of the job description should be as detailed as possible, formulated clearly and specifically, and not contain unclear, ambiguous, contradictory and vague statements such as “must contribute to development”, “make every effort to...”.

5.2. The job description consists of the following sections:

preamble;

section I "General provisions";

section II "Requirements for qualifications and knowledge";

section III "Job responsibilities";

section IV "Rights";

section V "Relationships (connections by position)";

section VI "Responsibility";

section VII "Final provisions".

5.3. The preamble states:

This job description has been developed in accordance with the Labor Code of the Russian Federation, the Qualification Directory of Positions of Managers, Specialists and Other Employees, approved by Resolution of the Ministry of Labor of Russia dated 08/21/1998 N 37 (as amended on 03/14/2011), the Regulations on job descriptions at Alfa LLC and other local regulations of the Company.

5.4. In Sect. I "General provisions" indicate:

5.4.1. the official name of the position in accordance with the staffing table and in accordance with the Qualification Directory of Positions of Managers, Specialists and Other Employees, approved by Resolution of the Ministry of Labor of Russia dated 08/21/1998 N 37 (as amended on 03/14/2011).

In this case, it is not allowed to indicate foreign job titles borrowed from legislation foreign countries(for example, HR manager, account manager, hostess, Junior WEB programmer, Senior WEB developer, etc.);

5.4.2. the official name of the structural unit to which this position belongs, according to the organizational structure of the Company;

5.4.3. direct subordination (to whom the official is directly subordinate);

5.4.4. procedure for appointment and dismissal;

5.4.5. presence and composition of subordinates;

5.4.6. replacement procedure (who replaces this official during his absence; who replaces this official);

5.4.7. the possibility of combining positions and functions;

5.4.8. regulatory framework for the activities of an official (fundamental regulatory and organizational-legal documents on the basis of which the official carries out labor activities and exercises his powers).

In Sect. I “General Provisions” may also include other requirements and provisions that specify and clarify the status of an official and the conditions of his activities.

5.5. In Sect. II “Requirements for qualifications and knowledge” indicate the requirements for the level of professional training, education, knowledge, skills and work experience of the official holding this position (qualification requirements).

5.6. In Sect. III "Job responsibilities" indicate:

5.6.1. a detailed list of the main functions and responsibilities of the official;

5.6.2. a list of the duties of an official assigned to him in accordance with the practice established in the relevant structural unit of the Company for the distribution of other duties performed by this unit by decision of the Company’s management.

5.7. In Sect. IV "Rights" indicate:

5.7.1. a detailed list of rights that an official has within his competence when performing his official duties, taking into account the specifics of his official duties;

5.7.2. the relationship of the official with other structural divisions of the Company and its officials based on the official duties and powers assigned to him.

5.8. In Sect. V "Relationships (connections by position)" indicate:

5.8.1. description of the interaction of the employee holding this position (internal interaction - with the management of the Company, with the head of the department, with other departments; external interaction - for example, with suppliers, buyers, clients, branches of the Pension Fund of the Russian Federation, the Federal Tax Service of the Russian Federation, Rosstat bodies, the Federal Tax Service, State Tax Service, etc.) etc., as well as employee contacts between employees of the same and different departments);

5.8.2. an indication of the forms, timing and frequency of submission and receipt by the employee of certain documents, incl. from counterparties, and reports in accordance with the Company’s document flow schedule and the Company’s Document Flow Regulations.

5.9. In Sect. V “Responsibility” indicates specific areas of responsibility of an official for failure to comply with the requirements established by the job description, local regulations of the Employer, labor legislation of the Russian Federation and other branches of law.

5.10. In Sect. VI "Final Provisions" indicate:

5.10.1. the job description, the pages of which are numbered, laced and sealed with the seal of the personnel management department, is compiled in one original copy and stored in the specified department. Two certified copies of the job description are issued for the current job to the employee working in this position and to the head of the structural unit in which this staffing unit is registered;

5.10.2. the requirements, duties, rights and responsibilities for the relevant position can be clarified by making changes and additions to this job description in the manner prescribed by Section. 7 of these Regulations.

6. The procedure for developing, agreeing, approving and putting into effect a job description

6.1. The job description is developed by the contractor in accordance with the requirements of the legislation of the Russian Federation (see clause 2.3 of these Regulations).

6.2. The job description must be agreed upon by the contractor with the legal department and the HR department of the Company.

If necessary, the job description must also be agreed upon by the contractor with other interrelated divisions of the Company (for example, security service, accounting, labor protection department, etc.), as well as with a senior manager in charge of the relevant area of ​​the Company’s activities.

6.3. Officials of the Company's divisions specified in clause 6.2 of these Regulations and having received from the contractor a draft job description for approval are obliged, within their competence, to carry out its analysis for compliance with the requirements of the legislation of the Russian Federation, these Regulations, as well as taking into account the specifics of the Company's activities and established practice interaction between departments within the Company. The results of such an analysis (their comments, disagreements and proposals for eliminating them) must be presented by these officials in free form on the back of the corresponding sheet of the draft job description or on a separate sheet. The analysis results prepared in this way must be signed by the appropriate official and indicate the date.

Before presenting his comments in writing, the official must verbally contact the contractor and inform him of the presence of comments, disagreements and agree on the need and possibility of making corrections to the draft job description.

In case of comments or disagreements from officials of the involved structural units, the draft job description is returned to the contractor, who must make appropriate adjustments to this document, taking into account the proposed changes.

The adjusted draft job description with visas, comments, suggestions and reviews is submitted by the contractor to the legal department and the HR department of the Company, which, together with the contractor, summarize the results of the analysis of the draft job description. Based on the results of such a generalization, the performer prepares the final version of the job description, which, with the visas of the performer, the heads of the legal department and the personnel management department, is submitted to the secretariat for approval by the General Director of the Company.

6.4. The job description is drawn up in one original copy.

In this case, the pages of the agreed and approved job description must be numbered, laced, certified with the seal of the personnel management department and stored in this department in accordance with the Regulations on the Company's document flow. The shelf life of a job description is 75 years.

The originals of job descriptions that have become invalid due to their replacement with new ones are confiscated and formed into a separate file in accordance with the approved nomenclature of files.

6.5. For current work, a certified copy is taken from the original job description, which is issued to the official working in this position and the head of the corresponding structural unit of the Company.

By decision of the head of each structural unit, a certified copy of the job description may be sent, if necessary, to other structural units of the Company.

6.6. In addition to a copy of the job description issued to the employee for current work on the basis of clause 6.5 of these Regulations, at the request of the employee (both employed and resigned), a certified copy of the job description can be given to him in the manner prescribed by Art. 62 of the Labor Code of the Russian Federation: within a period of time - no later than three working days from the date of filing a written application by the employee to provide him with a copy of this document, drawn up in any form.

At the same time, the fact that the employee familiarizes himself with the job description before signing the employment contract does not in any way affect the employee’s right to demand a copy of this document from the Employer to protect his interests.

When writing an application, the employee is not obliged to explain in its text why he needs a copy of the job description, and is also not obliged to submit petitions, requests, demands of third parties (including state and municipal bodies) for the issuance of a copy of the job description. In turn, the Employer does not have the right to require the employee to indicate the purposes for providing a copy of the job description and submit requests for it from third parties.

The issuance to an employee (both employed and resigned) of a certified copy of a job description in any number of copies specified in his application is carried out without charging a fee. For charging fees in any amount (including the cost of making copies of job descriptions), the relevant officials of the Company are responsible in accordance with the legislation of the Russian Federation.

6.7. The job description comes into force from the moment it is approved by the General Director of the Company or another official authorized to do so, and is valid until it is replaced by a new job description developed and approved in accordance with these Regulations.

6.8. The job description is announced to the employee against signature before signing the employment contract (amending it), as well as when moving to another position and during temporary performance of duties in the position (paragraph 10, part 2, article 22, part 3, article 68, art. 72.1, 72.2 of the Labor Code of the Russian Federation).

6.9. The employee's introductory signature is affixed to the job description familiarization sheet (according to the form from Appendix No. 2 to these Regulations) and serves as proof that the employee has read the job description.

6.10. If the employee refuses to familiarize himself with the job description, the contractor draws up an act of refusal to familiarize himself with the job description, the form of which is given in Appendix No. 3 to these Regulations.

6.11. The requirements of the job description are mandatory for the official holding this position from the moment he familiarizes himself with this instruction against signature until he is moved to another position or dismissed from the Company or familiarizes himself with the instructions in the new edition, which is recorded in the corresponding column of the familiarization sheet ( Appendix No. 2 to these Regulations).

6.12. Approved job descriptions and changes to them are registered by the HR manager in the Journal of Registration of Job Descriptions and Changes to Them (see Appendix No. 4 to these Regulations), which is stored in the HR department.

7. Procedure for reviewing job descriptions

7.1. After the introduction of a job description in the process of its application, it does not lose its force and continues to be valid indefinitely.

7.2. Conditions for revising a job description arise:

7.2.1. when the organizational structure of the Company changes;

7.2.2. when revising the Company's staffing table;

7.2.3. when new types of work appear, leading to a redistribution of job responsibilities;

7.2.4. when introducing new technologies that change the nature of work.

8. Final provisions

8.1. This Regulation comes into force from the moment it is approved by the General Director of the Company.

8.2. Control over compliance by Company officials with the requirements of these Regulations is carried out by the head of the HR department.

8.3. Amendments to these Regulations are made in the cases and in the manner provided for in clause 8.4 of the Regulations on the Company’s document flow.

APPROVED

by decision of the Academic Council

university

from " __ » _________ 200_g.

Rector of RGAZU

Typical provision

AGREED:

Vice Rector for Academic Affairs

Head of HR Department

Legal Advisor

DEVELOPED

Head of UCO Department

Moscow, 2007
Introduction

A job description is one of the local regulations adopted by the employer. According to Article 8 of the Labor Code of the Russian Federation, employers can adopt local regulations containing labor law norms, within their competence in accordance with labor legislation and other normative legal acts containing labor law norms, collective agreements, and agreements.

Therefore, almost all employers can introduce job descriptions to regulate labor relations, as well as independently establish the procedure for their development, coordination and approval.

At the same time, the norms of local regulations should not worsen the situation of workers in comparison with established labor legislation and other regulations containing labor law norms, collective agreements, and agreements.

This Regulation is drawn up in __________ original copies, one of which is stored in the education quality management department, the second - __________________, the third -_____________________, the fourth -___________________, the fifth - _____________________

Preface

1 DEVELOPED by the Education Quality Management Department

2 CHECKED by the Vice-Rector for Academic Affairs

3 APPROVED AND INTRODUCED by Order (instruction)
IN EFFECT from "___" _____________ 2007 No. ______

4. INTRODUCED FOR THE FIRST TIME

This standard cannot be reproduced, replicated or distributed in whole or in part without permission from the Education Quality Management Department

1 area of ​​use

This standard establishes the procedure for developing, agreeing, approving, recording, and changing job descriptions.

This standard is used by specialists and managers developing job descriptions.

2 Normative references

· Labor Code of the Russian Federation;

Law of the Russian Federation "On Education" dated 01.01.2001 N 3266-1 with amendments and additions.

Law “On HIGHER AND POST-GRADUATE PROFESSIONAL EDUCATION” (adopted by the State Duma of the Federal Assembly of the Russian Federation on July 19, 1996) dated January 1, 2001 N 125-FZ (as amended on January 1, 2001)

· Internal labor regulations;

· Collective agreement;

· Staffing;

· Regulations on the structural unit;

· Orders on the division of powers between the heads of the organization.

3 Definitions, symbols and abbreviations

The following abbreviations are used in this standard:

– FGOU VPO RGAZU – federal state educational institution higher professional education Russian State Agrarian Correspondence University.

– OUKO – education quality management department.

Application

STANDARD FORM

JOB DESCRIPTION

I APPROVED

Rector of the Federal State Educational Institution of Higher Professional Education RGAZU

____________ ________________

(signature) (full name)

"___" ________________ 200__g.

Job Description No. ______

___________________________________________________________________________

name of position, department

Russian State Agrarian Correspondence University.

I. General provisions.

II. Job responsibilities.

III. Rights.

IV. Responsibility.

Developed by ______________________________________________________________________________

position, department name

______________________ _____________________________ “___” ___________200_

(signature) (surname, initials)

Head of department __________ ______________________ “___” ___________200_

(signature) (surname, initials)

AGREED:

Legal adviser ___________ _______________________“___” ___________200__

(signature) (surname, initials)

______________________ ___________ _______________________“___” ___________200__

(signature) (surname, initials)

______________________ ___________ ______________________“___” ___________200__

(signature) (surname, initials)