The production staff is subdivided into auxiliary. Production personnel of the organization

Why is it necessary to take into account the industrial production personnel and how is it done? In real labor relations there is such a thing as the personnel of a working enterprise. In other words, these are industrial and production personnel who carry out labor activities and ensure the implementation of all existing production programs.

What is meant by this term?

The staff of an operating enterprise is a specific group individuals that carry out the implementation of all the functions that the enterprise undertakes. This is a key power working resource, on the use of which the entire efficiency of the enterprise depends.

Efficiency depends on the quality of work of all employees of the organization. If the team shows poor results, then the results of the production enterprise will be negative. In order for the efficiency to become low, it is enough for the employees of only one department to show poor results, and this will certainly negatively affect the work of the entire organization.

In itself, this industrial staff is very heterogeneous. It includes many employees who are employed in a functioning enterprise in different areas, have different responsibilities. So, the categories of production personnel are divided into:

1. Production workers involved in industrial production.
2. Production personnel involved in non-industrial work.

Production working personnel includes the following categories of workers:

• employees involved in the execution of the current work process are the main staff, as well as everyone who works on an auxiliary basis;
• employees of engineering and technical services;
• employees of scientific organizations;
• administrative staff, financiers and accountants.

This is the composition of the working industrial personnel. The non-industrial composition includes the following categories of individuals:

• all those who are engaged in labor activity at enterprises in the field of public catering;
• all employees of medical institutions;
• persons working in the housing and communal services sector;
• persons working in the leisure industry;
• working in the subsidiary farm and listed on the balance sheet of the organization.

All employees are divided depending on the functions they perform into the following categories:

• workers;
• senior staff;
• specialists;
• employees, junior staff;
• pupils;
• guards.

Worker Duties

All workers have a basic duty, which is expressed primarily in the performance of their direct job functions. This means that they must come and do their job. This unites all workers, regardless of qualifications and status. But the specification of their work may be the broadest.

The personnel structure of the enterprise firmly divides the employees into 2 parts. Workers, as you know, are divided into key and those who carry out work as an auxiliary workforce. Their responsibilities are:

1. The main workers carry out the production process itself, make products.
2. The auxiliary workforce is busy serving the production process, simply helping the main staff.

Modernity dictates serious progress in the form of constant automation of the current workflow, computerization production technologies, operation of new flexible workable systems in mass and medium production. All these innovations, dictated by time, as a result lead to a very frequent revision of the production policy in relation to the personnel of individual operating enterprises.

Given how quickly process automation is proceeding, revising the attitude towards working personnel is becoming an increasingly urgent issue.

At the same time, the relationship between categories, including key and auxiliary ones, is also seriously changing.

So how are things going in the workplace right now? To date, the duties of employees by category are as follows:

1. Leading staff members. These are the personnel who directly manage all the processes taking place at the workplace. They exercise technical, economic and organizational control over the workers. Such employees include the director, all his deputies, heads of the engineering service, chief accountants, head of the economic department and chiefs of departments.
2. Specialists collect and filter information, primarily economists and technologists.
3. Technical employees. Dispatchers, cashiers, timekeepers, etc.
4. junior staff. Cleaners, cloakroom attendants, etc.
5. Students. This includes everyone who works for experience.
6. Guards.

Quantitative and qualitative indicators

The existing number of industrial and production personnel for each individual organization can be described using other indicators that take into account, first of all, their quantity and corresponding quality. Quantitative indicators mean and describe the number of employees, including the number of employees according to PPP. By quality, they do not mean the results of the work themselves, but the qualifications of persons employed in a particular organization. As a result, the number of workers is added to the qualifications of employees.

The concept of profession is certain type work activities, which, in turn, require a variety of theoretical knowledge and skills already available as solid experience. Often employees of the same specialization are divided into different groups.

Take, for example, the profession of a locksmith. What is the specialty of such an employee? In fact, there are two of them: a mechanical assembly fitter and a fitter working with measuring and control devices. That is, when analyzing the structure work force they will also have to be divided into 2 groups. The objectivity of studying the quality of the work process should take into account the specialization of each employee. Qualification should be examined separately from numbers.

Qualifications are the skills of a specialist that enable him to do his job. The level of complexity of work can be different - from the simplest to the one that only persons of one category of workers with education can do. Each specialization requires specific knowledge and in practical terms preparation.

According to the level of workers are divided into the following categories:

• low-skilled;
• qualified;
• highly qualified.

All standards for the number of industrial and production personnel in any case depend on these categories. The calculation of specialists, for example, is carried out when offsetting the degree of qualification of a particular professional. They are usually divided into the following categories:

1. Professionals with specialized education.
2. Persons with higher education.
3. Professionals with the highest qualifications.
4. Individuals with advanced degrees.

These are not all qualitative indicators.

To give the appropriate characteristics to the work team, a technique called tariff categories is used. The main principles that affect the category of the worker are:

• the educational level of the employee;
• complex work to be done.

Based on these two key criteria in the future, the same tariff category is formed. The basis for this approach is the corresponding qualification characteristics.

For a correct qualitative assessment, the following factors are taken into account:

• specifics of the enterprise;
• production size;
• organizational and legal form;
• belonging to any industry.

The structure of the organization's personnel indicates the number of all employees and in each category separately. As a rule, the bulk of the team members are occupied by workers, that is, those persons who directly carry out the production of products manufactured by the enterprise. In addition to all of the above, at present, the qualification level of work teams is constantly increasing, methods of training employees and their further retraining are being modernized.

But why is such an intensive practice of retraining of personnel carried out? The fact is that the main problem today is an acute shortage of specialized labor. There are various technological innovations that are often more problems create than decide. All these newly emerging difficulties rest on the quality of the working staff. Employers cannot find a sufficient number of professional personnel and are forced to retrain existing ones, raising their qualification level.

For the functioning of the economy of any level, a certain number, composition and structure of workers are necessary, i.e. personnel or labor resources.

At the core classification composition of personnel is based on the principle of participation of individual groups of workers in the production process, i.e. the nature of the functions performed. In accordance with this, workers are divided into industrial and production personnel and non-industrial personnel.

To the industrial production personnel include those employed in the production process, carrying out its preparation, technical and organizational maintenance, management.

Non-industrial personnel- these are employees serving non-industrial, non-production facilities (housing, children's institutions, medical service, recreation centers, cultural centers), listed on the balance sheet of the enterprise.

Industrial and production personnel in accordance with the functions performed are divided into groups:

- managers; - specialists; - employees; - workers; - security - students.

group of leaders– persons carrying out linear and functional management are: the head of the enterprise (including his deputies, chief specialists), heads of departments, services, workshops, sections. In mechanical engineering, these are 62 positions.

Specialists- employees performing engineering, economic, accounting and other functions (in mechanical engineering, this is 51 positions).

Employees- persons involved in paperwork, office work, housekeeping (in mechanical engineering - 19 positions).

workers- these are persons directly involved in production and its maintenance, are divided into two groups: main and auxiliary.

Essential Workers are directly involved in the manufacture of products.

Auxiliary workers engaged in the maintenance of the main production. These are repair workers, product quality controllers, storekeepers, transport workers. Auxiliary workers work either in the auxiliary shops of the enterprise, or in the main shops. They participate in the manufacture of products indirectly, creating the necessary material conditions for conducting the main production.

Employees of enterprises are classified according to professional and qualification criteria. Within the profession there is specialty- this is a more specific characteristic of a certain profession, accurately showing the field of human activity, requires special knowledge and skills in a particular type of activity Professional division takes place among a group of managers ( chief mechanical engineer, Chief Power Engineer, chief designer etc., as well as heads of specialized departments and services), a group of specialists (technologists, designers, economists, etc.), a group of workers (machine operators, mechanics, electricians, etc.). In the group of employees, the professional sign is weakly expressed. The qualification feature is more pronounced among specialists and workers. For specialists, it finds expression in the category level (without category, 3rd, 2nd, 1st category, leading specialist). For workers, the expression of qualification is a rank (generally 6 ranks, but in a number of professions 8 ranks).

The ratios between individual groups of workers give an idea of ​​the structure of personnel at a given level of the economy. From the point of view of participation in the production process, workers have the largest share in the personnel structure.

Personnel training is carried out through the system of higher and secondary specialized education - training of managers of various levels, most specialists, part of employees .; Vocational schools, lyceums - part of the employees and workers; at the enterprise - workers.

The efficiency of the enterprise by 70-80% depends on its leader. It is the leader who selects the team for himself and determines personnel policy at the enterprise. A lot depends on how he does it. If the company does not have perspective plan development of the enterprise, if there is no strategy for the long and short term, it means that all this is not in the head of the head. In this case, consider that the enterprise has a bad future. Therefore, at each enterprise, the main core in personnel policy should be the selection and placement, first of all, of managers at various levels.

The efficiency of the use of labor force at the enterprise to a certain extent also depends on the structure of the personnel of the enterprise ¾ of the composition of personnel by category and their share in total strength.

per structure RFP influenced by the following factors:

¨ the level of mechanization and automation of production;

¨ type of production (single, small-scale, large-scale, mass);

¨ the size of the enterprise;

¨ organizational and legal form of management;

¨ complexity and science intensity of products;

¨ industry affiliation of the enterprise, etc.

The personnel policy at the enterprise should be aimed at the optimal combination of PPP categories.

The process of personnel management requires that at each enterprise the structure of the PPP is determined and analyzed by gender and age composition, as well as by skill level. This is necessary in order to timely prepare replacement personnel, as well as to achieve the most acceptable personnel structure for the enterprise in terms of gender and age composition, skill level and other characteristics.

The personnel of the firm and its changes have certain quantitative, qualitative and structural characteristics, which can be measured with a lesser or greater degree of certainty and reflected in the following absolute and relative indicators:

¨ the list and attendance number of employees of the company and / or its internal divisions, certain categories and groups for certain date;

¨ the share of employees of certain categories with higher, secondary specialized education in their total number;

¨ the average number of employees of the company and / or its internal divisions for a certain period;

¨ the share of employees of individual departments (groups, categories) in the total number of employees of the company;

¨ the rate of growth (increase) in the number of employees of the company for a certain period;

¨ the average category of workers of the enterprise;

¨ the share of employees with higher or secondary specialized education in the total number of employees and / or employees of the enterprise;

¨ average work experience in the specialty of managers and specialists of the company;

¨ staff turnover;

¨ capital-labor ratio of employees and / or workers in the company, etc.

The combination of these and a number of other indicators can give an idea of ​​the quantitative, qualitative and structural state of the company's personnel and trends in its change for management purposes. staff , including planning, analysis and development of measures to improve the efficiency of use human resources enterprises.

Quantitative characteristic personnel firms are primarily measured by such indicators as payroll, attendance and average headcount workers. payroll of the company's employees ¾ is an indicator of the number of employees on the payroll on a certain date, taking into account the employees accepted and departed for that day. Turnout number¾ is the estimated number of payroll employees who must come to work to complete the production assignment. The difference between attendance and payroll characterizes the number of all-day downtime (holidays, illnesses, business trips, etc.).

The main questions of the topic:

1. Personnel of the enterprise: composition, structure

2. Justification of the need for staff

3. Labor productivity: essence, indicators, measurement methods, growth reserves

4. Training and advanced training of personnel

5. Labor market and employment

1. Personnel of the enterprise: composition, structure

In the production process, in addition to fixed assets and working capital as a mandatory economic resource, labor is used, which, as a specific resource, has the following features:

Labor is inseparable from a person, a worker entering into certain economic relations, as well as having a social status and rights.

When hiring employees, they have certain physical and intellectual abilities that can change over time, which makes it impossible to determine in advance the real level and effectiveness of their labor activity.

3. Unequal qualifications and individual characteristics of workers cause differences in the results of their work, and, consequently, the need for differentiation wages.

4. An employee as an individual is free to choose the type and place of employment, which leads to the uncertainty of labor relations.

Because of this, in the general complex of problems of enterprise development, the issues of personnel management occupy an important place. Personnel with their production experience, labor skills and knowledge is the most important element production process. With all the importance of material and material elements of production, personnel is a decisive factor in scientific and technological progress, growth in labor productivity, improvement in the use of fixed and working capital, improvement in product quality and determines the effectiveness of all aspects of the production and commercial activities of the enterprise.

Staff enterprises are employees employed at the enterprise who have undergone certain professional training and have practical experience and work skills. It is a rather complex social formation, in which separate groups of workers are assigned to various areas of activity and exchange its results. The complexity and diversity of the personnel of the enterprise necessitates its classification.

Depending on the participation of certain groups of workers in production and economic activities, all employees at the enterprise are divided into industrial and non-industrial personnel (Fig. 1.).

Industrial and production personnel- these are workers employed in production and its maintenance, i.e. employees of the main, service, auxiliary, auxiliary and secondary workshops, factory research, design, design, technological organizations and departments, plant management apparatus, security.

Non-industrial the staff includes employees employed in the non-industrial sector of enterprises, housing and communal services, child care facilities, clinics, clubs, cultural palaces and subsidiary farms belonging to enterprises.

Fig.1. Classification of personnel of enterprises

Industrial and production personnel, depending on the functions performed, are divided into two large groups: employees (management personnel) and workers (production personnel).

Management personnel include employees who are professionally involved in the management of the enterprise or its individual divisions and included in the control apparatus. The specificity of managerial work is that it does not directly produce material values. Its content is the collection, processing and issuance of information for the preparation, adoption and implementation management decisions and control over their implementation.

Functional features make it possible to single out several categories of managerial workers: managers, specialists and employees.

Leaders- employees who head the structural units or production units of the enterprise, determine the goals of their activities, are fully responsible for the adoption and implementation of management decisions.

Persons belonging to the category of managers, in turn, depending on the functions performed and the specifics of the activities of the units they lead, are divided into chief managers (top administrators), linear and functional.

Top leaders a circle of persons who de jure manage the property on the basis of operational or economic management within the limits established by the owner or on the basis of delegation of ownership rights, a very limited choice of the owner. These include employees who hold the positions of managers, general directors, members of the Board of Directors and, by virtue of this, perform the functions of an entrepreneur, which consist in choosing and implementing a strategy to achieve the goals of the enterprise. The main managers, by virtue of the powers exercised in relation to labor collectives, belong to the category of top administrators.

To linear include managers and their deputies who perform the full range of functions to manage the production departments of the enterprise. These are persons in the positions of a foreman, foreman, head of a section, shift, workshop and their deputies, as well as directors of branches and other structural units within the enterprise that are not endowed with the right to manage property as property.

Functional managers, unlike linear ones, combine the performance of managerial functions with the solution of functional tasks, To this category includes chief specialists (chief engineer, chief mechanic, chief accountant, chief designer), as well as heads of functional services (heads of marketing, economic, labor and wages, production and dispatching, etc.).

Specialists- employees of the management apparatus, developing on the basis of their existing special training options for management decisions or production tasks. Unlike managers, they do not have a team subordinate to them, they are only responsible for the quality of the options for solving managerial and production problems that they develop and offer to managers. Specialists include technicians, accountants, commodity experts, designers, technologists and engineers of various specialties, sociologists, lawyers, etc.

Employees- technical performers providing the management process for receiving, transmitting and primary processing information, as well as performing clerical functions (secretaries, typists, cashiers, freight forwarders, agents, accountants, archive workers, etc.); working personnel (workers) of the administrative apparatus serving managers or creating normal working conditions for them (drivers of official vehicles, cleaners of office premises, elevator operators, cloakroom attendants, etc.).

To production personnel (workers) include employees who are directly involved in the creation of the product, or ensure the normal flow of the production process. AT Depending on the attitude to the process of creating products, they are divided into main and auxiliary.

To main include workers who are directly involved in the manufacturing process of products, or work with tools on raw materials and materials, converting them into finished products or control and monitor the operation of machines and equipment, as is the case in automated production.

Auxiliary workers are busy performing maintenance and auxiliary operations necessary to ensure the normal course of the main technological processes (transportation, movement and storage of inventory items; repair and maintenance of machinery and equipment; preparation technical means, raw materials and materials for the main production; technical control of product quality; waste recycling; industrial construction, improvement and cleaning of industrial premises and territories).

An important direction in the classification of personnel is the distribution of employees by profession, specialty and qualification. The allocation of professions and specialties is based on the law of social division of labor, the action of which causes the appearance of various types of work. The nomenclature of professions and specialties depends on how intensively the process of division of labor proceeds.

Profession characterizes the type of labor activity, for which the performer requires certain knowledge, training and practical skills. As a rule, professions have an industry affiliation and reflect the peculiarities of the manufacturing technology of the corresponding products and the specific working conditions in this industry: machine builders, metallurgists, textile workers, miners, etc.

Speciality stands out within the professions and characterizes a relatively narrow type of work that requires the performer to have deep training in a limited area. For example, turners, toolmakers, adjusters, locksmiths, blacksmiths, etc. - within the limits of the profession, machine builders; weavers, spinners - within the profession of textile workers; drivers of cutters and combines, sinkers, drillers within the profession of miners, etc. With the emergence of new industries, the development of science and technology, new professions and specialties arise.

It should be noted that there are no strict principles and criteria for distinguishing workers by profession and specialty, and therefore it is conditional. It is only true that the profession characterizes a broader and more stable division of labor. Therefore, professions are more stable than professions, which are more mobile and dynamic. The latter, depending on the depth of the individual division of labor and the specifics of the equipment used, in turn, are split into narrower types. So, within the limits of the specialty "locksmith" fitters, fitters, toolmakers, etc. appear; within the specialty "turner" - a turner-borer, a turner-miller, a turner-carousel, etc.

Unlike professions and specialties that reflect the area of ​​application of labor, qualification characterizes the degree of professional readiness of an employee to perform a certain type of work, determined by the totality of his knowledge, skills and abilities. The level of qualification of employees reflects the degree of mastery of their profession and specialty.

As the technical equipment of enterprises increases, knowledge becomes more and more important in qualification, and the ability to directly influence the object of labor becomes less important. The latter is increasingly moving to machines and mechanisms. The development of automation, computerization of production, the introduction of new types of artificial and synthetic materials objectively determine the need to master the working scientific foundations of production technology. The scientific and technological process increases the role and importance of intellectual, mental labor in the activities of workers and therefore makes higher demands on their professional and general educational knowledge.

According to the level of qualification, workers are divided into unskilled, for the performance of labor functions of which there is no need for; special training, low-skilled - with little special training, qualified, receiving training in the workplace for an average of 6 months, and highly qualified, requiring significantly longer (up to 2-3 years) training to perform labor functions.

According to qualifications, managerial personnel are divided into personnel with secondary education, higher education, degree or academic title.

The external form of expression of this or that level of qualification is the tariff category. It is assigned depending on the special training, skills and degree of independence in the performance of work.

The percentage ratio of the number of employees by category forms their functional structure. The largest share (up to 80%) in the structure of the number of employees is made up of workers. The structure of personnel at various enterprises is formed under the influence of many factors, the most important of which is scientific and technological progress. Revolutionary transformations in technology, the change of generations of technology increase the knowledge intensity of products, require the use of additional scientific tools and highly qualified specialists and auxiliary workers in the personnel structure in production.

An analysis of the personnel structure makes it possible to determine the need for employees of various categories of appropriate qualifications necessary to ensure an uninterrupted production process for the fulfillment of planned targets.

VI. Pedagogical technologies based on the effectiveness of management and organization of the educational process

VII. MANAGEMENT IS LIMITED TO THE INTERNAL ENVIRONMENT OF THE ORGANIZATION

VII. Requirements for the organization of transportation of medical waste

1. Production personnel and their classification

2. The composition and structure of the personnel of the enterprise

1. The labor resources of an enterprise are the main resource of each enterprise, the results of which largely depend on the quality of selection and efficiency of use. production activities enterprises. At the level of an individual enterprise, instead of the term "labor, resources", the terms "personnel" and "personnel" are more often used.

Main (staff) composition permanent workers enterprises (institutions, organizations) are called production personnel. Abroad, another term is more common to refer to this concept - staff. Now it is officially adopted in Russia.

Under enterprise personnel It is customary to understand the main (regular) composition of the employees of the enterprise. Depending on the functions they perform, the personnel of the enterprise are divided into the following categories: workers, basic and auxiliary; leaders; specialists; employees. The listed employees form (on manufacturing enterprises) industrial and production personnel(PPP).

Profession- a set of special theoretical knowledge and practical skills needed to perform a certain kind jobs in any industry.

Speciality- the type of activity within the profession, which has specific features and requires special knowledge and skills from employees.

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

All production personnel are divided into workers, managers, specialists and other employees.

To workers include people directly involved in production material assets, as well as those employed in the maintenance of this production and the provision of material services.

leaders consider employees holding positions of heads of organizations and their structural divisions. Heads of administrations of territories, ministers, presidents, chairmen, as well as their deputies, chief specialists, state inspectors are also referred to as leaders.

To the group specialists include workers performing engineering, economic and other similar work (administrators, accountants, dispatchers, inspectors, agronomists, artists, economists, teachers).

Other employees consider employees involved in the preparation and execution of documentation, accounting and control, and economic services. An example of other specialists are the positions of archivists, clerks, secretaries-typists, timekeepers, accountants, draftsmen, copiers of technical documentation.

By skill level workers can be divided into unskilled, low-skilled, skilled and highly skilled. The qualifications of workers are determined by ranks.

Specialists are divided into qualification categories: specialist of the 1st, 2nd, 3rd category and without a category.

Leaders are distributed among management structures and management links. According to management structures, managers are divided into linear and functional, according to management levels - into top, middle and lower levels.

Specialists- employees engaged in engineering, technical, economic work: engineers, economists, accountants, legal advisers.

Employees- employees involved in the preparation and execution of documentation, accounting and control, economic services: clerks, cashiers, timekeepers, accountants.

In addition to the considered division of personnel, in statistical practice they develop information on the main and non-core activities of an enterprise (organization). Depending on the profile of the organization's activities, assignment to a particular group is carried out according to appropriate methods. At industrial enterprises, to employees of the main activity - industrial and production personnel- include the number of all structural units involved in the preparation, implementation and maintenance of the entire cycle of manufacturing and selling products, including administrative and technical personnel.

Personnel engaged in non-core activities are employees of such structural units that are completely unrelated to the core activities of the enterprise. The number of such units is quite significant. Non-core units include health care facilities (health centers, sanatoriums), health and recreation facilities, physical education, housing and collective economy, enterprises consumer services, editorial offices of factory large-circulation newspapers and radio broadcasting, trade and public catering, cultural institutions, education, auxiliary agricultural structures.

In the analytical work of the economic services of enterprises and organizational and production activities, the data required by the statistical authorities are often insufficient. Therefore, depending on the goals set in this case, other varieties of structural division of production personnel can also be distinguished. They widely use the division of personnel according to characteristics: functional, vocational qualification, age, seniority, gender, educational. Each of these structures characterizes the composition and quantitative ratios of the selected classification groups of categories of workers.

When considering the structure of production personnel on a functional basis, they distinguish following groups workers: engineering and technical workers (ITR), employees, main and auxiliary workers, junior service personnel, security and students.

According to this structure long time collected statistical information, a huge array of which will serve as a source of various data needed in various studies for a long time to come.

To the group engineering and technical workers include specialists who organize the production process and manage it. According to the nomenclature, they include directors of enterprises, their deputies for production and technical issues, chief engineers, heads of production, buildings and shops, general factory, shop departments and bureaus, engineers, technicians, craftsmen.

To employees include employees who performed financial and settlement, economic, supply, accounting and office functions.

Employees intended to keep office premises clean and tidy, engaged in housekeeping services for workers and employees, were classified as junior service personnel.

Personnel paramilitary, armed guard, guard, fire protection included in the group protection.

pupils consider persons who are trained in enterprises during the production process in the order of individual and team training, and paid apprentices at rates.

The unjustified allocation of an employee to one or another classification group means assigning him an unusual legal status and socially recognized value. This inevitably leads to deformation in the structure of personnel and their payment and to a deterioration in their use.

Modern stage The development of production and the need to ensure its efficiency require an increase in the educational and general cultural level of workers of all levels and categories. The entire personnel structure of enterprises was divided into two large groups: workers engaged in mental labor, and workers of manual labor.

The first group included managers, top-level specialists, mid-level specialists and auxiliary workers.

Especially high demands are placed on leaders. Their immediate duty is to make production and economic decisions, which often determine the fate of the enterprise. Therefore, for inclusion in this group, specialists are selected who have solid production and life experience, who are fluent in modern methods organization of production, labor and management, capable of ensuring high economic efficiency of decisions made. This requires, in addition to technology, engineering and economics, a fairly deep knowledge of psychology, sociology, conflictology, computer science, and financial policy. Leaders should be distinguished by a high intellectual and general culture.

This applies to a large extent to senior and middle-level specialists as well. They do not make cardinal decisions, but it is they who prepare these decisions, comprehensively substantiating them, conducting the necessary research, calculations and production experiments.

2. The ratio of the listed categories of workers in their total number, expressed as a percentage, is called personnel structure. The structure of personnel can also be determined by age, gender, level of education, work experience, qualifications and other characteristics.

In the practice of accounting and personnel planning, there are attendance, payroll and average payroll compositions.

turnout line-up- the minimum required number of employees who must come to work daily to complete the task on time.

payroll- all permanent and temporary employees who are listed in the enterprise, as performing in this moment work, and those who are on regular vacations, business trips, performing state duties, who did not come to work due to illness or any other reasons. The list number of employees can be set for a certain date.

Average payroll is determined by summing up the payroll of employees for all calendar days of the period, including weekends and holidays, and dividing the amount received by the full calendar number of days of the period.

The staff of the enterprise is not a constant value: some employees are fired, others are hired. In this regard, it is determined employee turnover index.

The creation of production is always associated with people who work at the enterprise (firm). Correct principles of organization of production, optimal systems and procedures, of course, play an important role, but production success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, ability to solve problems, susceptibility to learning.

At the same time, labor relations are perhaps the most difficult problem of entrepreneurship, especially when the company's team consists of tens, hundreds and thousands of people. Labor relations cover a wide range of problems related to the organization of the labor process, training and recruitment of personnel, the choice of the optimal wage system, and the creation of social partnership relations at the enterprise.

Personnel (labour personnel) of the enterprise - the main composition of qualified employees of the enterprise, firm, organization.

Usually, the labor personnel of an enterprise are divided into production personnel and personnel employed in non-production units. Production personnel - employees engaged in production and its maintenance - make up the bulk of the workforce of the enterprise.

The most numerous and main category of production personnel is workers enterprises (firms) - persons (employees) directly involved in the creation of material values ​​or work to provide production services and movement of goods. Workers are divided into main and auxiliary.

To main worker include workers who directly create commercial (gross) products of enterprises and are engaged in the implementation of technological processes, i.e. a change in the shape, size, position, state, structure, physical, chemical and other properties of the objects of labor.

To auxiliary include workers employed in the maintenance of equipment and jobs in production workshops, as well as all workers in auxiliary workshops and farms. Auxiliary workers can be divided into functional groups: transport and loading, control, repair, tool, economic, warehouse, etc.

Leaders- employees holding managerial positions different levels at the enterprise (director, foreman, shop manager, chief specialists, etc.).

Specialists- employees with higher or secondary specialized education, as well as employees who do not have special education, but occupy a certain position (economist, engineer, technologist).

Employees- employees involved in the preparation and execution of documents, accounting and control, economic services (agent, cashier, clerk, secretary, statistician, etc.).

Junior service personnel- persons holding positions for the care of office premises (janitors, cleaners, etc.), as well as for servicing workers and employees (couriers, messengers, etc.).

The ratio of various categories of workers in their total number characterizes the structure of personnel (personnel) of the enterprise, workshop, site. The structure of personnel can also be determined by such characteristics as age, gender, level of education, work experience, qualifications, degree of compliance with standards, etc.