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Introduction

enterprise personnel structure length of service

Main legislative document, which includes articles devoted to labor, is the Constitution of the Russian Federation. The main collection of legislative acts is the Labor Code of the Russian Federation, it regulates labor Relations all employees.

Laws and other regulations legal acts labor regulations in force in the Russian Federation apply to foreign citizens working in organizations located on the territory of the Russian Federation, except in cases established by federal law or an international treaty of the Russian Federation.

Thus, at present, the activities of the enterprise in personnel issues is based on the following regulatory documents: the Constitution of the Russian Federation; Labor Code RF; Tax Code of the Russian Federation; laws of the Russian Federation and other regulatory documents.

The object of this study is an enterprise operating in the catering services sector. The main source of real income is wages. According to the Instructions on the composition of the fund wages and payments social nature No. 116 dated November 24. 2000, the wage fund in labor statistics includes the amounts of wages accrued by enterprises, institutions, organizations in cash and in kind for hours worked and unworked, compensation payments, related to working hours and working conditions, incentive payments and allowances, bonuses, one-time incentive payments, as well as payments for food, housing, fuel, which are systematic.

For an enterprise to flourish, it requires not only a material and technical base and advanced technologies in the field of service, but also its high professionalism. It is necessary not only to manage staff, but also to pay attention directly to their training, improving skills and knowledge.

On modern stage market relations There are many problems associated with payroll. The main problem is that the minimum wage does not correspond to the cost of living. The minimum amount used exclusively to regulate wages, as well as to determine the amount of benefits for temporary disability - 850 rubles per month (in accordance with Federal Law No. 91-FZ dated June 24, 2008, Federal Law No. 198-FZ dated December 29, 2004, Federal Law of June 19, 2000 No. 82-FZ).

The cost of living for the first quarter of 2009 in Vladimir region: per capita - 4899 rubles; for the working population - 5275 rubles; for pensioners - 4090 rubles; for children - 4653 rubles (Resolution of the Governor of the Vladimir Region dated April 30, 2009 No. 344 “On approval of the cost of living in the Vladimir Region for the first quarter of 2009”). The minimum wage also does not correspond to the size of the consumer basket, which includes food, non-food goods and services.

All this leads to a very low solvency of the Russian population. According to Goskomstat, the average accrued wages in Russia in November 2009 amounted to 19,174 rubles, and compared to November 2008, increased by 8.4%.

According to the Ministry of Finance, 35% of wages are currently in the shadows.

Wage arrears are one of the most important problems today. Of all the citizens who are owed money, 60% are in debt for work for 3 months (or less), 20% - for work from three to six months, and another 20% have not paid the debt for 1.5 years or more (according to according to FOM).

1. Analysis of the organizational structure of enterprise managementAndyatiya

1.1 Description of the organization

The company has a corporate name: Limited Liability Company "Tako-Trading".

Abbreviated corporate name: Tako-Trading LLC.

I am considering only one structural unit, namely the Grand Cafe.

The purpose of the enterprise is to combine financial and labor resources shareholders for the fullest use of opportunities in the provision of food services, trade, and other types of services economic activity, as well as making a profit.

Cafe "Grand" is a two-story building. It is designed for 35 people. There is a high level of service here: attentive staff, fast service, and not high prices.

Key performance indicators of the enterprise

Controllability coefficients were calculated for various control levels V leniya:

TO 1 =1/4 (director level)

K 2 =1/2 (deputy director level)

K 2 =1/1 (level manager)

K 3 =1/5 (production manager level)

K 4 =1/2 (service personnel level)

K 4 =1/4 (chef level)

K 4 =1/2 (supply service level)

Such a high value of K 3 at the level of production manager is explained by the specifics of the work performed by the organization. If we exclude it from consideration, then the average controllability coefficient for the enterprise will be approximately 1/3-1/4. That is, the existing organizational structure can be considered optimal.

The company is headed by a general director. He performs two main tasks: firstly, he manages the enterprise in order to fully satisfy all the wishes of visitors and thereby attract them again; secondly, it ensures the profitability of visiting this cafe.

The General Director carries out daily operational management of the cafe staff, supervises the work of subordinates and solves all problems that arise.

Important tasks general director also include developing a system of rewards and penalties for personnel and monitoring its compliance.

At the enterprise, work with staffing directly carried out by the head of the human resources department and the chief accountant. The main tasks of an accountant at this enterprise are maintaining tax records and calculating wages to employees.

Thus, the object of study of this work - Tako-Trading LLC - is an effectively functioning enterprise with a wide range of work performed, growing production volumes and an optimal organizational structure. However, for more detailed analysis enterprise, as part of this work, it is necessary to conduct an analysis of the enterprise’s personnel.

2. Analysis of enterprise personnel

2.1 Personnel structure

Table 1. Personnel structure of Tako-Trading LLC

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Enterprise personnel structure

Throughout the entire study period, workers predominated in the personnel structure (63.4%). The second largest group in the personnel structure are employees (36.6%). The personnel structure does not include engineers and specialists. Number of personnel for 2008-2009 not changed.

2.2 Qualification structure of workers, employees, MOP

Data for analyzing the qualification structure of personnel are presented in table. 2. This structure also reflects average age personnel of the enterprise, level of education and average length of service of employees.

Table 2. Qualification structure of the personnel of Tako-Trading LLC in 2009

Tako-Trading LLC has existed since 1996; the majority of management employees have been working at the company since its inception. The average age of employees is 34 years. The average total experience is 13 years, in the company - 6 years. The education of managers is higher, workers and lower-level managers are of secondary specialized, secondary technical, secondary.

As part of the analysis of personnel by length of service, it is necessary to conduct an analysis of total length of service and an analysis of length of service at the enterprise.

The initial data are shown in Table 2, the results of the analysis are in Tables 3 and 4, as well as in Fig. 3 and 4.

2.3 Analysis of the age structure of the enterprise’s employees

Table3. Age structure analysis

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Rice. 3 - Age structure of enterprise employees

Conclusion: the largest number of workers - 34% - fall into the categories “from 21 to 30” and “from 41 to 50 years old”. The categories “under 20 years old” and “from 31 to 40 years old” are approximately equal, constituting 13% and 16%, respectively. These are workers who are in their prime working age and are also more responsive to changes external environment and more easily adaptable to them. The smallest category is “over 50 years” – 3%.

The changes that have occurred in the age structure are associated with the transition of employee 2 to an older age category. That is, there is a gradual aging of personnel.

2.4 Personnel structure analysisByexperienceAwork

The data presented in table. 4 reflect the total length of service of Tako-Trading employees, which allows you to track the average length of service of the staff.

Table 4. Analysis of personnel by total length of service

As the analysis showed, about 39.5% of the staff of Tako-Trading LLC have a total work experience of up to 10 years. This can be explained by the fact that the company employs relatively young specialists.

Approximately equal groups “from 11 to 15 years old” and “from 16 to 20 years old” - 17%, 20%, respectively. The smallest number of employees - 3 people (10%) have more than 25 years of experience.

The changes that have occurred are explained by the transition of 5 employees from one category to another.

However, for an enterprise, it is more important how long the employees have at the company, since this will allow one to judge the cohesion of the team, as well as how well the employees understand the intricacies of the functioning of this particular enterprise. The results of the analysis of employees by length of service at the enterprise are presented in table. 5.

Table 5. Analysis of personnel by length of service at the company

Rice. 4 - Analysis of personnel by length of service at the company

The largest group is the group of workers with work experience at the enterprise from 1 to 3 years, which is 37%. A significant part is occupied by employees with experience from 5 to 10 years - 24%.

The average length of service of employees at the enterprise is 5.6 years. Based on the data presented, we can conclude that there is a low staff turnover and a fairly stable number of employees of the enterprise.

2.5 Persona analysisNala by educational level

Table 6. Analysis of personnel by educational level

Thus, in general, the educational level of the enterprise can be considered quite high, since 34% of the personnel (top and middle managers) have higher education, 23% of workers each have secondary technical and secondary specialized education, and 20% of workers have secondary education.

The analysis showed that the company employs highly qualified workers, since 34% of them have higher education and 46% have specialized education.

Many employees have been working at the enterprise for more than 5 years, and managers have been working at the enterprise since the very foundation, i.e. 12 years old. This means we can talk about a formed team.

The average age of employees is 33 years, however, 34% of employees belong to the age category “from 41 to 50 years”, and the same number to the category “from 21 to 30 years”. Such an even distribution of personnel by age suggests that people with significant work experience behind them are able to pass it on to younger workers to a greater extent.

3. Pay analysis

3.1 Formation of the wage fund

Table 7. Staffing table of the LLC Tako-Trading enterprise for 2009.

Bonuses in the organization are paid in the amount of 50% of the salary, and bonuses are paid as a result of working at night from 22.00 to 02.00.

The composition of the wage fund is regulated by Instruction of the State Statistics Committee of the Russian Federation No. 116 of November 24, 2000 “On the composition of the wage fund and social payments.”

3.2 Payroll structure for the analyzed period

During the period under study, the enterprise's wages increased by 15% and amounted to 248,870 thousand rubles in 2009, this was caused by an increase in wages for the enterprise as a whole. Data on the size and composition of the payroll are presented in Table 7.

Table 9. Payroll structure of Tako-Trading LLC

During the study period, the basic payroll increased by 15%, the additional one also increased by 15%.

Basically, the wages of workers make up the largest share of the payroll: in 2008 and 2009 it amounted to 62%. Employees' wages are 38% of the payroll.

During the period under review, there were no changes in the structure of the wages, therefore it is constant. The share of basic wages is 57%, bonuses - 29%, allowances - 14%.

The payroll structure is shown in Fig. 7.

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Rice. 7 - Payroll structure

3.3 Remuneration of employees, workers, engineers and specialists

The Company uses a time-based bonus payment system to remunerate employees. It is based on a salary, which is set in accordance with the position and qualifications of the employee. From January 1, 2009, an employee’s salary cannot be lower than the minimum wage, which is 4,330 rubles.

List of additional payments and allowances applied at the enterprise:

b for combining professions - 30%;

ь for overtime work - payments are made in the manner established by the current labor legislation;

b for work on weekends and holidays - payments are made in accordance with the procedure established by the current labor legislation;

for work at night - 25%.

Bonus system:

Bonuses are paid to employees monthly in an amount not exceeding 100% of the basic official salary and quarterly not more than 50% of the basic official salary.

4. Taxation of the enterprise

4.1 Taxation of payroll

The Unified Social Tax (UST) is levied on the main payroll of the enterprise. The tax rate is 26%. The structure of the distribution of tax paid by extra-budgetary funds is presented in Table 8.

Table 9. Taxation of payroll of an organization

During the period under study, the basic payroll increased by 15%, but the Unified Social Tax rates did not change, therefore, Unified Social Tax deductions increased by 15%. Most of the unified social tax - 20% - goes to the pension fund.

4.2 Taxation of employee wages

An income tax is levied on employees' wages. individuals at a rate of 13%. The tax amount is calculated from the beginning of the year with an accrual total. A tax card is maintained for each employee in Form 1-NDFL.

But it should be noted that when determining the size of the tax base, the taxpayer is provided with the following standard tax deductions:

1) in the amount of 3,000 rubles for each month of the tax period - to the taxpayers listed in sub-clause. 1 clause 1 art. 218 of the Tax Code of the Russian Federation (persons who received or suffered radiation sickness and other diseases associated with radiation exposure as a result of the disaster at the Chernobyl nuclear power plant or with work to eliminate the consequences at the Chernobyl nuclear power plant; disabled people of the Second World War; disabled military personnel who became disabled in groups I, II and III as a result of injury or injury received while defending the USSR, the Russian Federation or while performing other duties military service, either received as a result of a disease associated with being at the front, or from among former partisans, as well as other categories of disabled people equal to pension provision to the specified categories of military personnel, etc.);

2) in the amount of 500 rubles for each month of the tax period - to the taxpayers listed in sub-clause. 2 p. 1 art. 218 Tax Code of the Russian Federation (Heroes Soviet Union and Heroes of the Russian Federation, as well as persons awarded the Order of Glory of the Three Dark Ages, etc.);

3) in the amount of 600 rubles for each child for each month of the tax period - to taxpayers who are parents, guardians or trustees who support the child. The deductions are valid until the month in which their income, calculated on an accrual basis from the beginning of the tax period (for which a 13% tax rate is provided) by the employer providing this standard tax deduction, exceeded 40,000 rubles. Starting from the month in which this income exceeded 40,000 rubles, the tax deduction is not applied. A tax deduction for the cost of maintaining a child (children) is made from the income of parents, guardians or trustees for each child under the age of 18, as well as for each full-time student, graduate student, resident, student, cadet under the age of 24.

For widows (widowers), single parents, guardians or trustees, the tax deduction is double. The provision of this deduction to widows (widowers) and single parents ceases from the month following marriage.

This deduction is provided to widows (widowers), single parents, guardians or trustees on the basis of their written application confirming the right to this deduction.

4) in the amount of 400 rubles for each month of the tax period - to taxpayers who are not classified as preferential categories. This deduction is valid until the month in which the taxpayer’s income, calculated on an accrual basis from the beginning of the tax period (for which a tax rate of 13% is provided) by the employer providing this standard tax deduction,

exceeded 20,000 rubles. Starting from the month in which the specified income exceeded 20,000, the tax deduction is not applied;

Standard tax taxes are provided to the taxpayer by one of the employers who are the source of income payment, at the taxpayer’s choice based on his written application and documents confirming the right to such tax deductions.

After analyzing the organizational structure of the enterprise and comparing it with the financial condition, we can assume some points that could have a positive impact on the operation of the enterprise.

You can see that the highest staff turnover in the organization is observed among waiters. There are 3 of them in the organization, and this turnover is associated with a difficult work schedule. To change this situation, perhaps an additional waiter should be hired to relieve the workload of others. There is also the option of using the services of another waiter on weekends and holidays. This would help correct the situation with the frequent dismissal of waiters, and the further search and training of replacements.

Another point that could have a positive impact on the future financial condition organization is the emergence of additional positions that are not available at this moment related to musical accompaniment in the cafe.

The experience of introducing the position of a DJ or live music performer into an organization could initially cause some losses, but in the future these costs will most likely pay off by attracting new clients and increasing interest in the enterprise of old ones. Here it is also possible, in order to save money, to use this staff on weekends and holidays.

In this way, you can draw up a new staffing table for the organization.

Thus, additional expenses are added to the main payroll and it will be 258,870, and an additional one, which will be 87,260.

Otherwise, the structure of the enterprise, which has existed for more than 10 years, has justified itself and each employee takes his place in it.

Conclusion

As a result of the analysis, the following conclusions were obtained:

The company Tako-Trading LLC is an efficiently operating enterprise.

During the period under study, the volume of work increased by 41.6% and amounted to 21,210 thousand rubles in 2008.

The average salary for the enterprise in 2009 was 3,500 rubles; in relation to 2008, the salary level increased by 2.5%. Output over the same period increased by 13.4%. Thus, the wage increase is economically justified.

The existing organizational structure can be considered wholesale And small, since the average controllability coefficient for the enterprise will be approx. And approximately 1/3. However, the company can be recommended to introduce the position of a legal adviser, since due to the fact that the company’s activities are currently carried out on a contractual basis and the successful functioning of the company is not A directly depends on the quality of the contract.

Average number of employees: 200 9 year - 30 people. In 2008, due to an increase in the volume of work, additional set workers and in 2009 the number of employees of the enterprise reached 30 people. There were no layoffs during the period under review.

The organization has existed since 1996, the bulk of management employees have been working at the enterprise since its very foundation. The average age of employees is 33 years. The average total experience is 12 years, in the company - 6 years. The education of managers is higher, workers and lower-level managers are of specialized secondary and secondary education.

Throughout the entire study period, the personnel structure was dominated by employees (36.6%). The second largest group in the personnel structure are workers (63.4%).

The largest number of workers - 34% - fall into the categories “from 21 to 30” and “from 41 to 50 years old”.

The changes that have occurred in the age structure are associated with the transition of employee 2 to an older age category. That is, there is a gradual aging of personnel. Thus, we can say that almost half of the employees at the enterprise have extensive work experience.

According to the data received, 36% of cafe staff have a common seniority more than 6 to 10 years.

The changes that have occurred are explained by the transition of an employee from one category to another.

Top level managers - gen. director, deputy director, ch. accountant - have been working for the company for 12 years, that is, from its very foundation. At the same time, there is a group of workers who came to the company relatively recently: for example, 37% of workers have been working at the company from 1 to 3 years, 12% - from 3 to 5 years. Thus, we can talk about the current experienced team employees of the enterprise.

The educational level of the enterprise can be considered quite high, since 34% of the personnel (top and middle managers) have higher education, and 46% of employees each have secondary specialized education, and only 20% have secondary education.

The formation of the wage fund at the enterprise is carried out on the basis of Instruction of the State Statistics Committee of the Russian Federation No. 116 dated November 24, 2000 “On the composition of the wage fund and social payments.” During the study period, the enterprise's wages increased by 14% and amounted to 269 thousand rubles in 2009, which was caused by an increase in wages for the enterprise as a whole, as well as an increase in the number of employees of the enterprise.

Basically, the wages of workers make up the largest share of the payroll: for example, in 2008 its share was 76.1%, in 2009 - 80%. The salary of an engineer is 13% of the payroll, the salary of the Ministry of Labor is 2.3%.

The company uses a time-based bonus payment system to pay employees. During the period under review, the share of basic wages in wages increased from 67.7% to 70%, as a result of which the share of additional wages decreased: bonuses - from 40% to 37.8%, allowances - from 5.7% to 10.6 %. Since the changes are insignificant, the salary structure can be considered constant.

Since the basic wages during the study period increased by 34%, and the UST rates did not change, then UST deductions increased by 34%. Most of the unified social tax - 53.8% - goes to the pension fund. In 2005, UST payments amounted to 7.54 thousand rubles. This means that at the enterprise, salaries are paid officially, and not in “black cash”, which is beneficial to employees, as they accumulate pensions in their pension fund.

There are social aspects of labor at the enterprise, but no social payments were made during the period under review. The list of such payments is not long, which is explained by the fact that the enterprise is private, as well as the high level of salaries.

Thus, Tako-Trading LLC is a successfully developing enterprise with favorable working conditions.

Bibliography

1) Guryanov S.Kh., Polyakov I.A., Remizov K.S. Handbook of a Labor Economist. - M., 1992

2) Egorshin A.P. Motivation labor activity: Textbook. Benefit. - 2nd ed., revised. and additional - M.: INFRA-M, 2006. - 464 p.

3) Instruction of the State Statistics Committee of the Russian Federation No. 116 of November 24, 2000 “On the composition of the wage fund and social payments.”

4) Tax Code of the Russian Federation. Part one and two. - N23 M.: TK Welby, Prospekt Publishing House, 2005. - 656 p.

6) Calculations for wages, ed. I.E. Gushchina. - M.: ID FBK-PRESS, 2003.

7) Tariff and qualification characteristics for employee positions. - M., 1996

8) Labor Code Russian Federation dated December 31, 2001 No. 197 Federal Law (adopted by the State Duma of the Federal Assembly of the Russian Federation on December 21, 2001).

9) the federal law dated June 24, 2008 No. 91-FZ “On minimum size wages."

10) Federal Law of July 16, 1999 No. 165 - Federal Law (as amended on March 5, 2004) “on the fundamentals of compulsory social insurance.”

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Personnel analysis by total length of service

Personnel work at the enterprise presupposes the presence of management and personnel management functions and is carried out HR services. The main goal of the enterprise management is efficient use personnel, which involves analyzing the number, qualification structure, total length of service, movement of workers within the enterprise, etc. The main element in the social and labor sphere is the development of a system of social and labor indicators, principles of organization and management of activities. Overall experience has a significant impact on professional quality workers. The distribution of enterprise employees by length of service is presented in Table 2.5.

Table 2.5

Distribution of personnel by total length of service

The comparison shows that the total work experience has not changed and is over 10 years, this is due to the fact that the company employs a large number of middle-aged workers, which affects the quality of work and speaks about the professionalism of the team.

Analysis of the structure of employees by length of service at a given enterprise

Having analyzed the structure of personnel by length of service at this enterprise (Table 2.6), we see that the predominant work experience of employees is up to 2 years. In 2010, their share was 42%, and in 2011 it increased by 5% and amounted to 47%. This is mainly due to the expansion of the company's activities, the emergence of new jobs and new positions.

Table 2.6

Distribution of employees by length of service at this enterprise

In 2011, the share of employees with 2.1 - 4 years of experience also increased by 3% of the total number and amounted to 17% compared to 2010 (14%).

But it is clear that the share of employees with 4.1 - 8 years of experience decreased in 2011, which is unfavorable for the company, since qualified employees with extensive work experience at this enterprise are leaving.

The share of employees with more than 8 years of experience was 10% in 2011 and increased by 10% compared to 2010. These are mainly company managers (director, deputy directors, chief accountant), as well as insurance agents. Having analyzed the structure of the enterprise’s employees, the following conclusions can be drawn:

• 1. The company is dominated by workers, who account for 52% of the total number of employees. Moreover, the number of workers in the reporting year increased compared to the previous one. This is due to the expansion of the company’s scope of activities, the development of new products and, accordingly, the emergence of new jobs.
• 2. The composition of workers by category, profession, specialty and qualification is constantly changing and improving.

The personnel structure is an important part of any enterprise, since the quality and timely completion of the work process depends on the employees. The workforce in an organization are people who have certain knowledge and skills. Future employees are selected for the company in accordance with education, qualifications, and necessary personal qualities. It is the correctly selected composition of the company’s employees that ensures future productive work for many years.

Main features

The organization's personnel structure is an important and integral part of any team. To give a more precise definition, a structure is a collection of certain parts of a team that are united according to certain characteristics. The composition and structure of an enterprise's personnel can be as multifaceted as the institution requires.

When a new production is formed, it usually immediately becomes clear to managers what goals and functions will be developed this enterprise, and how many workers are required to perform these services. In order to correctly determine the composition of an enterprise’s employees, the very first thing is to correctly determine the need for specialists of certain categories for productive work. Accordingly, specialists or managers must meet the categories of the position held.

All available vacancies at this company are approved in the regulatory document “staffing table”. Such a document is available at every enterprise and it reflects the position, the number of rates, the official salary; a schedule must be made and approved at the beginning of the year or when changes are made.

According to the staffing table and personal orientation of the organization, structures can be drawn up various types full-time employees.

Based on the types of employees, quantitative and qualitative structures of employees are distinguished. The quantitative composition is determined staffing table at a certain point in time, the composition of the workforce is also calculated based on both occupied and available vacancies. The qualitative composition of personnel is usually determined by the degree of education, work experience, age and other social parameters that positively contribute to achieving the company’s goals.

Personnel components

The totality of employees of any organization can be classified into statistical and analytical employees. The statistical structure involves grouping people and distributing them into groups depending on their positions.

1. The very first and leading line is occupied by the company's managers. The manager is the main link; he is obliged to manage the entire structure of his production. Managers can also be divided into levels, if any. The highest level is the director or the most important leader, average level- his deputies, in addition there may be heads of departments, production workshops or sections. The grassroots level is the management staff of the sites, for example, foremen.
2. The second, no less important link is considered to be specialists. Specialists include accountants, economists, lawyers, human resources departments, various kinds engineers, mechanics.
3. At the third level are executive employees, these include: secretary, cashier, typist.
4. The fourth stage is working employees. Very often, it is the workers who take the place of performing the services and basic functions of the organization. Workers may have primary or secondary qualifications.

The analytical structure of the company involves additional research and calculations, which will group employees according to certain characteristics. Let's consider analytical structuring and its types.

Organizational and functional structure of employees

This is a set of departments in one organization and the relationship of employees in the workplace. A grouping of people like organizational structure, distributes them according to powers and types of activities, while combining them into one whole. By studying the organizational components of one enterprise, you can see several types of organizational groups. In practice, structures are distributed depending on approaches to employees.

There are functional, linear and matrix organizations.

Functional structure is formed depending on functional responsibilities every employee. For example, consider the functional analysis of one company. Our company can be divided into separate areas, for example: an accounting department, a large number of people can work in it, it is directly managed by the chief accountant, each of the employees performs certain functions of the process. However, such a division works for the benefit of the entire organization, although all other subdivisions are not associated with the same type of work with accountants. The functional structure involves the work of each separately from each other, but they act for the benefit of the common cause. If we consider accounting, then it produces payroll for the entire company and records and reporting are also produced for the entire organization.

Linear organizational groups exist in small firms where the types of duties performed are of the same type and the employed employees are all on the same line of employment. Such enterprises do not need to create complex structuring. When introducing employees with more complex functions to such a company or increasing the salaries of some employees, such actions will necessitate the introduction of positions and tasks of a complex organizational component of the personnel.

The matrix composition is created under the condition of increased satisfaction from the duties performed. However, such matrix schemes have a number of disadvantages, for example, frequent changes of managers and specialists lead to loosening of the team and weakening of the quality of work.

Role structure of personnel

It defines the roles of employees, according to creative directions, however, this is not the main indicator of the role composition.

The roles in the workplace for each employee can be characterized by certain characteristics: behavioral role, communication role, creative behavior model.

The role structure of personnel includes several components. The behavioral role is determined by personal psychological behavior in the workplace or when performing a complex task; in addition, conflict situations are taken into account.

The communication role determines the personality in the dissemination or transmission of information and the reliability of certain factors. Creative indicators can manifest themselves in very active employees who can take part not only in labor processes, but also engage in various kinds of organizational activities.

The composition of employees, structured by gender and age, is a set of employees of the company who will be distributed according to gender (women and men), as well as by age.

Other structures

Age grouping is usually done in the form of a table, for example, people will be distributed according to age up to 20, 30, 40, 50 years, and from 51 to 60 years. In addition, by distributing the total composition of the population by age, in the same table you can make a distribution into men and women. This structuring will help the manager determine the average age of the staff and plan according to future reserves or qualification courses.

The age structure of personnel is very convenient to use for a manager, since many companies determine methods of influencing and stimulating work based on the age of their employees. In turn, the age indicator should not exceed 37 years on average.

Qualification structure of personnel. This component determines the professional skills of employees. Not only the diploma and the profession indicated in it play a role here; again, by analyzing employees, it is possible to reflect advanced training courses, additional categories confirming the level of a professional, for example, categories for drivers, different categories for specialists. It is also possible that the company you work for will be able to offer you to learn various types of professional skills for promotion. career ladder or improvements to job functions.

The personnel structure based on length of service can be calculated in two ways. The first option is if the composition of employees is grouped by total work experience, for example, the table: experience up to 3 years, up to 5, 8 years, from 8 to 10 years, from 10 to 15 years, from 15 to 20 years. Such a table will be convenient for the manager and for reporting by the HR department. Based on the analysis, it will be possible to see the approximate age category of the employees, since the total length of service will be quite low if the employees are young. The second option is work experience specifically in a given organization. Such a composition will show the stability of the staff. The table can be made like this: less than 1 year, from 1-3 years, from 3-5 years, up to 10 years, from 10 to 20 years and more. An analysis of this composition will show the dedication of employees to this company, however, if the staff is young, then there will not be great indicators.

The structure of personnel by level of education can show the level of education of personnel, according to the general or special level of training. This composition can be made in the form of a table in which the following sub-items can be highlighted, for example, elementary education(school certificate for 9 classes), incomplete secondary (school certificate for 11 classes), secondary (vocational school or college diploma), incomplete higher education (university bachelor's degree), higher education (specialist, master), various other academic degrees, doctors and candidates of science. Such an analysis by level of education will help the manager see the level of education of the team, and in the future improve the level of his employees.

Personnel structure- is a collection of separate groups of workers united according to some characteristic.

Personnel structure

Organizational structure - this is the composition and subordination of interconnected links in management, which include the management apparatus and production units.

Functional structure reflects the division of management functions between management and individual divisions. The management function is a part of the management process, identified according to a certain characteristic (quality, labor and wages, accounting, etc.); Usually there are from 10 to 25 functions.

Role structure - characterizes the team by participation in the creative process in production, by communication and behavioral roles. Creative roles are characteristic of enthusiasts, inventors and organizers and characterize active position in solving problem situations, in searching for alternative solutions (idea generators, scholars, critics). Communication roles determine the content and degree of participation in the information process, interaction in the exchange of information. Leaders, liaisons, and coordinators are identified. Behavioral roles are characterized by typical psychological models behavior of people at work, at home, on vacation, in conflict situations(optimist, nihilist, conformist, scoundrel, etc.).

Staff structure determines the quantitative and professional composition of the personnel, the composition of departments and the list of positions, the amount of remuneration and the wage fund of employees.

Social structure - characterizes the organization’s workforce as a set of groups by gender, age, national and social composition, level of education, marital status.

Gender and age structure of personnel - ratio of groups by gender (men, women) and age. The age structure is characterized by the proportion of persons of corresponding ages in the total number of personnel. When studying the age composition of personnel, the following groups are distinguished: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-44, 45-49, 50-54, 55 -59, 60-64, 65 years and older.

Personnel structure by education level (general and special) characterizes the identification of persons with higher education, including by level of training: bachelor, specialist, master, incomplete higher education, specialized secondary education, general secondary education, special secondary education, primary education.

Personnel qualification structure – a set of workers of various skill levels (qualification - degree and type of professional training, level of knowledge in the specialty) necessary to perform certain job functions.

Structure by length of service can be considered in two ways: by overall length of service and length of service in a given organization. Total experience grouped by the following periods: up to 16 years, 16-20, 21-25, 25+30, etc.

Work experience in this organization characterizes the stability of the workforce. Statistics highlight the following periods: up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.

The social structure of an organization can be statistical or analytical.

Statistical structure reflects the distribution of personnel and their movement in the context of categories and groups of positions. For example, you can highlight core business personnel (persons working in the main and auxiliary, research and development departments, management personnel, engaged in the creation of products, services or providing maintenance to these processes) and non-core activities (workers of repair, housing and communal services, departments of the social sphere). All of them occupy the positions of managers, specialists, workers in their departments, and basic information about them is contained in the current reports.

Analytical framework is determined on the basis of special studies and calculations and is divided into general and private . In the context general structure personnel are considered based on characteristics such as length of service, education, and profession; private structure reflects the ratio of certain categories of workers, for example, “those engaged in hard work with the help of the simplest devices and without them”; “performing work manually, not with machines; “performing manual work servicing machines”, “employed at processing centers”, etc.

The criterion for optimal personnel structure is the ratio of the number of employees of different job groups by the volume of work characteristic of each job group, expressed in time expenditure.

Men –38%

Women – 62%

Figure 3.

Personnel structure by education

With the highest

education - 49%;

With the highest unfinished

education - 32%;

Without higher

education - 19%.

Figure 4.

Personnel structure by age

21-25 years old – 51%

26-30 years old – 15.40%

31-40 years old – 14%

41-50 years old – 13.10%

51-60 years old – 5.50%

Let us now consider in detail the responsibilities of each department.

Food service The Izmailovo Vega hotel complex includes a range of services for restaurants, bars, kitchens, banquet halls and rooms. Each of them corresponds to an independent department. Each department has its own manager (manager). All managers report to the Director of Food Services.

Rooms Department Division provides accommodation and related services to clients, and also includes a customer service department and a housekeeping department (housekeeping department). Customer Service Associates are responsible for both making room reservations and ensuring that customers pay their bills upon check-out. This department also provides a range of services: parking space, messaging, assistance with luggage, etc.

The Housekeeping Department monitors the cleanliness of guest rooms and public areas of the hotel. Like the Customer Service department, the Housekeeping department provides a range of services: cleaning and ironing, laundry, dry cleaning and childcare.

Finance Department.

Employees of the finance department of the Izmailovo Gamma-Delta hotel complex coordinate the distribution of finances and report to the management of the entire establishment.

The department maintains unified financial accounting of the enterprise (income from retail outlets, accounting for expenses and income, conducting operations to record paid working time, etc.).

The reports indicate revenue, gross profit and net profit for the whole year; These figures are then compared with the figures for the corresponding period last year. The Finance Department consists of several divisions.

Marketing department.

This division is responsible for long-term forecasting, taking into account all types of external factors that can affect the operation of the hotel complex, and developing products and services in such a way that they best meet the needs and demands of consumers. Various marketing strategies are also developed by this department.

Let us also mention auxiliary departments. This:

- purchase department, whose main task is to buy drinks and food products, cleaning products, household equipment and office supplies;

- technical service department carries out maintenance of all premises, creates conditions for the functioning of air conditioning systems, heat supply, sanitary equipment, electrical devices, repair and construction services, television and communication systems. Composition of the service: elevator operators, plumbers, electricians, telemechanics, liaison repairman for refrigeration equipment, drivers, mechanics, painters, janitors;

Security service, whose main task is to prevent unwanted incidents, implementation is achieved through regular patrols and prompt intervention to resolve the conflict, security of the hotel complex;

- systems department– is responsible for the normal operation of all computer systems and software. Computer systems are used in all administrative department operations. Security systems, including fire smoke detectors, are also computer controlled. A record of outgoing calls from guests is also kept. All this requires precise integration between computer hardware and various software. In this case, it is necessary backups data, and the employees of the systems department themselves ensure that a system failure does not occur, which will immediately lead to a disruption in the operation of all hotel systems.

The events and entertainment department should also be mentioned here.

Let's take a closer look at the work of the HR department, since it is its activities in the selection, selection and training of personnel that are the topic of the diploma project.

It must be remembered that the hospitality industry is a business closely related to people. Service high level is the result not only of effective planning, but also of close cooperation and teamwork. Therefore, human resource management is one of the most important functions of a hotel enterprise.

One of the main problems of the hospitality industry is the lack of the required number of qualified personnel for all departments of the hotel industry.

The efficiency of a hotel’s operations depends to a greater extent on the work of direct contractors, which is why the hotel management is becoming more demanding in terms of hiring qualified personnel. The administration of the hotel complex "Izmailovo Gamma-Delta" has promising program to provide a highly qualified workforce, including a specific schedule of activities to attract, hire, train and promote employees.

Of the many ways to attract employees, department management uses primarily attraction through internal reserves, which has its positive and negative sides. We also practice working with recruitment agencies, interacting with representatives of travel agencies, universities, colleges and other methods.

The main parameters on which the selection of a candidate is based are education, practical experience in the hospitality industry, level of professional skills and personal qualities. The HR manager checks to what extent the candidate’s knowledge, skills and abilities correspond to the tasks assigned to him, what is the degree of his learning ability, whether he is sociable and can work with people. Attention is paid not only to professional training, but also to the personal and psychological qualities of the candidate - level of intelligence, energy, self-confidence, emotional stability, courtesy, goodwill, etc.

Of all the methods of collecting information for making decisions when selecting personnel, the interview is most often used. The main focus during the interview is on questions directly related to the candidate’s specific job. When the decision to appoint a candidate to a position is made, management takes everything necessary to make the employee’s work as effective as possible, for which considerable attention is paid to the adaptation of the employee. In addition to all kinds of literature regulating the rules of behavior of employees and job descriptions, the Gamma-Delta hotel complex has a special manual for employees that allows new employees to become more familiar with the history of the hotel, its personnel policy, and organizational culture.

It is known that, in relation to hotel management and services, special vocational training is required for food production (cooking), setting tables and serving drinks, administrative activities, reception and registration of clients, as well as the operation of buildings and surrounding areas. Along with special training, hotel workers must know the basics of public relations, be able to communicate with tourists, and eliminate shortcomings that cause complaints.

In order to improve professional training, the personnel manager of the Izmailovo Gamma-Delta hotel complex organizes ongoing industrial and psychological training, introduces programs for career guidance and further growth using video recordings and computer developments. The ultimate goal of training is to provide the hotel with a sufficient number of qualified personnel with the skills and abilities necessary to achieve high personal excellence aimed at meeting the needs of hotel guests.