The Company's personnel are quite young; employees under 40 years old make up about 70% of the total number and only just over 30% of employees are over 40 years old.

Table 2.11 - Personnel structure by age

As you can see from their tables, most of the staff of LLC " Computer World“These are men, from 30 to 50 years old. As the data in Tables 2.10 and 2.11 show, during the period under study, the composition of personnel by gender and age remained virtually unchanged.

The qualitative composition of the personnel of Computer World LLC is characterized by general educational and professional qualification levels.

According to Table 2.12, the educational level of the enterprise's employees is quite high - 33.3% have a higher education, and 33.3% have a secondary technical education (college, technical school).

Moreover, 33% of employees have a technical education, 19.6% have a financial and economic education, 17.6% have a humanitarian education, and 7.8% have a different education profile.

Table 2.12 - Educational level of employees of Computer World LLC in 2010

74.2% of employees have work experience in trade enterprises, 19.8% - in industrial enterprises, 6% - in other institutions.

Employees of Computer World LLC have a high educational level and work experience. And, at the same time, they are young enough to develop further and work actively.

In conclusion, we will determine how effective the existing enterprise management system is.

The total amount of management costs in 2009 compared to 2007 decreased from 42,565 to 40,886.04 thousand rubles. The number of management employees during the analyzed period did not change and amounted to 13 people. At the same time, 1 management employee accounts for 10,771.85 thousand rubles. products sold, 419.00 thousand rubles. balance sheet profit.

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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 this 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.

Analysis of Table 12 allows us to draw conclusions that by the beginning of 2012, compared to the beginning of 2011, the following changes occurred in the personnel structure of Aurora LLC by age: people aged 20 to 30 years increased by 2 people, aged from 30 to 40 – one more person was hired. For other age categories, everything remained unchanged.

Table13

Distribution of Aurora LLC employees by length of service

Analysis of the data from Table 13 allows us to draw the following conclusions:

The Aurora LLC organization employs mainly experienced employees, this is evidenced by the share indicator, which at the beginning of 2011 for two groups of employees (5-10 and 10-15 years of experience) amounted to 62.9% of the total number of employees, at the beginning of 2012 specific gravity employees in the same two groups amounted to 68.8%;

By the end of 2011, out of 4 employees with work experience from 15 to 20 years, two employees remained working, the rest retired.

Labor relations with employees are formalized by a package of documents, which includes an application for employment, an order for employment, employment contract, job descriptions. When applying for a job in the management staff, candidates are also welcome to submit their resumes, reviews and recommendations from previous place work.

In the process of selecting candidates, HR department employees choose the most qualified and experienced specialists. However, it is difficult to expect that newcomers will immediately understand, for example, the organizational structure of an enterprise or quickly master some special equipment. And working employees also need to update their knowledge on various aspects of the business in relation to the work they perform. Hence the need for staff training arises. However, practically no attention is paid to the training process at the enterprise; a newcomer is simply assigned to one of the employees, who shows and explains his duties.

Considering the increasing number of personnel of Aurora LLC, subordinate to the Director for general issues in a year we will have to create a Human Resources Department. Its organizational structure will look like this (Fig. 9).

Manager-methodologist

Fig. 9 Organizational structure of the created HR department of Aurora LLC

Proposals for Aurora LLC in the field of personnel management are presented in Table 14

Table 14

Proposals for Aurora LLC in the field of personnel management

Conclusion : due to the expansion of the organization in 2012. It is necessary to create a personnel service: Human Resources Department. Employees of this department will have to deal with the issues of personnel selection and adaptation, as well as, together with the department of planning, control and accounting, develop a system of labor motivation in the organization.

education, professional activity and etc.

The number of employees of Instroy Technology LLC at the end of 2007 was 55 people (Appendix 3). Dynamics of structure average number by employee categories in Table 3.

Dynamics of the personnel structure of Instroy Technology LLC for

2006-2007, people

Table 3

The average number of personnel of Instroy Technology LLC in 2006 was 51 people, while in 2007 it increased by 4. In 2007, due to the emergence of a new division, the number of staff increased by 4 people, of which 1 manager, 2 specialists and 1 employee. In 2007, the growth rate of the number of employees was 7.84%, specialists 1.53%, office workers 50%, managers 25%. In 2007, the number of employees was 55 people. At the same time, the number of employees increased by 1 staff unit, specialists by 3 people, managers by 1 person, and the number of workers remained unchanged

The trend of two recent years speaks of an increasing role creative potential in work on technical. This is due to the periodic updating of technology that releases labor and the desire of the enterprise management to diversify production - that is, to introduce new types of products, original, technically new, new in design to increase sales of products that are in real demand in the market. The company is gradually moving away from templates and strives to develop new products on the market, which in the future can provide the company with a greater percentage of profit.

We will also analyze the personnel structure for 2007 by gender, age, level of education, and length of service and draw the necessary conclusions.

The data in Table 4 suggests that women occupy a significant share in the personnel structure - 40%, which requires the management of the enterprise to have a special attitude towards the working conditions of the team. Basically, these are women under 25 years old, i.e. graduates of educational institutions, and, most likely, not all of them have a family or children. This suggests that the company’s management is not embarrassed by the lack of work experience, and also pays attention only to work qualities women. Most a large share The team is occupied by men aged 30 to 35 years; there are 8 of them. Let us note that 3 girls working in their specialty were hired with almost no work experience, which encourages measures to be taken to improve their qualifications.

Analysis of the personnel structure by gender and age in 2007, people

Table 4

Also, 3 of the employees are at pre-retirement age, and 1 woman has already retired and continues to work. We can conclude that management values ​​valuable personnel and does not seek to part with them.

Let’s analyze the organization’s personnel by level of education and draw conclusions. (Appendix 3) The data is presented in table 5.

The largest half of employees have graduated (47%) or are currently studying at universities (7%), which indicates a fairly high intellectual potential of the enterprise staff. The share of enterprise employees with secondary special education= 42%. The predominant number of men with secondary specialized education is 18 people, while there are only 5 women. They have only secondary education - 2 workers are men, which is 4%; there are no such women among them. 54% of women and 46% of men in the company have higher education. There are 4 more women with higher education, including incomplete education. One man and 3 women have incomplete higher education.

Analysis of the number of personnel by level of education for 2007, people

Table 5

In general, according to Table 5, we can conclude that the level of education of women in Instroy Technology LLC is higher.

Population analysis women's team organizations by age and marital status presented in Table 6.

From Table 6 you can see that the bulk of the female team, 41% aged 20 to 56 years, are married and have 1 or more children. 18% are married girls no children under 25 years of age. 27% of women are single, which is 5 people under 25 years old and 1 between the ages of 35 and 40 years. A special place is occupied by women with children and those who are unmarried for some reason; they make up 14%, that is, 3 people. Moreover, one of them is a widow with two children. It is also worth noting that one of the accountants aged 50 to 55 without a husband has two children. The remaining women have one child each. It should be noted that 3 women recently left maternity leave.

Analysis of the female team by age and marital status

in 2007, people

Table 6

Let us note that three employees recently returned from maternity leave and have lost much of their accumulated experience; it is worth paying attention to this and conducting educational seminars or trainings.

According to Table 7, it can be seen that 17 women out of 22 are specialists, 3 are managers and 2 are employees, that is, workers primarily in mental labor and work in the office. There are only 7 men working in the office, of which 1 is an employee, 4 are specialists and 2 are managers. The remaining 26 workers are located directly at the base. There are no women workers. Most working men are between 30 and 40 years old. Main exercise stress lies on men the most

working age up to 40 years. The majority of women professionals are under 25 years of age, which suggests that management supports and welcomes young professionals.

Table 7

Female managers are aged 35 years or older, which indicates that leadership positions are occupied by women with the most experience. Let us note that one woman with a higher technical education, relatively recently, is in the position of executive director and requires advanced training. All women and 7 men, of which 3 are over 45 years old, 3 are under 30 years old and one is 35-40 years old, work in the office and are not exposed to excessive physical stress.

An analysis of the number of personnel by length of work at Instroy Technology LLC is presented in Table 8.

In terms of length of service, the team is relatively stable. The majority of employees - 56% - have been working at the company for 1 to 3 years. Since its founding, 35% have been employed; these are 10 men and 9 women. The majority of men, 67%, work for about 3 years. The number of women who worked for more than 3 years and women who worked from 1 to 3 years is equal and amounts to 41%. The smallest share, 5 people, are employees who have worked for the enterprise for about 1 year - 9%.

Analysis of the number of personnel by length of service for 2007, people

Table 8

Thus, after analyzing the personnel structure, the following conclusions can be drawn:

1. The structure of the enterprise’s personnel is growing in the direction of increasing not the number of personnel, but in the direction of improving its quality, its labor and intellectual potential.

2. The enterprise has a very stable team; employees have been working at the enterprise almost since its founding (35%), which speaks not only of the workers’ confidence in the stable position of the enterprise, not only of the established corporate culture at the enterprise, but also about creating acceptable working conditions for employees.

3. Women make up almost half of the entire team (40%), which imposes on the management of the enterprise the concern of creating acceptable conditions for the work of the team.

The role of systematics in the knowledge of organization

Organizational processes permeate all types of human activity in economic, social, political, spiritual, ideological, family and other spheres.

The role of the manager in the management system

Development of relations between subjects market economy requires modern approaches and forms for personnel management. The term personnel management arose in management theory as a tribute to the importance of choosing personnel policies in cases of resolving issues regarding the company's development strategy.

Development of an enterprise development strategy

The relevance of developing strategic development plans for the Continent shopping and entertainment complex is to increase profitability, attract new customers and improve economic performance.

Development of company strategy and structure

Currently, the most important problem for the management of domestic enterprises is to find ways in the face of increasing international competition.

Development of an office information system

The problems of increasing the profitability of an enterprise, the efficiency of personnel, and creating an optimal management structure are of concern to any manager. They have to make decisions under conditions of uncertainty and risk, which forces them to constantly keep under control various aspects of financial and economic activity.

Social and economic analysis of the personnel of OJSC Khabarovsknefteprodukt

The gender and age structure of the organization’s personnel is the ratio of personnel groups by gender (men, women) and age is presented in Figure 2.2:

Figure 2.2 - Personnel structure of JSC Khabarovsknefteproduct by gender

The analysis showed that at OJSC Khabarovsknefteprodukt the majority of employees are women - 73.8%, and men - 26.2%. This is explained by the fact that basically all professions are distributed in the accounting and sale of petroleum products and do not require physical labor.

The structure of personnel by age is presented in Figure 2.3. The age structure is characterized by the proportion of persons of corresponding ages in the total number of personnel.

Figure 2.3 — Personnel structure of JSC Khabarovsknefteproduct by age

The predominant age is from 36-45 years, this accounts for 45.1%; then age from 26-35 years - 28%; 12.5% ​​- youth from 18 to 25 years old; 11% - people from 46-55 years old; and 3.4% people over 56 years of age.

The structure of personnel by length of service is presented in Figure 2.4. Work experience characterizes the stability of the workforce.

Figure 2.4 Personnel structure of JSC Khabarovsknefteprodukt by length of service

Analysis staffing by the number of years worked showed that the majority of employees are persons who have worked for 1-5 years (34%); 21.3% - from 6-10 years; 15.7% - from 11-15 years old; 25.5% - less than one year; 2.3% - from 16-20 years old; and 1.2% - more than 20 years.

The structure of personnel by level of education is presented in Figure 2.5:

Figure 2.5 — Personnel structure by education

By level of education, secondary vocational education predominates - 58.8%; 17.6% - secondary education; 21.8% - higher education; and 1.8% - incomplete higher education. All managers, specialists, and employees have higher education.

We present data on the movement of the personnel structure in Table 2.5:

Table 2.5 — Analysis of the movement of personnel structure

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Analysis of the qualitative composition of the organization’s personnel

Analysis of the qualitative composition of personnel is necessary to identify reserves for increasing the efficiency of an enterprise, and comparison of its indicators with those of similar enterprises is used to improve the personnel structure. The level of quality composition of management personnel determines the level of efficiency of the enterprise in that the quality depends on the personal characteristics of employees, their general educational and qualification level management decisions and the results of their implementation. The quality of trade services depends on the quality of operational and support personnel.

Analysis of the qualitative composition of the personnel of a trading enterprise involves studying employees by gender, age, education, qualifications, length of service and other characteristics.

Important indicators of the quality of personnel are:

1. Staffing the enterprise required quantity personnel of certain professions, specialties, qualifications:

o level of general and special education;

o average age workers;

o length of service in a given specialty (position) and length of service at a given enterprise;

o the number of employees who have mastered compatible professions, and the social activity of employees.

2. The ratio of men and women in various positions and professional groups.

3. The quality of personnel placement by position and specialty.

4. The degree to which the employee meets the requirements of the workplace.

5. Duration of employment of an employee in one position. The main analytical method for determining the qualitative composition

personnel of the enterprise is a balance of comparative data, a comparison of the staffing needs of workers to fulfill the production program by number, professions, qualifications, education and their availability.

Data such as combination of professions, average age, relative number of men and women in departments are compared with the average indicators for the enterprise or association.

The qualification composition of working units can be analyzed by their average category using the formula:

where r is the digit number;

] T— number of workers of each category;

The average wage grade of workers should be compared with the average grade of work for the enterprise and divisions.

Data on the average wage category of workers is contained in statistical reporting enterprises on the composition of workers by profession and category.

IN modern conditions The qualifications of workers are formed thanks to three indicators: special training, general education and production experience. Various combination These components make the worker capable of performing work of one level or another.

Is the qualification composition of specialists determined by the indicator? (skill level), i.e. the ratio of the actual number of specialists with higher (to f) and secondary education (to f) to their total needs for staffing table(K age s):

In addition, the correspondence of the specialties of economists, engineers, and technicians with a diploma with their needs according to the staffing table is determined.

An important indicator of the quality of personnel at an enterprise is the presence of workers combining professions: this is one of the rational forms of division of labor and its impact on the workforce. The indicator of the quality of personnel placement by position is calculated by adding the number of specialists with higher education and secondary specialized education holding managerial and engineering positions, and the distribution of this amount among the total number of positions requiring filling by specialists:

where I n is the quality of placement of specialists by position; K in f - number of specialists with higher education; K s f - number of specialists with secondary specialized education;

ZK pl - the total number of positions requiring higher education; ZK PS - the total number of positions requiring secondary specialized education.

Fluidity- this is the result of the dismissal of some employees and hiring in the organization.

Turnover can be costly for employers. Turnover costs include:

o expenses for social security and unemployment assistance;

o payment of interim holidays and benefits;

o downtime of machinery and equipment;

o personnel selection costs;

o administrative expenses;

o decrease in productivity, since it takes time for new workers to adapt and achieve the level of productivity of dismissed workers.

Workers are released when their needs are not met at this place and perhaps there will be more favorable working conditions in another place.

Some types of turnover are beneficial to the organization when leaving the employee in question will not have negative consequences.

Unauthorized absence from work causes a number of problems. The company's expenses cause payments that are made regardless of the presence or absence of an employee. In addition, it is necessary to pay extra for the work of the employee who performs the work of the absent employee, and this is more expensive. Expensive equipment, machines and mechanisms can also be idle here.

The calculation of unauthorized absence from work is carried out using the formula:

Time (number of working days) spent absent from work for a certain period

average number of employees in a certain period X number of working days

total number of hours missed

total number of working hours according to schedule

Forms of assessment such as dissatisfaction and complaints are associated with turnover and unauthorized absence from work.

Discontent- expression (in written or oral form of dissatisfaction or criticism of the employee and manager.

Complaint is a grievance submitted in writing to management or a union representative.

Of course, these are not all types of complaints and dissatisfaction associated with the problem of personnel management. They can be regarding equipment, mechanisms, etc., an increase in the number of complaints can be a reason for dissatisfaction, which leads to staff turnover.

1. Production personnel (workers)

1.1 Essential workers

1.2 Support workers

2. Administrative staff (employees)

2.3 Other employees

3. Total number of personnel

Based on the calculation results, it is necessary to: characterize changes in the total number of personnel, noting the presence general trend, compare the dynamics of various categories of personnel, characterize the personnel structure and its changes, pay attention to the proportions in the personnel structure (production and administrative).

An important step in the analysis labor resources is to study the qualitative structure of the enterprise’s personnel. At the same time, the qualitative structure is understood as the distribution of workers by gender and age, level of education, length of service at the enterprise and other characteristics. Data on the distribution of workers by qualitative characteristics can be presented in tables 6-8. It is necessary to characterize the qualitative structure in dynamics and use information for 2-3 years.

Table 6 – Assessment of the structure of employees by gender and age

Age distribution

Gender distribution

When assessing the distribution of workers by age, it is necessary to pay attention to the proportion of different age categories and formulate appropriate conclusions. Thus, a significant proportion of workers aged 20 to 30 years suggests a high potential for personnel to improve their level of qualifications and professional training. The large proportion of age categories from 20 to 40 years generally indicates high labor activity of personnel, since these years are the peak of human labor activity. When characterizing the distribution of workers by gender, the proportion of men and women should be noted and the changes occurring should be characterized.

To assess the structure of personnel by level of education, categories of workers with secondary education, secondary specialized (vocational), and higher professional education are distinguished.

Table 7 – Assessment of the structure of employees by gender and age

by level of education

Secondary special (vocational) education

Higher professional education

According to the table, the structure of personnel by level of education in general is characterized (the proportion of workers with different levels of general and professional training), and its dynamics are assessed. The growth rates of the number of workers of different categories are compared. A large proportion of employees with a higher level of education certainly characterizes the personnel structure positively. You can, in addition, find out the composition of workers by specialty and profession and indicate which specialties and professions predominate (by blue-collar workers).

In addition, an analysis of the work of the enterprise in training personnel should be carried out. For this purpose the following information may be considered:

About availability at the enterprise structural unit, whose functions include work on personnel training (department or bureau of personnel training), the areas of work of this unit;

About the number of workers undergoing vocational training and retraining (including by category of workers), frequency of training;

About the forms of training (on-the-job and on-the-job; in secondary specialized and higher educational institutions, in advanced training courses, participation in seminars, etc.), about the composition of the specialties for which training is carried out;

On the amount of enterprise costs for personnel training (total and per employee on average per year).

Such information will make it possible to assess the interest of the enterprise management in increasing the level of education and qualifications of workers, and may reveal a connection in the enterprise’s activity in personnel training and the dynamics of the quality structure of personnel by level of education.

Quite a lot important has a distribution of employees by length of service, since the indicator of duration of work at the enterprise characterizes the stability of personnel, assesses the proportion of experienced workers, and, to some extent, satisfaction with working conditions.

Based on the calculation results, it is necessary to draw a conclusion about the structure of personnel by duration of work at the enterprise and characterize its dynamics.

Table 8 – Assessment of personnel structure by duration of work

Distribution by length of service at the enterprise

Personnel analysis by age, gender, length of service

Personnel analysis by age

The age structure of employees is presented in Table 3.

Age structure analysis

The data in Table 3 is graphically presented in Fig. 3

The largest number of workers—38%—are in the “over 50 years old” category. These employees have higher, secondary technical, secondary specialized, secondary education, since they graduated long ago educational establishments some undergo advanced training, are fluent in computers and computer programs. In second place is the category “from 30 to 40 years old” - it makes up 29%. These workers have significant work experience and are also more responsive to change external environment and more easily adaptable to them.

At the third level "from 40 to 50 years", which is 21%. At the fourth level “from 20 to 30 years” -8%. And at the last level, the category “under 20 years” is 4%, this is the smallest category.

Personnel analysis by total length of service

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 4 and 5, as well as in Fig. 4 and 5.

Personnel analysis by age, gender, length of service

Changes from 2013 to 2012

Nursing staff

From Table 16, it is clear that the majority of the hospital staff is nursing staff 39.8% (these are nurses, emergency medical assistants, midwives).

In second place are “others” 29.3% (this is the administrative part, drivers, cooks, computer operators, extras). And in last place are junior medical personnel - 8.9% - nurses, hostess sisters, and disinfectors.

Personnel analysis by gender

Analysis of personnel by gender is important for the formation of an effective employment structure in the areas of employment of employees and is determined by identifying the ratio of men and women employed in the organization

Let's analyze the staff structure at the Pushkin Regional Hospital named after Prof. Rozanova V. N.” for 2012-2013 by gender (see table -17).

Table 17 – Personnel analysis by gender

all personnel, including:

The analyzed organization employs mostly women (80.2%). This is typical with the type of activity of the organization. Men 19.8% mainly work as doctors and service personnel (see table 17)

Personnel analysis by education

The level of education of an organization’s personnel is its most important qualitative characteristic. It is determined by the average number of years of study, the number of students, the proportion of specialists with higher education and other indicators. The level of education is characterized by such indicators as the percentage of literacy, the average number of years of education, and the distribution of personnel into groups depending on the education received.

Education is the process and result of mastering systematized knowledge and skills, skills and methods necessary to prepare a person for life and work. Personnel structure of the Municipal Budgetary Healthcare Institution of the Pushkin District Hospital “prof. Rozanova V. N.” by level of education is presented in the table (see table - 18).

Table 18 – Analysis of the personnel of the Pushkin District Hospital by education

incomplete higher education

with secondary specialized education

with secondary education

In the analyzed period of 2012-2013, we observed minor changes in the level of education of personnel.

From the table we see that in 2012 and 2013, the majority of employees had secondary specialized education - 42.1% (these are nurses and paramedics). Higher education, they make up 32.6%, this includes all medical personnel, managers and specialists, who in turn must have high level training and qualifications.

These figures have increased in the total number of personnel compared to 2012.

A small percentage of employees have incomplete higher education (1.2%). The rest of the employees have secondary education 24.1% (see table 18)

Information on advanced training of medical personnel

Ministry of Health of the Moscow Region Special attention pays attention to issues of improvement professional knowledge and skills of existing medical personnel as one of the ways to increase their interest in maintaining a job.

Post-graduate training is closely related to the certification and certification of medical personnel.

Over the past years, the volume of work on certification of medical personnel has been constantly increasing. This is largely due to the introduction of new conditions for remuneration of healthcare workers in accordance with the order of the Ministry of Health of the Russian Federation, which linked the level wages with a qualification category (see table - 19)

Table 19 – Information on advanced training of medical personnel.

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