Why is it necessary to take into account industrial production personnel and how is this done? In the present labor relations There is such a thing as the personnel of a working enterprise. In other words, these are industrial 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 carrying out 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 precisely on the quality of work of all employees of the organization. If the team shows poor results, then the results of the work manufacturing enterprise will be negative. In order for efficiency to become low, it is enough for the employees of only one department to begin to show poor results, and this will certainly negatively affect the work of the entire organization.

This industrial personnel itself is very heterogeneous. It includes many employees who are employed in a functioning enterprise in different areas and have different responsibilities. Thus, categories of production personnel are divided into:

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

Production personnel includes the following categories of workers:

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

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

• everyone who is busy labor activity at enterprises in the catering sector;
• all employees of medical institutions;
• persons working in the housing and communal services sector;
• persons working in the leisure industry;
• working in subsidiary farming 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 working personnel;
• students;
• guards.

Responsibilities of workers

All workers have a basic duty, which is expressed primarily in the fulfillment of their direct job functions. This means they have to show up and do their job. This unites all workers, regardless of qualifications and status. But the specification of their work can be very broad.

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

1. The main workers carry out the production process itself and manufacture the 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 work process, computerization production technologies, operation of new flexible workable systems in mass and medium-sized production. All these innovations, dictated by the times, result in very frequent revisions of production policies in relation to the personnel of individual operating enterprises.

Considering how quickly the process is being automated, reconsidering attitudes towards working personnel is becoming an increasingly pressing issue.

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

So how are things going in the workplace now? Today, the responsibilities of employees by category look like this:

1. Managerial HR staff. These are the personnel who directly manage all processes occurring in the workplace. They exercise technical, economic and organizational control over the workers. These employees include the director, all his deputies, heads of engineering services, leading accountants, the head of the economic department and heads of departments.
2. Specialists collect and filter information; these are primarily economists and technologists.
3. Technical employees. Dispatchers, cashiers, timekeepers, etc.
4. Junior staff. Cleaners, cloakroom attendants, etc.
5. Students. This includes anyone who works to gain experience.
6. Security guards.

Quantitative and qualitative indicators

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

The concept of a profession represents a certain type of work activity, which, in turn, requires 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 mechanic. What is the specialty of such an employee? Actually there are two of them: mechanical mechanic assembly work and a mechanic who works with measuring and control instruments. That is, when analyzing the structure of the workforce, 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. Qualifications should be examined separately from numbers.

Qualifications are the skills of a specialist that enable him to perform his job. The level of complexity of the work can vary - from the simplest to the kind that can only be done by people of one category of workers with education. Each specialization requires certain knowledge and practical training.

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

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

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

1. Specialists with specialized education.
2. Persons with higher education.
3. Specialists with the highest qualification level.
4. Persons with academic degrees.

These are not all qualitative indicators.

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

• educational level of the employee;
• complex work being carried out.

Based on these two key criteria in the future, the same tariff category is formed. The basis for this approach is the relevant 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 organization's personnel structure indicates the number of all employees and in each category separately. As a rule, the bulk of the team members are workers, that is, those individuals who directly produce the products manufactured by the enterprise. In addition to all of the above, currently 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 personnel retraining carried out? The fact is that the main problem today is the acute shortage of specialized labor. Various technological innovations appear, which often create more problems than they solve. All these newly emerging difficulties rest on the quality of the workforce. Employers cannot find a sufficient number of professional personnel and are forced to retrain existing ones, increasing their qualification level.

Personnel (labor personnel) of an enterprise is the main composition of qualified workers of an enterprise, company, or organization.

Typically, an enterprise's workforce is divided into production personnel and personnel employed in non-production departments. Production staff - workers engaged in production and its maintenance constitute the bulk of the enterprise's labor resources.

Categories of production personnel

The largest and most basic category of production personnel is workers enterprises (firms) - persons (employees) directly involved in the creation material assets or work related to the provision of production services and the movement of goods. Workers are divided into main and auxiliary.

The main workers include workers who directly create the marketable (gross) output of enterprises and are engaged in the implementation of technological processes, i.e. changes in shape, size, position, condition, structure, physical, chemical and other properties of objects of labor.

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

Auxiliary workers can be divided into functional groups: transport and loading, control, repair, tool, housekeeping, warehouse, etc.

Managers- employees holding positions of enterprise managers (directors, foremen, 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.

Employees - workers involved in the preparation and execution of documents, accounting and control, business services (agents, cashiers, clerks, secretaries, statisticians, etc.).

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

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

Professional and qualification structure of personnel

The professional and qualification structure of personnel is formed under the influence of the professional and qualification division of labor. Under profession usually understand the type (kind) of labor activity that requires certain training. Qualification characterizes the extent to which workers have mastered a given profession and is reflected in qualification (tariff) categories. Tariff categories and categories are also indicators characterizing the level of complexity of work.

In relation to the nature of professional preparedness of workers, such a concept as speciality, determining the type of work activity To within the same profession (for example, the profession is a turner, and the specialty is a boring turner, a carousel turner). Differentiation in specialties for the same working profession most often associated with the specifics of the equipment used.

Under the influence of scientific and technological progress, there is a change in the number and share of individual professions and. professional groups of production personnel. The number of engineering and technical workers and specialists is increasing at a faster pace compared to the growth in the number of workers, with a relative stability in the share of managers and technical performers. The growth in the number of these categories of workers is due to the expansion and improvement of production, its technical equipment, changes in the industry structure, the emergence of jobs that require engineering training, as well as the increasing complexity of products. It is obvious that this trend will continue in the future.

Planning the number and composition of personnel

Personnel requirements are planned separately by groups and categories of workers. When planning the number of personnel at an enterprise, a distinction is made between attendance and payroll.

Turnout - the number of employees who actually show up for work during the day. IN payroll includes all permanent and temporary employees, including those on business trips, vacations, and military training.

The attendance number of workers is calculated, and their payroll number is determined by adjusting the attendance number using a coefficient that takes into account planned absences from work.

In practice, two methods are used to determine the required number of workers:

1) according to the labor intensity of the production program;

2) according to service standards.

The first method is used to determine the number of workers employed in regulated work, the second method is used to determine the number of workers employed in non-standardized work, mainly auxiliary workers. The number of engineers and employees is determined according to the staffing table.

Indicators of personnel dynamics and composition

The staff of an enterprise in terms of size and level of qualifications is not a constant value; it changes all the time: some workers are fired, others are hired. To analyze (reflect) changes in the number and composition of personnel, various indicators are used.

Indicator average number workers (P) determined by the formula:

Where P 1, R 2, R 3, ... R 11, R 12- number of employees by month.

Frame acceptance rate ( K p) is determined by the ratio of the number of employees hired by the enterprise for a certain period of time to the average number of personnel for the same period:

Where R p- number of hired employees, people; - average number of personnel, people.

The staff attrition rate (Ar) is determined by the ratio of the number of employees dismissed for all reasons for a given period of time to the average number of employees for the same period:

Where R uv- number of retired or dismissed employees, people; R? - average number of personnel, people.

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

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

Towards industrial production personnel include those involved in the production process, carrying out its preparation, technical and organizational services, and management.

Non-industrial personnel- these are employees serving non-industrial, non-production facilities (housing, child care facilities, medical services, recreation centers, cultural centers) listed on the balance sheet of the enterprise.

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

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

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

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

Employees– persons involved in documentation, office work, and economic services (in mechanical engineering – 19 positions).

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

Essential workers directly involved in the manufacture of products.

Auxiliary workers are busy servicing the main production. These are repair workers, product quality inspectors, storekeepers, and transport workers. Auxiliary workers work either in the auxiliary workshops of the enterprise or in the main workshops. They participate in the manufacture of products indirectly, creating the necessary material conditions for conducting main production.

Employees of enterprises are classified according to professional and qualification characteristics. Within the profession there is specialties- this is a more specific characteristic of a certain profession, accurately showing the scope of a person’s activity, requiring special knowledge and skills in a specific type of activity. Professional division takes place among a group of managers (chief mechanic, chief power engineer, chief designer, etc., as well as heads of specialized departments and services), from a group of specialists (technologists, designers, economists, etc.), from a group of workers (machine operators, mechanics, electricians, etc.). In the group of employees, the professional characteristic is weakly expressed. The qualification characteristic is more pronounced among specialists and workers. For specialists, it is expressed at the category level (no category, 3rd, 2nd, 1st category, leading specialist). For workers, the expression of qualification is a rank (mostly 6 ranks, and in a number of professions 8 ranks).

Relationships between separate groups workers give an idea of ​​the personnel structure at a given level of the economy. From the point of view of participation in the production process in the personnel structure, the largest specific gravity have workers.

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

The efficiency of an enterprise depends 70-80% on its manager. 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 enterprise does not have a long-term plan for the 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 manager. In this case, consider that the company has a bad future. Therefore, at every enterprise, the main core of personnel policy should be the selection and placement, first of all, of managers at various levels.

The efficiency of using labor at an enterprise to a certain extent depends on the structure of the enterprise's personnel - the composition of personnel by category and their share in the total number.

Per structure PPP the following factors influence:

¨ level of mechanization and automation of production;

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

¨ size of the enterprise;

¨ organizational and legal form of business;

¨ complexity and knowledge intensity of manufactured products;

¨ industry affiliation of the enterprise, etc.

Personnel policy at the enterprise should be aimed at optimal combination PPP categories.

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

The company's personnel and its changes have certain quantitative, qualitative and structural characteristics, which can be measured and reflected with less or more certainty by the following absolute and relative indicators:

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

¨ shares of workers 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 divisions (groups, categories) in the total number of employees of the company;

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

¨ average category of workers of the enterprise;

¨ the proportion 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 the company's managers and specialists;

¨ staff turnover;

¨ capital-labor ratio of workers and/or workers at 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 characteristics of personnel A company is primarily measured by such indicators as the payroll, attendance and average number of employees. Headcount employees of the company ¾ is an indicator of the number of employees payroll on a certain date, taking into account employees hired and departed for that day. Turnout number¾ is the estimated number of payroll employees who must report to work to complete the production task. The difference between turnout and payroll composition characterizes the number of full-day downtime (vacation, illness, business trips, etc.).

Industrial and production personnel– these are personnel who are directly engaged (key workers) or indirectly (managerial personnel) in performing industrial and production functions of the enterprise. This category is applicable to designate employees of an enterprise engaged in the industrial production sector.

Industrial production personnel (IPP) is divided into the following groups:

• workers - performing various technological processes;
• employees - processing various information;
• junior service personnel (MSP) – maintaining cleanliness and order in production;
• security;
• apprentices are a reserve of qualified labor.

In turn, employees are divided into three categories according to the functions they perform:

• managers;
• specialists;
• technical performers.

The functions of managers are making decisions and ensuring their implementation. The functions of specialists (engineers, economists, etc.) are to prepare information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical performers provide necessary conditions for the work of managers and specialists.

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See what “Industrial and production personnel” is in other dictionaries:

Personnel of the main activity, which includes workers: 1) main and auxiliary workshops, incl. workers of power, tool, compressor, steam and water supply, etc.; 2) auxiliary industries: logging, peat mining,... ...

In the USSR, employees of the payroll of industrial enterprises and other sectors of the national economy, directly involved in the production process or engaged in service production activities enterprises (see List... ...

Personnel of the main activity, which includes workers: 1) main and auxiliary shops, including power, tool, compressor, steam and water supply, etc.; 2) auxiliary industries: logging, peat mining, quarries,... ... Dictionary of business terms

- (see INDUSTRIAL PRODUCTION PERSONNEL) ... Encyclopedic Dictionary economics and law

- (from the Latin persona person) the totality of all employees of an enterprise engaged in labor activities, as well as those on the balance sheet (part of the staff), but temporarily not working due to for various reasons(vacation, ... ... Wikipedia

Great Accounting Dictionary

PERSONNEL OF INDUSTRIAL ENTERPRISES- all employees included in the payroll, both included and not included in their average payroll. P.P.P. divided into industrial production and non-industrial personnel. To industrial production personnel... ... Large economic dictionary

Labor productivity- (Labor productivity) Determination of labor productivity, labor productivity indicators, labor efficiency Information on the determination of labor productivity, labor productivity indicators, labor efficiency Contents Contents ... Investor Encyclopedia

VI. National economy = General characteristics. The RSFSR has exceptionally rich raw materials and fuel and energy resources, a variety of natural conditions. Within its borders there are almost 3/4 of hydropower reserves and more than 9/10... ... Great Soviet Encyclopedia

PPP- "products easy preparation" in the name of the enterprise, a domestic noodle manufacturer instant cooking organization of IFR praxis finger poses IFR “Flight Rules” IFR ... Dictionary of abbreviations and abbreviations

The definition of “personnel” is most appropriate at the organizational level, since it defines the personnel of the organization who work for hire and are characterized by certain characteristics.

The main ones are:

Labor relations with the employer are usually formalized employment contracts;

Possession of certain quality characteristics, a combination of personal and organizational goals.

Hence, staff- the main, permanent staff of qualified workers, which is formed and changes under the influence of both internal and external factors.

All employees of the enterprise are divided into two groups:

Industrial and production personnel engaged in production and its maintenance;

Non-industrial personnel employed primarily in social sphere activities of the enterprise.

Industrial production personnel are personnel who are engaged directly (key workers) or indirectly (managerial personnel) in performing industrial and production functions of the enterprise. This category is applicable to designate employees of an enterprise engaged in industrial production activities.

Industrial production personnel (IPP) is divided into the following groups:

1. workers - performing various technological processes;

2. employees – processing of various information;

3. junior service personnel (JOP) – maintaining cleanliness and order in production;

4. security;

5. apprentices – a reserve of qualified labor.

In turn, employees are divided into three categories according to the functions they perform:

1. managers;

2. specialists;

3. technical performers.

The functions of managers are making decisions and ensuring their implementation. The functions of specialists (engineers, economists, etc.) are to prepare information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical performers provide the necessary conditions for the work of managers and specialists.

The personnel composition or personnel of an enterprise and its changes have certain quantitative, qualitative and structural characteristics that can be reflected by absolute and relative indicators:

1. list and attendance number of employees of the enterprise and (or) its internal divisions, individual categories and groups as of a certain date;

2. the average number of employees of the enterprise and (or) its internal divisions for a certain period;

3. the share of employees of individual divisions (groups, categories) in the total number of employees of the enterprise; growth rate (increase) in the number of employees of the enterprise for a certain period;

4. average category of workers of the enterprise;

5. the share of employees with higher or secondary specialized education in the total number of employees and (or) employees of the enterprise;

6. average work experience in the specialty of managers and specialists of the enterprise;

7. staff turnover for the hiring and dismissal of employees;

8. capital-labor ratio of workers and (or) workers at the enterprise, etc.

The combination of these and a number of other indicators can give an idea of ​​the quantitative, qualitative and structural state of the enterprise’s personnel and trends in their changes in order to increase the efficiency of the use of labor resources.

The quantitative characteristics of the enterprise’s personnel are, first of all, measured by such indicators as: payroll; turnout; average number of employees.

The payroll number of employees of an enterprise is the number of employees on the payroll as of a certain date or date, taking into account the employees hired and retired for that day. Payroll includes:

1. actually working;

2. downtime and absent for any reason ( business trips, annual additional leave);

3. those who did not appear with the permission of the administration;

4. performing state and public duties;

5. those involved in agricultural work (if their wages are maintained);

6. those who did not show up due to illness;

7. on maternity leave;

8. unpaid additional leave child care;

9. vocational school students who are on the balance sheet of the enterprise;

10. working part-time or weekly;

11. homeworkers.

The employee payroll indicator is determined daily according to time sheet data.

Turnout number- this is the number of employees on the payroll who showed up for work. The difference between turnout and payroll composition characterizes the number of full-day downtime (vacation, illness, business trips, etc.).

To calculate the number of employees for a certain period, the indicator is used average number. It is used to calculate labor productivity, average wages, turnover rates, staff turnover and a number of other indicators.

Average headcount employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the resulting amount by the number calendar days month. The average number of employees for a quarter (year) is determined by summing the average number of employees for all months of operation of the enterprise in the quarter (year) and dividing the resulting amount by 3 (12).

The qualitative characteristics of the enterprise’s personnel are determined by the degree of professional and qualification suitability of its employees to fulfill the goals of the enterprise and the work they perform.

Qualitative characteristics It is quite difficult to evaluate the company's personnel. However, at present there is a certain range of parameters that allow us to determine the quality of work:

1. economic (complexity of work, employee qualifications, industry affiliation, working conditions, work experience);

2. personal (discipline, skills, conscientiousness, efficiency, creative activity);

3. organizational and technical (attractiveness of work, saturation of equipment, level of technological organization of production, rational organization of labor);

4. socio-cultural (collectivism, social activity, general cultural and moral development).

The structural characteristics of the enterprise's personnel are determined by the composition and quantitative ratio of individual categories and groups of enterprise employees.