Calculate the indicators of the quantitative need for personnel. Determining the quantitative need for personnel. methods for ensuring the quantitative flexibility of personnel. Type of work "a", qualification X for the product

The need for personnel is one of the most important areas of personnel marketing, which allows you to establish the qualitative and quantitative composition of personnel for a given period of time.

The qualitative and quantitative need for personnel is calculated in unity and interconnection.

The qualitative need, i.e. the need for categories, professions, specialties, the level of qualification requirements for personnel, is calculated on the basis of:
- professional and qualification division of works recorded in the production and technological documentation for the workflow;
- requirements for positions and jobs specified in job and job descriptions, job descriptions;
- the staffing table of the organization and its divisions, where the composition of positions and jobs is fixed;
- documentation regulating various organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.

The qualitative need for specialists and managers can be determined through the consistent development of the following organizational documents:
- the system of goals as the basis of the organizational structure of management;
- general organizational structure, as well as organizational structures of departments;
- staffing;
- job descriptions and job descriptions.

To determine the overall need for personnel, the quantitative need is summed up according to individual qualitative criteria. Calculation of the qualitative need for professions and specialties is accompanied by a simultaneous calculation of the number of personnel for each criterion of the qualitative need.

The task of determining the quantitative need for personnel is reduced to choosing a method for calculating the number of employees, establishing initial data for calculation and directly calculating the required number of employees for a certain time period.

Quantitative need for personnel - the need for the number of personnel:
- by organization;
- by individual divisions of the organization; or
- according to certain criteria of qualitative need.

Workplace - spatial zone of labor activity:
- equipped with the necessary basic and auxiliary means;
- determined on the basis of labor and other standards;
- assigned to one or a group of employees to perform certain production or management work.

Jobs vary:
- by categories of workers and professions;
- by the number of performers: individual and collective workplaces;
- by type of production: main and auxiliary;
- by type of production: mass, serial and single;
- by degree of specialization: universal, specialized and special;
- according to the level of mechanization: mechanized, automated, for manual work;
- by the number of equipment: single-station, multi-station.

The description of the workplace is used in the selection, selection and hiring of personnel, in the certification of workplaces and employees. The workplace description includes typical sections:

the name of the workplace;

classification group of the workplace;

the number of employees in the workplace;

Characteristics of their governing bodies;

Subordination of governing bodies;

· Scheme of replacement of positions in the workplace;

technical characteristics of the workplace (content, means and organization of labor);

requirements for the employee's qualifications (level of education, vocational training, professional experience);

requirements of a physical nature (muscle load, posture, visual acuity, hearing, environmental influences);

requirements of a mental nature (monotony of work, ability to regulate, readiness for cooperation of efforts, the presence of a collectivist spirit).

51. The system of indicators for labor, necessary for enterprises for analysis and planning.

The system of labor standards is a set of regulated labor costs for the performance of various elements and complexes of work by the personnel of an enterprise or firm. In a market economy, labor standards and norms are widely used in enterprises and organizations of all forms of ownership. They express the value of labor costs for the implementation of a wide variety of types of production, economic, entrepreneurial and other areas of human labor activity. In planning and economic activity, a variety of labor indicators are widely used, which include the following norms and standards.

Norms of time - express the necessary or scientifically justified costs of working time for the manufacture of a unit of production, the performance of one work or service in minutes or hours (min/piece, h/piece).

Production rates - establish the required volume of production for the corresponding planned period of working time. The value of the norm determines in natural meters (pieces, meters and other units) the planned result of work per shift, hour or other period of time.

Service rates - characterize the number of jobs, the size of the area and other production facilities assigned to one worker, group, team or personnel link.

Number norms - determine the required number of employees of the corresponding category to perform a given amount of work or maintenance of production processes.

Manageability standards - regulate the number of subordinate employees of one head of the relevant department of the enterprise. Normalized production tasks - set for one employee or team the planned volumes and range of manufactured products, work or services performed for a given period of working time (shift, week, month, quarter). The value of production tasks is measured in physical, labor, cost units (pieces, tons, standard hours, standard rubles).

In the planned activities of enterprises and firms, it is necessary to apply the standards for technological, production and total labor intensity of products.

The technological labor intensity of products expresses the labor costs of the main workers who carry out the technological impact on the objects of labor: the receipt and production of blanks, the development and manufacture of parts, the assembly and installation of machines, etc. The technological complexity of the product is the total piece time in minutes or hours (min/piece). The production labor intensity of products includes the labor costs of the main and auxiliary workers for the production of a unit of output, the performance of work or services. The total labor intensity of products characterizes the total amount of labor costs of industrial and production personnel for the production of a unit or a certain amount of work. It includes the total labor costs of the main and auxiliary workers and production specialists required to manufacture a unit of output or perform work, as well as services.

The basis for planning the technological complexity of products are the standards and norms of time for one product, as well as indicators of the volume of output and work of the main production. The labor intensity of work on maintenance and production management is established according to the norms for the number of auxiliary workers and administrative and managerial personnel or the norms for the ratio between different categories of personnel. When planning full labor intensity, it is necessary to allocate direct and indirect labor costs for production. Direct costs per unit of production of a certain type and quality are established by appropriate calculations. Indirect costs per unit of product or work are distributed as a percentage of direct costs. In general, the total labor intensity of products is equal to the sum of labor costs for the manufacturing, maintenance and production management processes. The norms and standards for the cost of working time and labor force serve as the basis for planning a wide variety of indicators of production, economic and socio-economic activities. The norms of labor costs, which characterize the amount of consumption of mental and physical energy of a person, find practical application in planning a variety of social and labor indicators. The norms for the expenditure of physical and mental energy determine the permissible indicators of the pace or speed of a person’s work, the intensity of labor, the consumption of human energy, the degree of employment of workers, their level of fatigue, the severity of labor, etc. They are used to plan optimal working conditions for employees, substantiate the normative intensity of labor, as well as reduce the severity of labor and establish norms for compensatory surcharges when working in adverse working conditions. In order to improve intra-production planning, it is also advisable to divide all labor standards into two interrelated groups - labor cost norms and labor results norms. The norms that characterize the final results of labor include, first of all, production norms and normalized production or planned targets. The norms of labor results are usually established on the basis of the norms of labor costs. For example, the rate of output is generally determined by the ratio of the established period of working time (hour, shift or month) to the rate of time per unit of work (min/piece). When using labor standards and standards for planning, accounting and stimulating production, it is advisable to take into account the existing basic signs of similarity and fundamental differences between the costs and results of labor. In market relations, the final result of labor and production takes priority: the volume of sales of products, and the total amount of profit (income). However, the overall result of production is predetermined by many factors, in the formation of the value of which, under market conditions, the norms of labor costs play a primary role. This means that the rates of costs and results of labor are closely linked in a single system of plans. The mechanism of their interaction lies in the fact that when planning, for example, the volume of production and sales of products, there are two interrelated approaches to choosing the best option. The first involves obtaining the maximum result at a given cost. The second is the use of minimal resources to achieve a given result. In connection with the close interaction of costs and results, the need for the widespread use of these standards in the production activities of enterprises follows. The system of labor standards and standards used in the process of intra-production planning should provide the ability to calculate the labor intensity of products, works and services not only for individual parts, but also for units, kits and machines as a whole, as well as for all stages of production, categories of personnel and departments enterprises. At the same time, the degree of differentiation of norms should take into account the specific features of manufactured products, market volumes of supply and demand, existing forms and methods of the division of labor and organization of production, the technical means and methods used to form the regulatory base for labor costs. When planning production activities, the norms and standards of labor costs according to the degree of their differentiation can be established for individual elements of labor, technological and production processes: microelement standards for labor movements and labor actions or enlarged for a labor reception, a complex of labor methods, a technological operation, a technological process, a production process. According to the types of working time costs, the standards and norms are divided into the following categories: main or machine time, auxiliary time, operational time, workplace maintenance time, rest time and personal needs of the employee, preparatory and final time, part-time piece time, uniform and standard norms etc. Standard or unified labor cost standards are developed for parts, works and services performed at various enterprises using a single group or progressive standard technology, based on modern requirements for the organization of labor and production, the equipment used, staff qualifications, equipment operating modes and other factors. In the conditions of market relations, modern requirements for the regulatory framework consist in expanding the composition of standards and norms and strengthening their interconnection in the planning and economic activities of enterprises, which focuses on obtaining high end results. Therefore, at various stages of planning, sanitary and hygienic and aesthetic standards, social and legal norms, etc. should also be used. The full composition of the standards allows for a comprehensive economic assessment of labor processes both in terms of the amount of working time spent, and in terms of the level of complexity of the work performed and the degree of labor intensity. Consequently, in the presence of appropriate standards, appropriate economic conditions are created for the scientific comparison of costs and results at all stages of intra-company planning and, thereby, for obtaining high real incomes at each enterprise.

Practical Issues

The need for personnel can be of two types: qualitative and quantitative.

Qualitative need for staff- the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. It is calculated based on the general organizational structure of the organization and departments, on the professional division of labor in the organization, reflected in the production regulatory and technical documentation (technological processes) and, finally, on the requirements for positions enshrined in job descriptions. The calculation of the qualitative need for personnel is carried out simultaneously with the determination of the number of personnel for each selected criterion, for example, by specialty.

quantitative need- the need for personnel without taking into account the qualification requirements and characteristics of the organization.

There are several basic methods for calculating the quantitative need for personnel.

Method based on the use of data on the time of the labor process (labor method) . Data on the process time make it possible to calculate the number pieceworkers or time workers, the number of which is determined directly by the complexity of the process.

The formula for calculating the number of production personnel by labor intensity method :

H lane = T pr / T pf,

where T pf is the useful time fund of one employee;

T pr - the time required to complete the production program.

where n is the number of product items in the production program;

N i - the number of products of the i-th nomenclature position;

T i - the complexity of the manufacturing process of the product of the i-th nomenclature position;

T n.p. i - the time required to change the value of work in progress in accordance with the production cycle of products of the i-th nomenclature position;

K in - coefficient of fulfillment of norms of time.

The number of production personnel is calculated according to the available initial data in the following sequence.

1. Determination of the labor intensity of the production program for products and types of work:

T 1 \u003d N 1 T 1, T 2 \u003d N 2 T 2

2. Determination of the total labor intensity of gross output according to the program for both products:

T total = N 1 T 1 + N 2 T 2 + N n.p.1 + T n.p.2 .

3. Calculation of the time required to complete the production program:

T pr \u003d T total. /K in.

4. Determination of the estimated number of production personnel:

H lane \u003d T pr / T pf.

To calculate the number personnel involved in the maintenance of equipment, repair and other works according to service standards. the following formula is used:

where H agr - number of aggregates;

K load - load factor;

H about - the rate of service;

K n is the conversion factor of the turnout number into the payroll.

In turn, the service rate is calculated as follows;

where T floor is the useful time fund of one employee per day or shift;

n is the number of types of maintenance work for the unit;

t is the time required to perform one operation for the i-th type of work;

n i - the number of operations for the i-th type of work performed in one working day or shift;

T d - time for additional maintenance of the unit, not included in t i .

The load factor is calculated for non-single-shift operation:

where N total is the total total number of operating units for a certain period, including all work shifts;

N max - the number of operating units for the same period in the busiest shift.

The sequence of calculations based on the available initial data is given below.

1. Calculation of the total time for servicing the unit:

T sum \u003d (t 1 n 1) + (t 2 n 2) + (t 3 n 3) + T d.

2. Calculation of the service rate:

H about \u003d T floor / T sum.

3. Determination of the load factor by the formula (2).

4. Determination of the estimated number of personnel for servicing units according to the formula (1).

When determining the number administrative and management personnel can be used Rosen krantz's formula . It serves to check whether the actual number of required, which is set by the load of a given unit or enterprise as a whole:

The need for managerial staff can be calculated based on normative method. Used here controllability standard (norm) – the number of employees directly reporting to one manager. The following can be accepted as general recommendations for their establishment:

1) for managerial positions in departments with a significant proportion of work of a creative non-standard nature, high qualifications or frequent deviations from the pre-planned process technology, the manageability rate should be within 5-7 people;

2) for managerial positions in departments with a fairly well-established nature of work, largely determined by standard organizational and managerial procedures, the manageability rate should be within 10-12 people;

3) in any case, the manageability rate should not exceed 15-17 people, otherwise the team becomes unmanageable.

To calculate the number of administrative and managerial personnel according to the Rosencrantz method, the following formula is used:

where n is the number of types of organizational and managerial work that determines the workload of a unit or group of employees;

tm i - the average number of certain actions (calculations, order processing, negotiations, etc.) within the i-th type of work for a specified period (for example, for a year);

t i - the time required to perform one action within the i-th type of organizational and managerial work;

T is the working time of one employee according to the employment agreement (contract) for the corresponding period of calendar time taken in the calculations;

K NRW - the coefficient of the necessary distribution of time.

Let us give the sequence of calculating the number of personnel according to the available initial data.

1. Calculation of the total time for the implementation of organizational and managerial work:

2. Calculation of the coefficient of the necessary distribution of time: K nv = (coefficient taking into account the time spent on additional work) x (coefficient taking into account the time spent on rest of employees) x (coefficient for converting attendance to payroll).

3. Determination of the estimated number of administrative and managerial personnel:

Questions:

1. What methods for calculating the quantitative need for personnel are based on data on the labor intensity of work?

2. To calculate the number of which categories of personnel are service standards applied?

3. What is meant by the norm of controllability?

4. What formula is used to check whether the actual number is required?

Homework:

1. Study theoretical material.

2. Answer questions.

3. Repeat the topic "Personnel planning".

Duty - Abstract on the topic "Operational plan of work with personnel: essence, initial data, content".

3. Prepare 1 question on the topic of the essay (evaluation criteria: wording of the question, knowledge of the answer to the question).

Traditionally, the main goal of personnel planning is to provide the organization with the necessary number of employees of the required quality and within a specific time frame.

Forecasting the needs of the organization in personnel (as a whole and for its individual categories) is based on information about the plans of the enterprise (in relation to the volume and structure of products and services produced, changes in the organizational structure, technologies used, main projects and business processes, etc.) , as well as information about the already existing personnel of the organization (its composition, structure, labor productivity, turnover, etc.).

The sequence of actions when planning staffing needs is shown in fig. 10.1.

Rice. 10.1. Personnel Requirement Planning Scheme

The calculation of the gross staffing requirement (the required number of staff) can be carried out using various methods, which are usually divided into enlarged and detailed.

The enlarged ones usually include expert and statistical methods. With their help, forecasts are made (usually very approximate) of the total need for personnel without detailing by category and other qualitative characteristics.

Expert methods, in turn, include managerial assessments and the Delphi method. Managers' assessments are based either on their idea of ​​the future needs for the labor force of individual structural divisions of the company (when line managers act as experts), or on the ideas of the company's top management about the desired composition of the organization's staff. Usually these two types of assessments are combined. The Delphi method is an iterative procedure for agreeing on the opinions of experts by sending them specially designed questionnaires (in this case, regarding staffing needs).

Statistical methods are based on the use of data about the organization, the main indicators of its activities in projecting the future need for labor force. One of these methods is the method of extrapolation - the transfer of trends that have taken place in the past to the future. This method is most often used in small organizations where there are no drastic changes in the field and conditions of activity. Under other circumstances, the corrected extrapolation method can be a very effective method for calculating the required number of personnel: data on the actual number of employees are adjusted in connection with expected changes in production volumes, planned measures to change (growth) labor productivity, taking into account the planned increase in the efficiency of using working time, changes correlations between production and non-production workers, etc. In larger organizations, statistical methods such as regression and correlation analysis may also be used.

Detailed methods include calculations based on tasks and calculations based on organizational plans and staffing tables.

Calculations based on the tasks set require the identification of the main parameters of the production program and the existence of a labor rationing system in the organization. With their help, not only the required amount of labor force at specific jobs is determined, but also its qualitative characteristics. One of the most common methods in this group is the labor input method (for more details, see Chapter 14).

The calculation of the number of personnel (and primarily production workers) by type of work using the labor intensity method is carried out as follows:

ν=ν Γ πΦ· by·")

where Gpf is the useful time fund of one employee; T np is the time required to complete the production program, which, in turn, is determined as follows:

r„ P = І(^7; + r pr,.) / k„

where N j is the number of products of the corresponding nomenclature position; T j - the complexity of the manufacturing process of the corresponding nomenclature position; T npj - the time required to change the value of work in progress in accordance with the production cycle of products of the corresponding position of the nomenclature; K t - coefficient of fulfillment of norms of time; n - the number of types of work on the manufacture of products.

To calculate the number of employees, the Rosencrantz method, which is a variation of the labor intensity method, can be used:

Chel \u003d Zi m -VTVIC, (10.3)

where n is the number of types of organizational and managerial work that determines the workload of a unit or group of employees; t ( - the average number of certain actions (calculations, order processing, negotiations, etc.) within the /-th type of work for a specified period (for example, for a year); / (- the time required to perform one action within / -th type of organizational and managerial work; T is the working time of one employee according to the employment agreement (contract) for the corresponding period of calendar time taken in the calculations; K nf is the coefficient of the necessary distribution of time, which is determined as follows:

K l, \u003d Kd * K 0 * Kc (10.4)

where K d - coefficient taking into account the time spent on additional work; K 0 - coefficient taking into account the time spent on rest of employees; K c - coefficient of conversion of attendance to payroll. These coefficients are set based on the characteristics of the labor process and the balance of working time.

This group of methods also includes calculations of the required number of personnel based on service standards (mainly for workers engaged in servicing machines and units), as well as on the basis of headcount standards (controllability standards). These methods were widely used under the conditions of the planned system, but they are also quite applicable in market conditions (if there is an appropriate methodological basis).

Calculations based on organizational plans and staffing tables are based on the adopted organizational structure (for more details, see clause 7.1). At the same time, important factors taken into account are the type and depth of the division of labor, the principles of grouping specific types of work and the creation of specialized units, the hierarchy of positions and the number of hierarchical levels, the ideas adopted in the organization about the optimal number of subordinates for one manager, etc.

After determining the gross need for staff, it is necessary to determine the net (additional) need, taking into account the available staff. To do this, based on the analysis of data from previous periods, a forecast is made of the outflow of personnel for reasons of turnover, retirement, conscription, etc. A forecast of the influx of personnel is also developed (the return of employees after graduation and after military service). Based on these forecasts, as well as data on gross requirements and actual staff availability, the net requirement is determined:

P h \u003d P.-N f + O neither + O and -P, (10.5)

where P h - net need for staff (shortage or excess); P in - gross need for personnel; H f - the actual availability of personnel; O neither - the outflow of personnel in the planned period of time is not at the initiative of the company; O and - the outflow of personnel in the planned period of time at the initiative of the company (promotion or transfer to another position within the company, layoffs, leave); P - influx of personnel in the planned period of time.

A similar calculation is made for individual groups of personnel. Thus, in the arsenal of personnel services there are a fairly large number of different methods for determining the quantitative need for personnel. The choice of a specific method (or

methods) is predetermined by a large number of factors: the size of the organization, the state of its external environment, the availability of an appropriate information base for planning, etc. However, recognizing the importance and necessity of planned calculations of the number of personnel, it must be taken into account that the need for personnel in organizations can change significantly even over relatively short time periods (a year or less). These changes are most often determined by external factors (changes in demand, in applied technologies, in market share, etc.). Under these conditions, companies are looking for ways to adequately adapt to the parameters of the external environment.

It is known that the traditional way of adapting the number of personnel to the changing needs of the organization (in the form of hiring missing and dismissing redundant employees) is associated with significant economic and social costs. In an effort to minimize them, companies are looking for a way out in the wider use of methods to ensure the quantitative flexibility of personnel, which include the use of different types of employment contracts; the use of temporary staff under contracts with specialized agencies; outsourcing and insourcing; staff outstaffing; sending part of the employees to off-duty training, etc.

The use of different types of employment contracts (fixed-term or indefinite-term, as well as employment contracts for part-time, full-time or part-time employees, etc.) allows the organization to respond quite flexibly to changes in the need for labor (for more information about the types of employment contracts, see p. 3.3.1). In particular, termination of an employment contract after its expiration allows the employer to dismiss employees without additional costs. Companies in this case do not violate the law, and no matter how many employees they fire, according to the law, these layoffs will not be massive (this is not a reduction in staff and not the liquidation of the company).

The number and share of workers employed on fixed-term contracts have been growing in recent years in almost all countries, which undoubtedly worsens the conditions of employment for workers, but allows companies to respond more flexibly to external factors in the face of increased risks and uncertainty.

The benefits of using temporary staff under civil law contracts concluded with specialized agencies (the so-called staff leasing) compared to the traditional staff are as follows:

Firstly, the use of this staff frees the company from a huge number of payments associated with the maintenance of a permanent employee, i.e. part of payroll taxes, insurance, deductions to various funds and reduces administrative and accounting costs, as well as recruitment costs;

Secondly, with temporary employees under work contracts there are no problems associated with their dismissal;

Thirdly, this strategy allows much more attention to be paid to permanent staff;

Fourth, it significantly increases the flexibility and mobility of the company by constantly attracting new specialists.

Outsourcing is the transfer of certain types of work and production operations to third-party organizations (subcontractors). Accordingly, the need for staff (both general and additional) is reduced. Subcontractors can transfer not only such production operations as the manufacture of spare parts or cleaning of production premises, but also such operations as data processing, accounting, recruitment and selection of personnel, marketing research and even development of an organization's development strategy. In this regard, outsourcing can be considered both as a tool for quantitative flexibility and as a strategic opportunity that allows minimizing costs, focusing management attention on key areas of development, etc.

According to American experts, the growing popularity of outsourcing is due to the following circumstances:

1) the potential to exploit a two-tier wage structure by contracting firms that pay lower wages;

2) possible economies of scale due to specialization in solving specific problems;

3) potentially higher productivity of workers in specialized firms compared to directly hired temporary workers, due to better selection and training provided by such firms to workers;

4) the ability to quickly adjust the level of employment in response to temporary and / or implicit changes in demand.

With certain changes in the external and internal environment, enterprises can resort to the reverse process - insourcing t i.e. to the return of a number of works and production operations previously transferred to subcontractors and the creation of additional jobs.

In personnel management, jobs are viewed as products of marketing. Western European companies have been using marketing methods in personnel management since the 70s of the last century. By following our recommendations, you will be able to determine the qualitative and quantitative needs of your enterprise for personnel for a given period of time.

In the existing approaches to determining the composition and content of personnel marketing tasks, two main principles should be distinguished.

The first one involves consideration of the tasks of personnel marketing in a broad sense. Personnel marketing in this case refers to a certain philosophy and strategy of human resource management. Personnel (including potential ones) are considered as external and internal clients of the organization. The purpose of such marketing is the optimal use of human resources by creating the most favorable working conditions that contribute to increasing its efficiency, developing a partnership and loyalty to the company in each employee. In fact, this is the “sale” of the company to its own employees. Personnel marketing in its broad interpretation is based on market thinking, which distinguishes it from traditional administrative concepts of personnel management.

The second principle involves the interpretation of personnel marketing in a narrower sense, defining it as a special function of the personnel management service, aimed at identifying and covering the needs of an enterprise in human resources.

A broad interpretation of personnel marketing implies its attribution to one of the elements of the organization's personnel policy, implemented through the solution of a set of tasks of the personnel management service (development of a target system, needs planning, business assessment, career management, motivation, etc.). In a narrow sense, personnel marketing involves the allocation of certain specific activities of the personnel management service, and this activity is relatively isolated from other areas of work of the personnel service.

It should be noted that both considered principles do not contradict the definition of personnel marketing as a type of management activity aimed at determining and covering the need for personnel.

Marketing activity in the field of personnel is a complex of interrelated stages ( see diagram.). The general methodology of personnel marketing is based on the main provisions of the theory of "production" marketing.

The initial information for determining the directions of marketing activities, the formation of a personnel marketing plan and measures for its implementation is provided by an analysis of external and internal factors ( tab. one). Under external factors are understood as the conditions that the organization as a subject of management, as a rule, cannot change, but must take into account in order to correctly determine the qualitative and quantitative needs for personnel and the optimal sources of covering this need. Accounting for the external environment allows you to avoid major mistakes in the development of marketing activities. Under internal refers to factors that are largely under the control of the organization. Full and accurate accounting of all external and internal factors determines the level and features of the implementation of the main areas of marketing activities in the field of personnel.

The main directions of personnel marketing are:

• development of requirements for personnel;
• determination of the need for personnel;
• calculation of costs for the acquisition and further use of personnel;
• choice of ways to cover the need for staff.

Table 1. Factors that determine the direction of personnel marketing

The development of requirements for personnel consists in the formation of ideas about the qualitative characteristics of personnel (abilities, motivations, qualifications) and is carried out on the basis of the staffing table, current and prospective analysis of the requirements for positions and jobs.

In this article, we will focus on the definition of staffing needs- one of the most important areas of personnel marketing, which makes it possible to establish the qualitative and quantitative composition of personnel for a given period of time.

The qualitative and quantitative need for personnel is calculated in unity and interconnection.

quality need, i.e. the need for categories, professions, specialties, the level of qualification requirements for personnel, is calculated on the basis of:

• professional and qualification division of works recorded in the production and technological documentation for the work process;
• requirements for positions and jobs specified in job and job descriptions, job descriptions;
• the staffing table of the organization and its divisions, where the composition of positions and jobs is fixed;
• documentation regulating various organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.

The qualitative need for specialists and managers can be determined through the consistent development of the following organizational documents:

• the system of goals as the basis of the organizational structure of management;
• general organizational structure, as well as organizational structures of departments;
• staffing;
• job descriptions and job descriptions.

For determining general need in personnel, the quantitative need is summarized according to individual qualitative criteria. Payment quality needs by professions and specialties is accompanied by a simultaneous calculation of the number of personnel for each criterion of qualitative need.

Definition task quantitative the need for personnel is reduced to the choice of the method for calculating the number of employees, the establishment of initial data for the calculation and the direct calculation of the required number of employees for a certain time period.

It should be noted that there are no fundamental differences in approaches to determining the number of personnel adopted in domestic and foreign practice. There are several basic methods for calculating the quantitative need for personnel.

Method based on the use of data on the time of the labor process

Data on the time of the labor process make it possible to calculate the number of workers, the number of which is determined directly by its labor intensity. For the calculation, the following typical dependence is used:

,

where T n is the time required to execute a given program; F t- normative (useful) fund of working hours of one employee; Кп is the conversion factor of the attendance to the payroll (in our case it is equal to 1.1).

In its turn,

,

where n- the number of nomenclature items of products in the production program; Ni- number of products i th nomenclature position; Ti- execution time of the process (part of the process) for the manufacture of the product i th nomenclature position; T e.g. і - the time required to change the value of work in progress in accordance with the production cycle of products i th nomenclature position; Kv - the coefficient of fulfillment of time standards (in foreign literature - the level of productivity, the level of time use), which, in turn, is found by the formula:

The number of jobs can be determined differentially according to professional types of work, according to the qualification complexity of work, with the appropriate allocation of initial data on the time of manufacture of the product in accordance with the qualitative parameters of the need for personnel.

In the course of calculations, such an indicator as the normative (useful) fund of working hours, developed by the Ministry of Labor and Social Policy of Ukraine, is used. In the case when the operating mode at the enterprise differs from that developed by the ministry, the enterprise independently calculates the working time fund based on the balance of working time of one employee. The structure of the balance sheet and an example of its calculation are given in tab. 2. How to calculate the number of employees according to the method under consideration is shown in tab. 3 .

Table 2. Balance of working time per employee

Table 3. Calculation of the number of personnel based on data on the labor intensity of the workflow

A variation of the method under consideration is the method for determining the number of administrative and managerial personnel Cha using the Rosencrantz formula in general form:

,

where n- the number of types of organizational and managerial work that determines the workload of this category of specialists; mi- the average number of certain actions (settlements, order processing, negotiations, etc.) within the i-th organizational and managerial type of work for a specified period of time (for example, for a year); ti- the time it takes to complete a unit m within i th organizational and managerial type of work; T- the working time of a specialist in accordance with the employment agreement (contract) for the corresponding period of calendar time taken in the calculations; tr- time for various works that cannot be taken into account in preliminary (scheduled) calculations; Кн.р.в - the coefficient of the necessary distribution of time; Kf.r.v - the coefficient of the actual distribution of time.

The coefficient of the necessary distribution of time Kn.r.v is calculated as follows:

Kn.r.v \u003d Kd.r x Ko x Kp,

where Kd.r is a coefficient that takes into account the costs of additional work not previously taken into account in the time required for a certain process ∑ miti(as a rule, it is in the range of 1.2 ... 1.4); Ko - coefficient taking into account the time spent on rest of employees during the working day (set at the level of 1.12); Кп is the conversion factor of the turnout number into the payroll.

The coefficient of the actual distribution of time Kf.r.v is determined by the ratio of the total fund of working time of any unit to the time calculated as ∑ miti .

It should be noted that, in general terms, the Rosencrantz formula serves to check whether the actual number of personnel (for example, of any unit) is necessary, which depends on the load of this unit.

To use the Rosencrantz formula in planned calculations, it should be given the following form:

,

since the quantities t p and Kf.r.v are unknown in this case.

Let us give an example of calculating the number of administrative and managerial personnel using the Rosencrantz formula based on the following initial data.

Number of actions to perform work:

• A - 500
• B - 3000
• B - 300

Time required to perform actions for each job, h:

• A - 1
• B - 0.5
• IN 3

Monthly (normative) fund of time of one employee according to the contract, h - 170
The coefficient of time spent on additional work - 1.3
The coefficient of time spent on rest of employees - 1.12
Coefficient of conversion of attendance to payroll - 1.1
Time allocated for various works not included in planned calculations, h - 200
The actual number of units, people. - thirty

The total time for the implementation of organizational and managerial work:

(500 x 1) + (3000 x 0.5) + (300 x 3) = 2900.

Required time allocation factor:

Kn.r.v \u003d 1.3 x 1.12 x 1.1 \u003d 1.6.

Actual Time Allocation Coefficient:

The required number of units is calculated using the full Rosenkranz formula:

As indicated in the initial data, the actual number of units is 30 people. Thus, the calculation of the required number showed a surplus (1 person) of the actual number of employees.

Service rate calculation method

The number of workers HR according to service standards is calculated by the formula:

Service rates are determined by the formula:

where F t- normative (useful) fund of the employee's working time per day (shift); n- the number of types of works on maintenance of the object; t units i is the time it takes to complete a unit of volume i-th type of work; n R і - number of volume units i-th type of work per unit of equipment or other calculation object (for example, per unit of production area); T d - the time required for the employee to perform additional functions that are not included in the t units i .

Operation execution time for such works, h:

Number of operations per shift:

Number of units - 8
Load factor - 1.5
Normative (useful) fund of time of one worker per shift, h - 7.0
Time for additional maintenance operations of the unit, h - 1.4

First, the service standards are defined:

Hence the number of workers:

Calculation method for jobs and headcount standards

This method is used in the case of using the method of calculation according to service standards, since both the required number of employees in terms of the number of jobs and the headcount standards are set based on service standards.

The number of employees by jobs is determined by the formula:

The population standards are calculated as follows:

Often in organizations where the manager does not pay enough attention to management issues, many different aspects of personnel work are not taken into account. In particular, the need for personnel for different periods of time is not planned. Therefore, it is very important to understand that determining the need for the organization's personnel is one of the most important areas of marketing activities in the field of personnel, which allows you to plan the composition of employees, which significantly increases the efficiency of the organization as a whole.

Types of staffing needs

When starting personnel planning in an organization, first of all, it is necessary to understand that determining the need for personnel is a clearly built system of complex actions, the tasks of which are to achieve certain goals. As a rule, the whole set of measures is primarily aimed at providing staff in a sufficient number of available vacancies for different periods of time. Secondly, to create the most effective system for recruiting and training personnel.

If the organization devotes enough time to planning various areas of development, then in this case the planning process will be the most effective and efficient.

Planning for staffing is divided into two main types:

1. Perspective (strategic). This type of planning is related to the development of the organization in the future. Depending on the chosen course, the need for personnel of a certain qualification in the long term is determined.
2. Situational. This planning implies staffing in each specific period of time. First of all, attention is paid to current staff turnover: maternity leave, illness, long-term leave, layoffs, etc.

Ideally, personnel planning should be carried out regularly for different periods of time:

• short term - up to 1 year)
• medium term - from 1 to 5 years)
• long term - over 5 years.

Also, personnel planning can be considered in the context of the qualitative and quantitative needs for personnel:

1. quantitative need is the need for a certain number of personnel of various qualifications)
2. Qualitative need is the need for personnel of a certain specialization and skill level.

Factors affecting the need for staff

Factors that can directly or indirectly affect the determination and planning of staffing requirements are divided into several varieties.

External factors

• Labor market. Here, a combination of factors is decisive: the demographic situation, the unemployment rate, supply and demand in the labor market in various sectors, the quality of the work of educational institutions in the field of training specialists, the involvement of the employment service in the processes of training personnel, etc.
• Technological progress. Its active development in the modern world often simplifies human labor and leads to a change in its content, which, in turn, entails the need for retraining qualified specialists in changing conditions.
• Change in legislation. A rather complex and not always predictable factor. It is necessary to focus on changing the legislation in the field of employment and labor protection, since these two areas directly relate to the activities of personnel.
• Personnel policy of competitors. It is necessary to regularly monitor the study of the methods used by competitors when working with personnel and, based on the knowledge gained, make adjustments to their own personnel policy.
• Organization goals. All activities of the organization are subordinated to the achievement of long-term and short-term goals. Planning various areas of the organization's development, including the needs for employees, is based on the development strategy of the organization as a whole.
• Financial resources. Depending on the financial capabilities of the organization, one or another personnel policy is developed.
• Personnel potential. It is a key factor in the successful implementation of a marketing plan. Competent distribution of personnel, as well as the ability to see the potential and development zone in each employee, make it possible to fill emerging vacancies as soon as possible.

Indirect factors

Stages of work in planning

The entire system of planning for personnel needs is divided into 3 major stages.

Analysis of the company's own resources

The purpose of this step is to determine the possibility of meeting the need for personnel with their own resources in the future. An important role in this is played by the financial indicators of the company: profit, turnover.

Conducting an analysis of personnel needs for a certain period of the past period

A forecast is made of which specialists and in what quantity may be needed in the future.

Decision-making

Decisions are made on the basis of the current personnel policy. Depending on the company's policy - focus on employee retention or not - the following decisions are made:

• recruitment from outside)
• retraining of existing staff)
• reduction.

Methods for determining the need for personnel

To predict the situation, various techniques and methods for determining the need for personnel are used. Among the most popular methods are the following.

Method of photographing the working day

It is very labor intensive, but very effective. Its essence lies in the fact that for the employee the range of his duties is determined, the fulfillment of which is accompanied by registration in time. As a result of applying this method, you can visually determine which operations are superfluous in the actions of an employee, find out the need for this employee to be in the workplace, or even with low volumes of work, combine two staff units into one.

Calculation method according to service standards

It uses the standards of service established for each individual employee. They are enshrined in various legislative documents - SanPiN, SNiP and GOST. Based on them and having information about the production standards for one day and the planned production volumes for a specific perspective, one can easily calculate the need for personnel for this period of time.

Method of expert assessments

The most popular method used in various organizations. The need for personnel is determined based on the opinion of the heads of departments, and is based on their professionalism and vision for the development of this industry in the future.

extrapolation method

This is a method of modeling the situation in the future, based on today's day. When using this method, all possible changes in the country are taken into account: price increases, the development of this industry, the planned activities of the state in relation to this industry, etc. This method is perfect for a stable company that develops in a stable state. Therefore, it should be used in our country only for short periods of time.

Computer model for determining the need for personnel

Based on the data received from the heads of departments, a computer forecast of the need for personnel for a given period of time is compiled. The method belongs to know-how, therefore, it has not yet gained much popularity among Russian businessmen, since it requires large financial costs and additional involvement of specialists with relevant skills. This method is perfect for large enterprises and industries.

The above lists only the main methods for determining the need for personnel. Today there are about a dozen of them. However, the use of each of them requires high-quality preparation and competent analysis of the data obtained. Only in this case it is possible to speak about the effectiveness of the applied methods.

Formulas for calculating the need for personnel

Special formulas allow you to accurately calculate the need for personnel. Before using them, it is necessary to determine what the organization is striving for:

• to a reduction in production volumes and, accordingly, the release of personnel)
• to an increase in production volumes and additional hiring of employees)
• production volumes remain unchanged, the need for personnel is associated with its natural movement (dismissal, retirement, maternity leave).

Therefore, at almost every enterprise in the planning departments, a justification is made for the growth of production. At the same time, savings in the number of personnel are taken into account for all factors of increasing labor productivity. Thus, the planned number of personnel can be determined by the formula:

Chsp \u003d Chbp x Iq + E,

where Chspl - planned average headcount) Nbp - average headcount in the base period) Iq - index of change in production volume in the planned period) E - total change (decrease - "minus", increase - "plus") of the initial headcount.

This type of calculation is advisable to use in stable enterprises with a smooth change in the scope of work.

For newly formed organizations and enterprises with drastic changes in the production program, the methodology for determining the planned number of personnel in a direct way should be applied.

To calculate the average number of workers, you can use the following formula:

Chspos \u003d Chyav x Ksp,

where Ksp is the coefficient of the average payroll, Chyav is the standard number of workers to perform a shift task for the release of goods.

The calculation of the headcount indicators for the main part of the support staff is the same as for the calculation of the main staff, and is determined by the following formula:

Chspvs \u003d nvs x S x Ksp,

where Chspvs - the number of auxiliary workers) nvs - the number of jobs of auxiliary workers) S - the number of work shifts per day.

According to the above method, it is convenient to determine the number of such specialties as a crane operator, storekeeper, slinger and others. Planning the number of support staff (in those areas where service standards are fixed) is a division of the total number of service objects, taking into account shift work, by the service rate. The result of this calculation will be the planned attendance number of employees.

To determine the number of employees in the organization, as a rule, industry average indicators are used. In case of their absence, the standards can be developed at the enterprise independently. In this case, norms can be developed both for various types of work and for specific positions.

As for the attendants, here the enlarged service standards are taken as a basis (for example, for a cleaner, the norm is determined based on square meters).

Management standards and many other indicators are taken as the basis for the management team.

Planning for staffing needs, taking into account the natural movement of staff

The natural movement of personnel is an integral part of any organization. Therefore, its accounting allows for more accurate planning of staffing needs in the future. Natural movement refers to the following situations:

For each department within the same enterprise, staff turnover rates may vary. Among the management staff, the turnover is the lowest and is about 5%. Among specialists in the manufacturing sector, staff turnover fluctuates between 10 and 15%. In cases of active expansion of production and mass hiring of personnel, turnover can be above 20%.

Ways to close staffing needs for the future

After the definition of various types of staffing needs has been developed, it is advisable to outline ways to cover it. There are two main areas here:

• External. Here, it is mainly worth paying attention to educational institutions, training centers for the training and retraining of specialists, various recruitment agencies, employment centers and the directly open labor market.
• Internal. Resources of the organization in relation to the existing personnel reserve. When using this method, you should be prepared for the need to improve the skills of employees, possible retraining for any positions. A big plus of applying this direction is to increase the motivation of staff for career growth. The employee's loyalty to the organization increases and, as a side effect, the turnover of staff in the whole organization decreases.

Basically, most organizations prefer an active search for staff. As a rule, this bears fruit in the form of a quick closing of vacancies.

The main steps to start the staffing planning process are:

• conduct an analysis of the number of staff at the current moment and evaluate the effectiveness of its work)
• to analyze the prospects for the development of the enterprise regarding the existing need for personnel, paying attention to the need for staff training in the future)
• analyze the labor market in the region)
• describe in detail the technology of assessment and selection of personnel)
• draw up a plan for closing vacancies)
• plan a budget.

Thus, the definition of strategic staffing needs allows the organization to look to the future with confidence and insure itself against personnel risks.

• Corporate culture

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