The modern world requires that decisions are not made at the behest of the heart, but on the basis of analysis. Managing a company and its departments must be thoughtful and based on numbers and facts. How to analyze the work of personnel? What indicators to track? We read in this article.

Analysis of the work of the personnel department. Aims and objectives of the department

Each report should start with some background information so that there is something to build upon in further analysis. Therefore, to begin with, we describe the structure of the department, to whom it is subordinate, on the basis of which document it operates and, most importantly, we define the tasks of the department:

Picking staff,
Training,
Personnel reserve,
Staff turnover
Document flow
And other tasks that can be determined based on common sense and the direction of the company. Just think - what functions does the HR department perform, what is it for at all?

Based on the tasks, you can prescribe goals or use those that you thought out earlier (how many people were planned to be hired, how many employees to train, automate workflow, etc.).

KPI report (made in Tableau)

At this stage, it is important to automate the collection of information and, if possible, the very construction of the report (graphs, diagrams, etc.). What tools can you use?

Excel is a simple and popular tool, but a lot of data has to be entered manually.
Analytical solutions are a great option: almost complete automation, collecting data themselves, beautiful visualizations. But - you need a budget and time for implementation, as well as specialists in analytics and development.
Lightweight reporting and analytical solutions like Tableau.

Analysis of the work of the personnel department. Reports with Tableau

Why are such decisions called easy?

They are easy to download and install on your computer or laptop (like any other program)
Easy to learn and master the basics of working with the program. It is specially designed for professionals who do not have IT or analytics knowledge.
The result is clear reports with beautiful graphs and charts.

Companies that already use Tableau say that if earlier it took up to 8 hours to create a report, now it takes up to 20 minutes to create the same report (because the report form has already been created, all that remains is to download the necessary data or do it regularly and automatically) ...

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The company's personnel are experienced and qualified specialists. The company regularly conducts educational seminars and corporate trainings. Managers of all levels are trained in leading Western firms. Modern methods of working with personnel, professionalism, experience and high motivation of employees significantly increase the efficiency of the company. We investigate the staffing of the organization (Table 2).

table 2

Analysis of the personnel composition of CJSC "City-XXI"

Indicators

Leaders
Specialists

Age composition of the staff:

20 - 30 years old


Average age of employees
Personnel structure by gender:




Distribution of personnel by seniority:








The level of professional training
Higher education
Incomplete higher

The analysis of the given data allows us to draw the following conclusions: Number of personnel for 2003-2005. increased in all categories: managers - (+ 4 people), specialists - (+66 people). In 2003. on average there were 33 specialists for each manager. - 32 specialists, in 2005. - 29 specialists. The increase in the number of managers is associated with changes in the organizational structure of the enterprise and the emergence of new departments. In general, the increase in personnel for 2003-2005. amounted to 71 people. or 9.5%. Graphically, the dynamics of the number of personnel of CJSC City-XXI is shown in Figure 2.

Dynamics of the number of personnel of CJSC "City-XXI"

Picture 2

The largest share in the personnel structure, as shown in Figure 3, is occupied by specialists: 97.1% in 2003, 97.0% in 2004. and 96.7% in 2005.

Figure 3

In the structure of personnel by gender, we observe the predominance of women: 76% of women in 2005. against 24% of men (Fig. 4). Personnel structure of CJSC City-XXI by gender

Figure 4

On the positive side, the share of the company's employees with higher education has increased from 85% in 2003. up to 90% in 2005, which testifies to the high qualifications of personnel. The rest of the company's employees have incomplete higher education (Fig. 5).

The level of professional training of the personnel of CJSC "City-XXI"

Figure 5

The company encourages the desire to learn, to improve their professional skills, so that either professionals in their field work, or people who want to become such. Personnel training and advanced training takes place in higher educational institutions, at various courses, through institutes and faculties for advanced training of leading personnel. Employees wishing to improve their educational level and qualifications are guaranteed career growth, while training is carried out at the expense of the organization. The analysis of seniority staff showed that as of 2005. the main share is occupied by employees who have worked in the organization for less than one year (35%). A significant share is also occupied by workers with an average work experience in their specialty from 5 to 10 years, and workers with very little work experience from 1 to 3 years (24%). The smallest share (17%) is occupied by workers with 3 to 5 years of experience (Fig. 6).

Personnel structure of CJSC "City-XXI" by length of service

Figure 6

Average age of the personnel of CJSC "City-XXI" in 2003-2005. was 29 years old (Fig. 7).

Average age of the personnel of CJSC "City-XXI"

Figure 7

The youngest and most inexperienced personnel are ordinary employees of departments (economists, managers). Senior specialists and department heads are more experienced. And the most experienced are the general director, heads of departments.

2.3 Analysis of the personnel management system in the organization

All matters related to the selection, assessment and management of personnel in the company CJSC City-XXI are carried out by the General Director and the personnel department. General manager maybe:

hire, fire and relocate workers; independently approve states; encourage employees; impose penalties on employees if necessary. Head of HR department:

is responsible for the professional level of employees; organizes trainings for personnel training and development; is engaged in the preliminary selection of personnel; evaluates and attests personnel; is responsible for the labor discipline of the staff. The personnel department is headed by a chief, who is appointed and dismissed by the order of the Director. In its activities, the department is guided by the current legislation of the Russian Federation, the Charter of the Company, orders and orders of the director of the company. The following staff positions are allocated in the structure of the personnel department of CJSC City-XXI: - Head of the personnel department; - HR manager. At the head of the personnel department of CJSC City-XXI is the personnel director. This is a professional HR manager who is responsible for the development and implementation of HR solutions for the entire company. The HR manager works with the hiring managers and job placement managers who oversee company departments or specialize in issues such as compensation, social benefits, and other issues. The personnel department of CJSC City-XXI performs the following functions:

rational use

special courses

New Year's gifts

In the process of researching the peculiarities of the work of a personnel manager at ZAO City-XXI, I managed to talk with one of the company's managers, who spoke in detail about his working day. The results of this study are presented in Appendix 1.

Management of an organization at any level includes the well-known functions performed by managers: planning activities, organizing them, motivating people who implement these activities and monitoring processes and results. These functions are linked into a single cycle of the so-called "traditional management" by communication and decision-making processes. But the successful fulfillment of the functions of traditional management is unthinkable without the main resource, with the help of which the manager, in fact, carries out his functions - without people.

The organization as a whole is nothing more than an association of people working together to achieve certain goals. Organizations have existed longer, and sometimes much longer, than specific people work for them. Thus, organizations are the temporary residence of the people who work for them. The organization, among other things, is and social system... That is, not only does it use employees to complete assigned tasks, but employees also use it to fulfill their personal goals and interests.

Despite this, the organization must treat the people who join it and spend a significant part of their life in it, so as not only to ensure the achievement of the organization's goals by the forces of these people, but also to contribute to at least partial satisfaction of their own interests and goals.

Personnel management as an addition to traditional management has developed in Western business in the form of a special direction management activities managers already 30-40 years ago. Further development HR management has become human resource management, which is characterized by a more active approach to personnel policy, an increase in the role of line managers in working with people, more attention to the individual needs of employees, an approach to personnel costs as an investment, and a shift in emphasis in work with personnel to managers.

The personnel policy of an organization can be called a document that describes a set of actions taken by the organization and its leaders in relation to human resources, that is, to people working and intending to work in the organization. But the personnel policy is not only the aforementioned document, but also its practical implementation.

The aim of this work is the personnel policy of Kolibri LLC.

The research objectives included the following questions:

ANALYSIS OF PERSONNEL MANAGEMENT AND PERSONNEL POLICY LLC "KOLIBRI

1. General information and characteristics of the company

Limited Liability Company "Kolibri", Irkutsk (hereinafter referred to as LLC "Kolibri") was established on January 10, 2001, the Charter of the company was adopted. 100% of the company's share belongs to four owners - individuals, founders of the company.

The company was established to meet the needs of the residents of Irkutsk and the Irkutsk agglomeration (Angarsk, Shelekhov, Usolye-Sibirskoye) in sewing and repairing clothes made of silk, cotton and other types of fabric.

The company acts on the basis of the Articles of Association and Memorandum of Association. The management of the company is carried out by the sole body, the general meeting of the participants. The executive body is collective and accountable to the general meeting. Fundamental issues are resolved by the general meeting (amendments to the Articles of Association, approval of annual reports, distribution of profits and losses) and relate to their exclusive competence. The decision on reorganization or liquidation of the company is also competent to be taken only by the general meeting. Issues attributed to the exclusive competence of the general meeting cannot be transferred to them for decision by the executive body of the company.

The members of the company are not liable for its obligations and do not bear the risk of losses associated with the activities of the company, within the limits of the value of the contribution made.

Members of a limited liability company have the right to:

· Participate in the management of the affairs of the company in the manner prescribed by the legislation and the constituent documents of the companies;

· Receive information about the activities of the company and get acquainted with its accounting books and other documentation in accordance with the procedure established by its constituent documents;

To accept new owners of the company by making their share in authorized capital;

· Sell or otherwise cede his share in the authorized capital of the company or part of it to one or several participants of this company, in the manner prescribed by law and the charter of the company;

· Take part in the distribution of profits;

· In case of liquidation, receive the property left after settlement with creditors, or its value;

· To leave the company at any time, after settling with creditors, which will entail its liquidation.

The company owns separate property, recorded on its independent balance sheet, can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court. The company has a round seal, which contains its full corporate name in Russian and an indication of the location of the company. It also has stamps and letterheads with its own company name, its own emblem, as well as a trademark registered in the prescribed manner and other means of individualization.

LLC "Kolibri" is responsible for its obligations with all property belonging to it and is not responsible for the obligations of its members. In the event of insolvency (bankruptcy) of the company through the fault of its participants or through the fault of other persons who have the right to give instructions binding on the company or otherwise have the opportunity to determine its actions, subsidiary liability may be imposed on these participants or other persons in the event of insufficiency of the company's property for his obligations.

The organization belongs to the enterprises of light industry, in the category of garment enterprises that carry out commercial activities for the purpose of making a profit.

LLC "Kolibri" offers the following types of services:

Tailoring of clothes and accessories by order of consumers;

Organization and provision of services in the field of clothing repair;

Wholesale and retail sale of fabrics, accessories, threads.

Financial and economic analysis of activities is carried out according to the analysis of profits (losses) of "Kolibri" for 2005-2007. is given in table 1.1. ...

Table 1.1.

Profit and loss statement "Kolibri" for 2005-2007.

Indicators	2005 year	2006 year	2007 year
Proceeds from the sale of goods, services, works	11031	15421,6	14317,4
Gross income	2370,6	2811,2	2807,2
Treatment costs	2281	6180,8	7037,5
Incl. raw material	223,9	49,2
Wage	1564,7	4355,5	356,4
Fare	111,6	208,5	4678,7
Depreciation of fixed assets	45,3	118,6	128,8
other expenses	520,1	1274,3	113,3
Profit	272,7	168,2	1760,3
Other operating income	14,5	80,6	436,8
Other operating expenses	25,2	73,5	17,2
Non-operating income	-	-	79,6
Non-operating expenses	38,3	37,3	-
Results total	223,7	138,0	374,4
UTII	78,295	120,7	151,4
Income tax	-	-	-
Net profit	145,405	17,3	223,0

Analysis of profits of Kolibri in 2007 indicates a decrease in sales of sewing assortment and tailoring services by an average of 7.2%, compared to 2006, which is lower than compared to 2006 to 2005, where there was an increase of 39.8%. The indicator of distribution costs in 2007/2006 grew by 13.9%, the growth is lower than the growth of this indicator in the period 2006/2005, which increased 2.7 times.

The indicators of turnover and profitability for "Kolibri" are summarized in table. 1.2.

Table 1.2

Indicators of turnover and profitability of "Kolibri"

The net profit indicator in 2007 increased to 223 thousand rubles. 13.11 times compared to 2006 (2006/2005 - minus 11.8 times). The decrease in the net profit indicator in 2006 decreased due to the growth of the net indicator of the prime cost of raw materials and supplies by 6.7% (13.9 - 7.2%).

The activities of the Kolibri company are not associated with environmental harm for the environment... Disposal of production waste (threads, pieces of fabric, packaging) is carried out in accordance with sanitary regulations and norms (SanPiN), according to Russian legislation.

The labor relations of Kolibri employees are governed by the current labor legislation, collective labor agreements concluded with employees, internal labor regulations, and job descriptions of employees.

The safety requirements in the atelier are set out in the technological documentation and are steadily fulfilled throughout the entire technological process, including control operations, transportation, storage of processing facilities and waste disposal.

Classification, composition and structure of personnel of the enterprise

Personnel of the enterprise- these are workers who are constantly involved in production, economic, commercial and financial activities, who have undergone certain professional training and have work experience. Or is it a collection of individuals who are with the firm as a legal entity in a relationship governed by a contract of employment.

According to the adopted classification of cadres businesses are divided into two categories :

 industrial production personnel(PPP), which includes persons directly related to production and economic activities;

 non-industrial personnel- employees who are not directly related to the production activities of the enterprise (employees of housing and communal services, cultural and welfare institutions listed on the balance sheet of the enterprise, etc.)

In turn, the PPP, depending on the functions performed, is divided into the following categories of workers:

1. Workers- persons directly involved in the process of material production . Depending on the functions they perform, they are divided:

 on major directly involved in the manufacture of products (machine operators, operators of automatic lines, etc.);

 subsidiary performing various functions for servicing the production process (adjusters, repairmen, warehouse workers, etc.).

2. Leaders- persons performing the functions of organizing and managing production (director, his deputies, heads of departments, workshops, shifts, foremen, etc.).

3. Specialists- employees who have completed higher or secondary special education and perform functions technical training production, research, design, etc. (technologists, designers, economists, lawyers, etc.)

4. Employees- persons performing various functions of production management - preparation and execution of documentation, accounting and control, economic and administrative services, etc. (clerks, cashiers, secretaries, etc.).

At some enterprises, apprentices and security guards can be allocated.

By the nature and complexity of the work performed, all personnel for the purposes of planning the need for personnel are grouped by professions, specialties and qualifications.

и Under profession they understand a certain type of activity of a person who owns a complex of special knowledge and practical skills that allow them to perform a certain type of work.

è Speciality- a set of knowledge within the profession (fitter-toolmaker, fitter-assembler, fitter-plumber)

è Qualification- the degree and level of training of the employee. It characterizes the degree of complexity of this particular type of work performed by him. For specialists and employees, the qualification level is determined on the basis of the level of special education with subsequent adjustment based on the results of the attestations carried out. For workers, the qualification level is the tariff category assigned to each according to the results of the tests performed.

Frame structure Is the share of the corresponding group of employees in the total number of personnel. The study of the composition of the labor force also presupposes obtaining the corresponding structural characteristics for a number of demographic characteristics: gender, age, level of general and special education, etc. These data are necessary for the enterprise to develop personnel policy and staffing prospects. The structure of personnel is studied and analyzed both for the enterprise as a whole and for its individual divisions.

Personnel composition the enterprise is characterized by the following indicators:

1. List and attendance number of employees

2. Average headcount for a certain period

3. The share of workers of certain categories in the total number of PPP

4. The growth rate of the number of workers for a certain period

5. Average category of workers

6. Average work experience of managers and specialists

7. Staff turnover on hiring and firing

To account for the number of employees at the enterprise, the indicators of the payroll, average payroll, attendance and the actual number of employees are used. V payroll all employees hired for permanent, seasonal, or temporary work for a period of 1 day or more from the date of their enrollment are included. In this list, each calendar day includes both those who are actually working and those who are absent for some reason. Average headcount for the reporting month is calculated by summing up the number of employees on the payroll for each calendar day of the reporting month, i.e. from the 1st to the 31st day, including holidays and weekends, and dividing the amount received by the number of calendar days of the reporting month. When determining the average headcount, full-time workers, part-time workers with a coefficient of 0.5 and employees working under contract contracts are included.

For small businesses, a simplified definition of the average number of employees is allowed as a half-sum of data on their availability at the beginning and end of each reporting month. Explicit number shows how many people on the list showed up for work. Number actually working Is the number of personnel who came to work and actually started work. The difference between the attendance and the actual headcount allows you to determine the whole day's downtime. A change in the payroll headcount occurs as a result of the hiring and dismissal of employees.

The main reasons for dismissal workers are:

1. Reasons of a physiological nature

2. The reasons provided by law (conscription, admission to study, etc.)

3. Reasons related to the personality of the employee (own desire, for absenteeism, in connection with a court decision, etc.)

The main indicators characterizing movement of frames, relate:

1. Intensity factor

Federal Agency for Education and Science

Ural State University of Economics

Department of Labor Economics and Personnel Management

COURSE WORK

on the course "Analysis of labor indicators"

topic: "Analysis of the staffing and movement of the organization's personnel"

Artist: Maslova Natalya Anatolyevna

Head: Candidate of Economic Sciences, Associate Professor N.V. Vorobieva

Yekaterinburg 2012

Introduction

1. Theoretical aspects of the analysis of the personnel composition of the organization's personnel6

1.1 The concept of the structure and movement of personnel of the enterprise

1.2 Factors causing staff turnover

3 Methods for calculating employee turnover

4 Methods to reduce employee turnover

Analysis of the composition and movement of personnel of the organization MGB No. 1

1 a brief description of Municipal City Hospital No. 1

2 Analysis of the personnel composition of a healthcare institution

3 Analysis of the movement of personnel in a health care institution

Reduced staff turnover in the institution

Conclusion

List of sources used

Applications

Introduction

The relevance of research. It is difficult to argue with the fact that the organization's people are the main resource of the company. Today, most managers are convinced of the importance of personnel policy issues, since no matter how good an idea is, employees of the organization bring it to life. And only a well-chosen workforce, a team of like-minded people are capable of realizing the serious tasks facing the company.

One of the important and complex problems of management is to ensure the sustainability of the functioning of enterprises and organizations in the context of the economic crisis and thereby reduce the negative effects of the phenomenon of cyclicality. Today, the instability of economic development is directly manifested in the growth of staff turnover in organizations of all types and forms of ownership.

The turnover depends on many factors (the specifics of the business, the territorial location of the company, the stage of development of the company, qualifications, education and age of the employee), therefore each company determines its ideal level of personnel turnover.

In the Russian manufacturing sector, the optimal turnover rate is about 10%. In an actively growing business, especially at the stage of mass hiring, the turnover rate can be just over 20%. In the restaurant and insurance business, 30% of the annual turnover of employees is not a concern, and for some retail chains even 80% turnover is considered normal.

In large cities with a large labor market, the average rates for all sectors vary from 10% to 20%. And in a small provincial town, this figure can be as low as 5% just because there are much fewer opportunities to find another job in this area. The percentage of the norm is also different for different levels of personnel: for the management level, turnover should not exceed 5%, for line personnel 10-30%, for unskilled personnel - 80%. It is noticed that the lower the qualifications, the greater the desire to change jobs.

And yet, the rate of employee turnover depends not so much on any standards as on the company's personnel strategy. Practice shows that the main reason for dismissal is employee dissatisfaction with their position.

For many companies, high employee turnover is one of the most pressing problems. Therefore, it is important to learn how to manage staff turnover: identify its causes, keep statistics and take appropriate measures in time.

If a company has a high staff turnover, it is necessary to constantly look for replacements for departing employees, to adapt and train newcomers, to solve the problem of continuity and safety of commercial information. It is more difficult for companies with high employee turnover to form an image of an attractive employer and create a favorable climate in the team. Therefore, it is no coincidence that staff turnover is one of the main indicators characterizing the effectiveness of the human resource management system in a company.

However, despite the demands of practice, science has not yet developed an integral concept and technology for managing this process. In this regard, the question of finding ways to assess and methods to reduce staff turnover remains relevant.

The object of the research is the medical institution Municipal City Hospital No. 1 (hereinafter MGB No. 1).

The subject of the research is the personnel management system of the Municipal City Hospital No. 1 in Serov.

Purpose of the research: to study the problem of staff turnover at the enterprise and find ways to reduce it.

Research objectives:

Explore modern approaches to the analysis of the staffing and movement of the organization's personnel, to assessing staff turnover.

Identify the factors causing staff turnover.

Conduct an analysis of the staffing and movement of personnel of the organization MGB No. 1.

Analyze staff turnover in MGB # 1.

Identify the reasons for staff turnover.

Develop measures to reduce staff turnover.

Information base : Labor Code of the Russian Federation, local acts of the enterprise, articles of periodicals, sources of personal origin, information and bibliographic systems, Internet resources.

Theoretical and methodological basis for writing term paper The works of the most famous scientists in the field of personnel management, such as Armstrong M., Bazarov T., Eremin L., Goncharov V.V., Loiko O.T., Ulrich D. .N., Zhukova D.M. and etc.

Methods used as research tools mathematical statistics, statistical and information-logical analysis, managerial and social research methods using a systematic approach.

1. Theoretical aspects of the analysis of the personnel composition of the organization's personnel

.1 The concept of the structure and movement of personnel of the enterprise

An important element of modern market relations is the supply of labor. This is an offer by hired workers of their ability to work to the employer (enterprise, firm) for a certain time, for a certain fee. The supply of labor begins with the employee, and we can say that it is individual in nature. Labor supply, according to the Russian researcher B.M. Genkin, is determined by the labor potential (the number of the able-bodied population, its health, morality, activity, level of education, qualifications, mobility), possible value wages, traditions and customs. According to Russian scientists V.V. Adamchuk, O. V. Romashov and M.E. Sorokin's labor force is "the able-bodied part of the population with the physical and intellectual abilities for work, capable of producing certain material goods or providing certain services." According to A.Ya. Kibanov's labor force (labor resources) is "the main productive force of society, including the able-bodied part of the country's population, which, thanks to its psychophysiological and intellectual qualities, is able to participate in socially useful activities, producing material and spiritual benefits and services."

Figure 1 shows the structure of the workforce.

Figure 1 - The structure of labor resources

According to V.V. Adamchuk, O.V. Romashova and M.E. Sorokina's age limits and the socio-demographic composition of the labor force are determined by the system of state legislative acts (1, p. 20).

The age structure of the organization's workforce suggests the following main age groups:

youth aged 16 - 29;

persons from 30 to 49 years old;

persons of pre-retirement age (men 50 - 59 years old, women 50 - 54 years old);

persons of retirement age (men 60 years old and older, women 55 years old and older).

The gender structure of the organization's workforce is characterized by the ratio of the number of men and women in their composition.

To characterize the workforce of an organization by level of education, the following most important indicators are used:

the level of general, special and higher education;

educational level by social group.

According to the level of education, the ratio between the number of workforce of an organization with a higher, specialized secondary, secondary and incomplete secondary education is determined regardless of the work performed or the position held. The ratio of employees by type of activity and skill level characterizes the professional and qualification structure of the organization's workforce. Professions are determined by the nature and content of labor, the specifics and conditions of functioning of individual sectors of the economy. Within the framework of general professions, specialties are distinguished. Depending on the complexity of the work, highly qualified, skilled and unskilled workers are distinguished. When determining the ratio of the organization's workforce by categories of personnel, workers and employees are taken into account, including managers, specialists, and so on.

Thus, we can conclude that knowledge of the structure of the organization's workforce is necessary to determine the directions of its effective use.

Indicators of the dynamics of the organization's workforce.

The management of company employees largely determines their dynamics within the organization. More often than not, frame movement includes the following indicators:

hiring and dismissing from work;

transfer to another position;

business trip;

provision of vacations.

Consideration of the dynamics and movement of the workforce in an organization can begin with the problem of employee turnover. In modern organizations, the personnel management system has stood out independent view HR work - the management of the release of personnel, which consists in compliance with legal norms, organizational and psychological support from the administration when an employee is dismissed. The purpose of this activity is to adequately part with any dismissed person and maintain long-term relationships with people loyal to the enterprise.

Staff turnover is the movement of the workforce due to employee dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

Distinguish between natural and excessive staff turnover. The employee turnover of a particular organization can be determined using such an indicator as the employee turnover rate. The staff turnover rate is the ratio of the number of dismissed employees of the enterprise who left during a given period for reasons of turnover (of their own free will, for absenteeism, for violation of safety measures, unauthorized leaving and other reasons not caused by production or national needs) to the average number for the same period.

Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties. A normal indicator of turnover will be 3-5% of the total number of employees in the organization. This level contributes to the natural renewal of the company's employees. If the level of turnover significantly exceeds the established rate, then there is an increase in the costs of the organization. If the organization does not have a developed personnel strategy, then the team will be destroyed.

To study the dynamics and movement of the workforce, organizations use the following system of indicators:

the absolute number of hired and dismissed employees for the period;

personnel turnover - the totality of hired and retired employees, considered in relation to the average number of employees for a certain reporting period;

the coefficients of acceptance and retirement of workers, which are indicators characterizing the turnover of labor in relative values;

coefficients of stability, turnover and constancy of personnel;

the replacement rate of employees, which characterizes the replacement of employees who left the organization for various reasons, by newly hired employees;

staff constancy ratio - the ratio of the number of employees on the payroll for the entire reporting period to the average number of employees for the reporting period.

Therefore, we can conclude that the listed indicators characterize the stability and dynamics of the organization's workforce.

.2 Factors causing staff turnover

Staff turnover is the movement of the workforce due to the employee's dissatisfaction with the workplace or the organization's dissatisfaction with a specific employee.

Fluidity can be:

Intra-organizational - associated with labor movements within the organization;

External - between organizations, industries and sectors of the economy.

Distinguish between natural and excessive staff turnover. How do you understand whether there is a natural or excessive employee turnover in your company?

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from the management and personnel department.

Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties.

Excessive staff turnover, according to Western psychological research, negatively affects the morale of the remaining workers, their work motivation and dedication to the organization. With the departure of employees, the established ties in the work collective fall apart, and turnover can become an avalanche-like character. In recent years, Russian enterprises have often seen cases of “departures by departments,” when established work teams, due to the same motivation and established contacts, prefer to move to another organization as a whole.

Thus,

-staff turnover affects the productivity of not only those employees who intend to leave, but also those who continue to work, that is, the life of the entire organization;

-turnover hinders the creation of an efficiently working team, negatively affects the corporate culture of the organization.

Despite the severity of this problem in many organizations, “retention programs” are still rare.

In the event that it comes about the movement of labor, caused by the dissatisfaction of the employee with the workplace (working conditions, the size of compensation remuneration, the content of the work), it is customary to talk about an active form of turnover.

The turnover arising from the dissatisfaction of the organization with the employee (non-observance of labor discipline, unsatisfactory performance results) is usually attributed to the passive form of the organization's staff turnover. Thus, the active and passive forms of turnover are distinguished by the reasons for the dismissal of the organization's personnel.

When assessing the turnover of the organization's personnel, it is customary to distinguish between the internal and external staff turnover. Intraorganizational turnover is associated with labor movements of employees within one organization. External - characterized by the movement of personnel between different organizations, industries and sectors of the economy.

The magnitude of the apparent economic damage from staff turnover can be determined through the totality of losses caused or caused by:

a) breaks in work; the need to train and retrain new employees;

b) a decrease in labor productivity among workers before dismissal; insufficient level of productivity and quality of labor of newly hired workers.

When analyzing the state of affairs with personnel turnover in relation to a particular organization, it is important to take into account not only the specifics of its business and the values of the turnover rate prevailing in the market. First of all, one should take into account the strategy of its development being implemented by the organization. At the same time, for an organization at a particular point in time, the value of the turnover rate may be different from the generally accepted value, although the spread of values in each separate area of business should not be significant.

After quantifying the flow rate, it is advisable to determine the values of natural and excess flow. At the same time, it should be borne in mind that natural turnover (below or equal to the value of the turnover rate) contributes to the timely renewal of the team and does not require special measures from the management and personnel department, it is necessary and useful for the organization. Excessive turnover causes significant economic losses, and also creates organizational, personnel, technological and psychological difficulties in the organization. An important component of the total economic damage from staff turnover is the organization's costs of recruiting personnel as a result of turnover.

Thus, in a market economy, the needs of an organization for employees change for various reasons. Such changes do not always mean increasing or maintaining the demand for labor at a constant level. The introduction of new technologies, the cessation of the production of certain types of products or the provision of services by the organization can lead to a reduction in demand for both certain categories of workers and for the labor force as a whole.

However, staff turnover is an extremely painful process, both for the dismissed employees and for the organization itself.

Staff turnover has both negative and constructive consequences. If we analyze the turnover process in more detail, then it can be noted that the consequences of turnover depend both on its quantitative size and on the qualitative composition of the organization’s employees who quit / quit. The consequences of high turnover can be felt over the years in the form of demotivation of the remaining employees, their distrust of managers, and a decrease in labor productivity. With this in mind, it becomes clear that layoff management is one of the essential functions personnel management and requires coordinated actions of the management of the organization and the personnel management service. Naturally, the organization must take measures to bring the number of employees in line with its real needs, that is, to manage staff turnover. To do this, it is necessary to investigate the factors causing staff turnover.

The factors causing staff turnover are diverse, have different sources, the strength of their influence is different, changeable and often difficult to quantify. All factors can be conditionally divided into three groups (Figure 2).

Figure 2 - Factors affecting staff turnover

A) Internal factors:

) Low wage... Uncompetitive pay rates do not attract new talent and force employees to look for better deals. At the same time, turnover can be influenced not only by the amount of payment, but also by its constant delays. In such a situation, the cost of wages actually decreases, no matter how high and competitive it is. Turnover in companies with small but stable salaries can be even less than in companies where salaries are delayed, because delays break employees' confidence in the future, and the need for stability is not satisfied. Sometimes low salaries and, as a result, the dismissal of specialists are associated with the inability to earn more. For example, for sales managers, this is an overestimated production plan, which means that they do not receive interest on transactions.

) But often employees are dissatisfied not so much with the size as with the unfairness of wages, that is, the lack of its connection with the results of labor, chaos in the ratio of salaries of specialists from different departments, and a sharp difference in salaries of homogeneous specialists at enterprises of the same region. It is possible to achieve the required balance in wages. To do this, it is necessary to balance the system of official salaries, to build positions by steps in accordance with their value (both in the company and in the labor market), and also take into account the professionalism of the employee. The most objective approach is to assess the professional competencies of employees and determine the qualification bonus to the salary. The official salary and the salary allowance for qualifications constitute a permanent part of the remuneration. The variable part of the salary should already depend on the specific results of the employee's work. Moreover, one should focus not only on the momentary financial result, but also on the factors influencing the company's success in the future. This is an increase in the professionalism of employees, the optimization of the company's business processes and products, and an increase in customer satisfaction.

) Lack of career advancement, experience, training or professional development is one of the most common reasons for employee leaving. Often an employee, having worked in the company for about a year, is already expecting a promotion, while the employer does not have a real opportunity to advance him up the career ladder, even if the employee deserves it according to the results of certification. A simple increase in wages in this case will suit him only for a short time - no more than six months.

In this situation, you can build a horizontal career: that is, introduce subdivisions within a department, gradations within a position (manager, senior manager, leading manager, etc.), linking each level with a system of material and non-material motivation. Some companies, especially those related to creative and intellectual work, deliberately create new divisions and directions in order to avoid the "brain drain". Of course, you will need, first, to change staffing table and secondly, to develop a new system of salaries and bonuses in this group. Naturally, the most worthy of the "overdue" employees become the leaders of the new directions. At the same time, the new appointment should be accompanied not only by an increase in wages, but also by the expansion of official powers and responsibilities. 4) Not developing relationships with the team and management, constant discomfort at work is a very strong and increasingly widespread incentive to change it, even with a very high level wages in a prestigious company and in a respectable position.

) The monotonous content of the work - common reason high staff turnover. Monotony, boredom, as well as uncertainty, constant stress lead to rapid burnout, fatigue, depression. A person who works at the same place for a long time gradually loses interest in the business, his productivity decreases, and, in the end, he has a desire to change his place of activity.

This problem can be solved with the help of personnel rotation, enrichment of labor, incentives to creativity. So, one of the employees can become a mentor for beginners, conduct classes, seminars. Someone will feel an interest in social activities and will become the author of a section on the corporate website or editor of a corporate newspaper. At the same time, productivity increases, but in case of dismissal of an employee, the losses of the company also increase.

If the company has nothing to offer the employee as a replacement (for example, this is a sales manager and there is nowhere to transfer him) and the time of his activity in the current place is equal to the duration of his work in the company as a whole, you should focus on increasing the return on the “overdue” employee.

In any case, the options for solving the problem depend on the organization itself, on its capabilities and specifics.

B) External and personal factors (Figure 3).

Figure 3 - External and personal factors affecting staff turnover

An unsatisfactory demographic situation and the quality of labor resources with economic growth lead to a shortage of both qualified and unskilled employees. The shortage of personnel with high competition leads to the turnover and struggle of employers for human resources and, as a result, to an increase in wages. The increase in the cost of labor resources leads to an increase in company costs and a decrease in competitiveness. Companies that cannot pay the required wages lose their staff, which, if the critical value of staff turnover is exceeded, can lead to insolvency and further bankruptcy.

Personal factors include the age of employees, the level of their education and qualifications, and work experience.

It is known that the desire to move from one organization to another is inversely proportional to age. The peak of transitions ends at 25 - 30 years old. Employees of lower qualifications who do not have a family, have no prospects, earn less money, and live far away change jobs more often.

The intensity of turnover is significantly different in groups of workers with different length of service at the enterprise. After three years of work at the enterprise, there is a sharp decrease in the intensity of turnover, which is associated with both the age factor and adaptation problems.

In addition, the low awareness of the candidate and the fact that the employer overestimated the positive aspects and underestimated or concealed the difficulties of working in the company during hiring can provoke unreasonable expectations among the employee, which will further lead to an increase in dissatisfaction with the company and, consequently, to dismissal. That is why it is important not to hide from the candidate the conditions, responsibilities and nature of the job ahead.

In some companies there is a practice of conducting exit interviews or questionnaires when employees are fired. It's no secret that official information (the reasons for dismissal, recorded in the order of dismissal and work book) does not always reflect the real state of affairs.

The exit interview (questionnaire) allows you to understand the true reasons for the departure of employees and identify negative trends in the life of the team (for example, the dismissal of employees of one of the departments due to their failure to accept the management style of their immediate supervisor) and take corrective measures in time.

You can keep a record of the reasons why employees of the company are dismissed in a special pivot table, presented in Figure 4.

When analyzing employee turnover, special attention should be paid to the “potential turnover” due to latent employee dissatisfaction. It should be compared with the real one and examined by groups of people who quit and reasons for leaving. If, for example, the latent fluidity is high, and the real one is low, internal stabilizing factors act in the team.

Figure 4 - Causes and consequences of high staff turnover

For a detailed analysis of turnover, special questionnaires and questionnaires for analyzing motivation to work should be used.

Upon dismissal of their own free will, foreign organizations practice a final interview.

The final interview allows you to:

a) carefully assess the fact of dismissal and all the associated consequences;

b) provide the former employee with psychological support, if he needs it;

c) get additional information about the state of affairs in the organization;

d) partially or completely remove various claims of both parties to each other;

e) in some cases, prevent dismissal, keeping a valuable employee for the organization. The main objectives of the final interview are: analysis of bottlenecks in the organization; an attempt, if necessary, to influence the employee's decision to dismiss. The information obtained from the final interview can serve as the basis for the formation of measures for the development of the organization, personnel, relations between the administration and employees, the manager with subordinates, the workforce, etc. Conducting the final interview is a challenge. One of them is that the quitting employee during the interview will not want to accurately name the reason for quitting, or will do it with a great deal of subjectivity. In this regard, two ways out of the situation are possible:

) conducting a conversation at a high level of psychological competence;

) postponement of the conversation to a later date, when the reasons for dismissal and the general situation in the organization will be perceived by the former employee more balanced and objective.

After the reasons for staff turnover have been identified and analyzed, it is necessary to develop a program of actions aimed at bringing this indicator to a normal value.

Particular attention should be paid to reducing active employee turnover. For this, it is necessary to improve working conditions and the system of incentives, create opportunities for professional growth of employees, increase the competence of managers at different levels, and form the image of an attractive employer.

The structure of the motives for the departure of qualified specialists and employee managers has its own specifics, which is different from the specifics of the departure of ordinary personnel. This category of employees turns out to be sensitive to a wider range of demotivators, including relationships with top management and professional development opportunities.

Too high qualifications, lack of complex tasks, insufficient level of authority make work in the company uninteresting for a manager or a highly qualified specialist. Not finding a worthy application for his skills, he begins to look for a new employer.

Lack of qualifications to carry out the assigned duties, on the contrary, makes the job too difficult. An employee who constantly fails to cope with the tasks assigned to him experiences stress from the feeling of his own failure. Only a few are able to admit openly that entrusted work is beyond their strength. An employee who has crossed the border of his own competence, in most cases, will prefer a change of job to a demotion in his native company. Often, the threshold for the departure of such an employee is a serious or long-term illness, which is then passed off as the main reason for leaving the company.

The lack of a sense of achievement and visible results of work also undermines the "fighting spirit" of specialists and managers. Not many people are able to work for a long time without seeing the return on their labor. The majority have a feeling of hopelessness, uselessness of their activities, and this makes employees look for another job.

The inability to use any skills of the employee that he himself values. The most typical examples are a good knowledge of an employee's foreign language or programming skills. The desire to find application for all their talents can provoke a specialist to look for a place of work where these skills will be in demand.

Ignoring ideas and initiatives is very difficult for both narrow specialists and leaders. After all, they are guided by the best intentions and want the company to work better.

Lack of recognition of achievements and results from management and colleagues demotivates the employee.

The deprivation of such needs as attention, respect, recognition will not take long. Working solely for the sake of money quickly turns into hard labor. Even negative feedback is perceived more easily and “gratefully” than treating the employee and his achievements as an empty space.

Thus, there are many reasons for staff turnover. The workers themselves are most often called the following:

lack of opportunities for professional growth;

lack of demand for work by top management;

the company lacks funds for personnel;

decline in wages due to inflation;

social insecurity;

problems with corporate discipline;

lack of career prospects;

isolation of management from ordinary workers;

lack of a transparent, understandable, effective motivation system;

division of people into "old" and "new", "ours" and "others";

the establishment of salaries not according to the contribution, but according to the proximity to the management;

lack of interest from management in retaining staff;

inconsistency of the professional level with the duties performed;

unsettled relationships in the team, with the leadership;

dismissal "for the company" with colleagues at work.

Thus, the HR manager should analyze the true reasons for the dismissal of employees, identify general trends and take them into account in the formation of personnel policy - this will allow, reduce the level of staff turnover to an acceptable level.

1.3 Methods for calculating employee turnover

When analyzing labor turnover, it is generally accepted to start with the concept of "staff movement". By the movement of personnel of an enterprise (in this article, internal movement will not be considered) we mean the totality of all cases of employees entering the enterprise from the outside and all cases of leaving the enterprise. In previous years, this problem attracted the attention of economists in connection with the undoubted damage that fluidity causes to the national economy of the country. Fluidity was usually understood as the phenomenon that seems to be the direct cause of the specified damage, namely the spontaneous, unorganized movement of labor.

Staff turnover is also one of the many challenges facing businesses today. It is necessary to distinguish between its natural level in the range of 3-5% of the number of personnel and increased, causing significant economic losses. The natural level contributes to the renewal of production teams.

This process is ongoing and does not require any extraordinary measures on the part of personnel services and management. Some employees retire, some quit for various reasons, new employees come to their place - every enterprise lives in this mode.

In recent years, at Russian firms and enterprises, things have often developed in such a way that employees left for other organizations in whole departments or teams. At the same time, individual sections or entire industries were practically paralyzed. While new employees are recruited, while they work with each other and become a team, time passes during which the company incurs losses associated not only with the cost of labor adaptation of new employees.

A high level of staff turnover almost always indicates serious shortcomings in personnel management and enterprise management as a whole, this is a kind of indicator of trouble, although in some cases the level of turnover is high due to the specifics of production (for example, a large volume of seasonal work).

O.P. Korobeynikov, D.V. Khavin and V.V. Nozdrin propose to use such as: the indicator of the average number of employees, the rates of admission, retirement, stability and turnover of personnel:

1. The indicator of the average number of employees () is determined by the formula:

where P1, P2, P3… P11, P12 is the number of employees by month.

The personnel admission rate (Kp) 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 Рп - the number of hired workers, people; - the average number of personnel, people.

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

where Ruv is the number of dismissed employees, people; - the average number of personnel, people.

Ks = 1- + Rn 100, Ks = 100 (4)

where is the number of employees who quit the enterprise of their own free will and due to violation of labor discipline for the reporting period, people; - the average number of employees at the given enterprise in the period preceding the reporting period, people: Pн - the number of newly hired employees for the reporting period, people.

The staff turnover rate (CT) is determined by dividing the number of employees of the enterprise (convoy, section), who left or were dismissed during a given period of time, by the average headcount for the same period:

where Ruv is the number of retired or dismissed employees, people; - the average number of personnel, people. In conclusion, I would like to note that with the development of the segment of recruiting services in the labor market, for many enterprises, especially in large cities of Russia, the solution of these issues can be shifted to specialized recruiting agencies. However, it is important to show the following: the proposed procedure is primarily designed for own strength the personnel department of any enterprise and with proper organization of personnel management is able to effectively solve emerging problems.

The basis of personnel movement management is the establishment of regularities in the personnel turnover process. Knowledge of these patterns makes it possible to determine the most effective management impacts.

The dependence of the rate of employee turnover on socio-demographic characteristics is so significant that it cannot be neglected.

Knowledge of the regularities of the influence of the employee's personal characteristics on his propensity to move allows:

first, predict the number of layoffs,

secondly, to find ways to mitigate the negative impact of these factors.

Known, for example, the experience of determining the future level of staff turnover depending on the time spent by employees at the enterprise.

A detailed study of staff turnover is carried out using special surveys in two directions:

) to create a general portrait of those quitting (based on information about gender, age, marital status, number of children, general and vocational education, length of service, wage level, disability, wages earned over the past few months);

) to study the reasons for leaving, which can be non-use in the specialty, dissatisfaction with work, working conditions and regime of work, earnings, inability to study, poor relations with the administration and with colleagues, the birth of a child, lack of places in child care, long trips. In large organizations, it is advisable to analyze data on turnover by profession, division, position, reason, and age group of those who quit. In-depth analysis can be done once a year, and quantitative assessment by department can be done monthly. This allows you to clarify the reasons and provide timely measures to retain staff.

The gradual reduction of the turnover level to an acceptable value can be represented, in particular, through the possibility of planning upcoming layoffs, linking the layoff processes with the hiring processes, and assistance to the dismissed employees. To solve these and other issues, it is necessary to proceed from specific situation at the enterprise.

The methodology discussed below assumes an orderly phased activity, the implementation of which should be entrusted directly to the personnel department of the enterprise.

All activities for the management of personnel turnover within the framework of general personnel management can be represented in the form of the following sequential stages, presented in Figure 5.

staff turnover hospital

Figure 5 - Stages of staff turnover management

STAGE. Determination of the level of staff turnover. At this stage, it is necessary to answer the main question - is the level of turnover so high that it leads to unreasonable economic losses, loss of profit by the enterprise.

STAGE. Determination of the level of economic losses caused by staff turnover. This is very important stage and at the same time one of the most labor-consuming, since it requires special data.

3 STAGE. Determination of the reasons for staff turnover. A high level of staff turnover can be caused by the specifics of the production and economic activities of the enterprise or by the imperfection of its management system. In the first case, there is no problem as such and no solutions are required. In the second, efforts should be made to find bottlenecks in the enterprise management system.

The reasons for the dismissal of workers from the enterprise can be analyzed in two aspects. The first will be based on a formal criterion dividing the grounds for dismissals by law - the grounds for terminating labor relations listed in the Labor Code of the Russian Federation. In this case, the list of grounds will be exhaustive, since the corresponding norms of the Labor Code do not provide for fundamentally different grounds for terminating labor relations.

The absence or appearance of precedents of dismissals for one reason or another leads, respectively, to narrowing or expanding this list. Therefore, one of the studies can be the analysis of the personnel statistics of the enterprise. The obvious possibility of this analysis is its comparability - with similar data from other enterprises, the industry as a whole.

The second aspect is related to the definition of the motivational structure of staff retirement. It is based on real reasons prompting the employee to make the decision to leave the enterprise. In this case, the statistics of the personnel service, at best, can only partially answer the question - why the employee quit.

If we detail criteria such as “personal reasons” or “unacceptable mode of operation”, and then analyze the data obtained, then we can develop real and substantiated recommendations for improving various aspects of the enterprise. For example, layoffs for personal reasons can be caused by conflicts in the "boss - subordinate" link, and, therefore, it is possible to identify shortcomings in the organizational structure of an enterprise, make a decision to change information flows, etc. The reasons for dismissal of their own accord can be indirectly indicated by the sex and age structure of the personnel: men under 27 years old - because of leaving for the army, women - for childcare, elderly workers - due to retirement. Recommendations can also be made from this. Therefore, the second study can be a questionnaire survey of employees of the enterprise. Finally, within the framework of this stage "Determining the reasons for staff turnover", it is possible to conduct a study of the position of management (not only the head of the enterprise, but also his deputies, the head of the personnel department, the personnel manager, foremen, foremen, etc. will act as representatives of the administration). ). Research method - interview or questionnaire.

Thus, by one's own efforts, it is possible to carry out three types of research within this stage, which will provide factual material for further analysis.

STAGE 4. Determination of a system of measures aimed at normalizing the process of releasing labor, improving the procedure for dismissal, overcoming the excessive level of turnover.

For this, measures can be divided into three main groups:

technical and economic (improvement of working conditions, improvement of the system of material incentives, organization and management of production, etc.);

organizational (improving the procedures for hiring and firing employees, the system of professional promotion of employees, etc.);

socio-psychological (improving the styles and methods of leadership, relationships in the team, the system of moral encouragement, etc.).

STAGE Determination of the effect of the implementation of the developed measures, improvement of the dismissal procedure, overcoming the excessive level of turnover.

1.4 Methods to reduce employee turnover

When developing a program for eliminating excessive turnover, it will also be necessary to conduct a comparative analysis of the costs of carrying out these activities and losses due to an excessive level of turnover. In this case, the management of the enterprise should do the same as with financing any other business idea - if the costs of solving the problem exceed the economic effect of reducing turnover, it is possible to look for other, "cheaper" options to improve work with personnel.

Since in the overwhelming majority of enterprises the problem is precisely the high level of turnover, and not the complete absence of the latter, in practice, the management of the level of staff turnover is expressed in the implementation of measures aimed at reducing it.

Fighting fluidity itself is pointless. In order to reduce it, it is necessary to eliminate the reasons leading to its growth or contributing to its preservation at a high level. Therefore, the next task should be to develop a set of management decisions aimed at normalizing the level of turnover, that is, bringing it to a level below the critical value.

In order to facilitate the development of such activities, it is necessary, in turn, to conduct a factor analysis of indicators of the turnover rate in various departments, job and age categories. Carrying out detailed analysis hindered by a significant number of factors that affect the level of turnover. In such cases, statistics use the principal component method, which allows you to identify and study the factors that make the most tangible contribution to the overall result.

Obviously, to control the level of fluidity, it is necessary whole line transformations. The first stage involves the implementation of activities throughout the enterprise. Any transformation must begin with the analysis and optimization of the organizational structure. This is necessary in order for the follow-up activities to be as effective as possible.

Then it is necessary to analyze the existing system of remuneration and incentives, social security of employees. Moreover, the latter is of particular importance. If wages are essentially the same everywhere (expressed in monetary terms), then social security systems, the so-called “social package,” differ significantly in their content and provide organizations with a unique opportunity to stand out from competitors. Moreover, unlike wages, the most successful variant of the “social package” is not always and not necessarily the most costly.

Finally, it is necessary to analyze the existing corporate culture. Despite the fact that this is one of the most important elements of management of any enterprise, practice shows that in many Russian enterprises there is no clearly formalized corporate culture as such, or it exists only on paper. As part of measures to manage turnover, the necessary changes should be made to the corporate culture of the enterprise, as well as measures to popularize the latter among the employees of the enterprise should be developed.

At the second stage, subdivisions and teams are identified, the turnover of which was not adequately influenced by the activities carried out at the first stage. Each such collective must be studied; the psychological climate in this team, the relationship between employees, the distribution of job responsibilities should be analyzed.

It is important to note that the achievement of positive results in the course of a complex of such events is not at all a reason to forget about turnover and focus on other problems.

The monitoring of the turnover rate should be carried out on an ongoing basis, periodically returning to one or another element of the measures for the management of staff turnover.

In the face of heightened competition and declining profitability, many organizations are looking for reserves to increase their own profitability. One of these reserves lies in managing the level of staff turnover, on which the efficiency of the enterprise depends to a large extent.

At first glance, staff turnover can and does only harm the organization. But is staff turnover always an extremely negative phenomenon that entails unnecessary costs and losses for the organization? In fact, this is not the case. Personnel turnover also carries certain "health-improving" functions.

Today, the tasks of personnel turnover management are no longer secondary in the organization. At the same time, when forming a program to reduce staff turnover and retention in an organization, special attention should be paid to a specific target audience, i.e. form a motivation program in accordance with the goals of the organization to maintain the balance of its staff. It should be understood that only “stars” and employees “above average” cannot work in an organization.

The study of the theoretical foundations of the problem of staff turnover and ways to reduce it made it possible to draw the following conclusions:

Personnel turnover is understood as a set of dismissals of employees of their own free will, as well as for absenteeism and other violations of labor discipline.

The consequences of turnover depend both on its quantitative size and on the qualitative composition of the employees who quit (dismissed) employees of the organization. This gives grounds to speak about the advisability of using in practice such concepts and characteristics as the quantitative rate of turnover and the qualitative composition of turnover, which can be used to assess the situation in a particular organization with the turnover of personnel. When conducting this type of assessment, it is important to understand that a complete lack of fluidity is an anomaly and a sign of an unhealthy atmosphere in the organization.

The fluidity close to zero does not at all speak about the effectiveness of the organization; such a picture can also characterize a situation of stagnation. On the other hand, excessive fluidity is an even more negative situation than its absence. 4. When analyzing the state of affairs with staff turnover in relation to a particular organization, it is important to take into account not only the specifics of its business and the prevailing values of the turnover rate in the market. The organization's development strategy should be taken into account. At the same time, for an organization at a particular point in time, the value of the turnover rate may be different from the generally accepted value, although the spread of values in each separate area of business should not be significant.

If the turnover in the organization does not go beyond the industry "norms", and its qualitative composition is determined by employees from the last two, least effective groups, and also, if after the dismissal of employees and hiring new ones in the company, the balance of the staff is maintained, then we can say that the company has a normal, natural fluidity, which has certain positive consequences.

Therefore, the basis of the concept of reducing staff turnover should be not only ensuring an increase in the efficiency of the organization as a whole, but also its widespread development. human resources compared with changes in the external environment.

When regulating the turnover of personnel, it is necessary to maintain certain proportions within the framework of various categories of personnel, striving to form a rational staffing of the organization.

2. Analysis of the composition and movement of personnel of the organization MGB No. 1

2.1 Brief description of the Municipal City Hospital No. 1

State Institution Municipal City Hospital No. 1 of the city of Serov, is a municipal health care institution designed to provide medical care to the population of the city.

The hospital is a legal entity, has an independent balance sheet, a round seal, stamps, letterheads with its name, settlement and other accounts in city banks, be a plaintiff and defendant in court, arbitration.

In its activities, it is subordinate to the Administration of the city of Serov and the Health Department of the city of Serov. The head physician, appointed by the City Health Department, is in charge and supervises the activities of the hospital. The chief physician independently appoints his deputies, heads of structural divisions to positions.

MGB No. 1 of the city of Serov, in accordance with its tasks on the basis of the existing licenses and certificates, provides preventive and rehabilitative assistance to the adult and child population of the city of Serov and the region. The hospital is guided by the current legislation, regulations of the Ministry of Health of the Russian Federation, local authorities, medical and sanitary service, as well as the charter.

The property of the hospital is exclusively federal property, reflected in an independent balance sheet and assigned to it on the basis of operational management.

When carrying out entrepreneurial activity, the hospital independently disposes of income from this activity and property acquired through entrepreneurial activity, which are recorded on a separate balance sheet, after taxes and other mandatory payments.

Sources of property formation and financial resources hospitals are:

federal budget funds;

funds allocated by the compulsory health insurance fund and insurance companies;

funds received from the provision of paid medical services;

voluntary property contributions and donations;

loans from banks and other lenders.

Funds not used during the year remain on the hospital's current account and cannot be withdrawn.

The hospital builds its relationships with other institutions, institutions, organizations and citizens in all spheres of economic activity, solely on the basis of contracts.

The MGB is a hospital and polyclinic complex that includes a polyclinic, a hospital for 550 beds, a diagnostic and treatment service directly subordinate to the deputy chief physician for medical treatment, administration and economic services.

The chief physician has the right to make certain decisions, to act on certain issues without the consent of other doctors within the limits established by the collective agreement.

Functional units play a service role, that is, they provide support and assistance to management in achieving organizational ties (personnel department, lawyer, accounting department, economic department, administrative department).

Organizational structure hospitals are shown in Figure 1.

The institution includes the following structural divisions:

polyclinic;

hospital;

medical and diagnostic building;

The polyclinic is intended for initial examination and assistance to outpatient patients, dispensary observation, examination and periodic treatment of chronic patients. The capacity of the polyclinic is about 10,000 visits per year.

The organizational structure of the health care institution of the MGB No. 1 is shown in Figure 1.1 of Appendix 1.

The registry is the main structural unit for the organization of patient admission. The functions of the registry include:

registration of primary patients;

organization of preliminary and urgent registration of patients for an appointment with a doctor, both when directly contacting the clinic, and by phone;

ensuring regulation of the intensity of the flow of patients in order to create a uniform load of doctors and the distribution of patients by type of care provided.

The main medical document reflecting the patient's condition and the effectiveness of medical care is the outpatient's medical record, which is kept in the clinic's registry.

The functions of the registry also include the registration and accounting of sick leaves, certificates, referrals and other documents, registration and accounting of prescription forms. A registration log is kept for each type of document.

Doctors of the consultative and diagnostic department solve the problem of providing qualified medical care to the population on an outpatient basis and at home. The doctor, examining the patient and conducting treatment, fills out his medical card, writes out directions for tests, for additional examinations and procedures, a referral for hospitalization, prescriptions for medicines.

The work of doctors is kept by the head. clinic on the basis of statistical coupons for registration of specified diagnoses, which are issued when specifying the diagnosis of the disease. Head the polyclinic also carries out the formation of reporting documents characterizing the state of health of the population and the effectiveness of the work of medical personnel.

A dispensary hospital is a clinical unit designed to provide medical care to patients with the most severe diseases requiring the use of complex methods of diagnosis and treatment, surgical intervention, constant medical supervision and intensive care.

The throughput of the hospital is about 176 thousand bed-days per year, with an average number of patients about 8.5 thousand.

The functional diagnostics department consists of functional diagnostics rooms, which are designed to conduct research using modern diagnostic methods in order to clarify the diagnosis and evaluate the effectiveness of treatment.

The clinical diagnostic laboratory is a specialized unit designed to conduct laboratory studies of biomaterials that come from all departments of the hospital.

It includes clinical, biochemical, hematological, bacteriological, immunological, histochemical, histological and cytological laboratories.

The pharmacy service is designed to provide timely and fully meet the needs of the MGB for medicines and other medicines.

The accounting department of the MGB carries out payroll accounting, accounting, inventory accounting, fixed asset accounting and financial analysis of the hospital's activities. The MGB provides medical services on the basis of payment of expenses on consolidated accounts or in cash.

Based brief description the activities of the structural divisions of the hospital, it can be concluded how diverse the contingent is.

The main task of the personnel service in the MGB No. 1 is to ensure its organization the required amount qualified personnel. Planning for personnel requirements is one of the most important areas of personnel planning. Determination of the need for personnel is determined by the system of interaction of such departments of the hospital with the personnel services as - the personnel department, the economic department, the payroll department.

The hospital has a three-person personnel management department.

There are several methods and approaches for planning personnel requirements in this enterprise. So in the MGB No. 1, they analyze the maintenance of statistics on personnel.

Studying these documents, I noticed that statistics of personnel movement at MGB No. 1 is kept regularly and in sufficient volume to objectively evaluate various data at the right time (staff turnover, quantitative and qualitative composition of personnel, discipline, etc.)

2.2 Analysis of the personnel composition of the health care institution

The core of any work organization is comprised of fully identified workers.

The normal adaptation period for different categories of workers is from one to three years. The inability to enter a labor organization, to adapt to it, causes the phenomenon of industrial and social disorganization.

Factors of labor adaptation are conditions that affect the course, timing, pace and results of this process. Factors are divided into subjective and objective.

Objective - these are factors (in the labor organization - associated with the production process), which are less dependent on the employee. These are the level of labor organization, mechanization and automation of production processes, sanitary and hygienic working conditions, the size of the team, the location of the enterprise, industry specialization, etc.

Subjective (personal) factors include:

social and demographic characteristics of the employee (gender, age, education, qualifications, work experience, social status, etc.);

socio-psychological (level of aspirations, willingness to work, practicality, quick orientation in a production situation, self-control and the ability to act rationally, sociability, self-perception and the ability to form a sense of responsibility in others, etc.);

sociological (degree professional interest, the degree of moral and material interest in the efficiency and quality of labor, the presence of an attitude towards advanced training and education, etc.).

It is these factors that we need to analyze in order to determine the degree of identification of employees to the organization.

As noted above, the staff of Hospital No. 1 is diverse in its composition and is divided into the following categories:

nursing staff;

junior medical staff;

other personnel.

The MGB is a hospital and polyclinic complex that includes a polyclinic, a hospital for 550 beds, a diagnostic and treatment service, administration and economic services.

The MGB employs 736 workers, including 98 doctors, 413 nurses, 169 nurses and 56 workers in auxiliary services.

Figure 6 shows the categories of personnel of MGB No. 1 in 2010.

For the adaptation of workers, it is important to determine such factors as the categories of personnel, the age of the personnel, education, experience and length of service.

Age, years Personnel categories Total Share of age doctors staff junior honey personnel other personnel up to 30 years 412114614519,7 from 31 to 40 years old 23142261020127,4 from 41 to 50 years old 43105782925534,6 over 50 years old 2845511113518.3 Total: 9841316956736100 Share of personnel category 13,356,123,07,6100

As shown in Table 1, the largest share is occupied by persons aged from 41 to 50 years - 34.6%, as well a large number of hospital workers from 31 to 40 years old - 27.4%, the share of people aged 50 years old - 18.3%, in the same percentage are people under the age of 30 years - 19.7%. That is, the hospital is dominated by workers between the ages of 31 and 50, which suggests that the hospital is dominated by a tendency toward middle-aged work. There are not so many young specialists - 4 doctors under 30 years of age.

If you look at the general picture by categories of personnel, you can see that the hospital is dominated by nursing staff, with enough young age(the largest share belongs to persons from 31 to 40 years old), which indicates a reserve of qualified personnel.

Nursing personnel include:

senior nurses;

paramedics;

medical disinfectants;

medical registrars;

medical statistics;

paramedic - laboratory assistant;

roentgenographer;

ward nurse;

procedural nurse;

laboratory technician.

In the total number of personnel of the MGB No. 1, the largest share is occupied by paramedical workers, their share is 56.1%. The second place is taken by junior medical personnel - 23.0%. Non-medical professionals: accountants, economists, human resources specialists, marketing inspectors, cashiers, legal counsel, programmers, engineers, general service workers account for 7.6% of the total number of employees. The medical staff is represented in the amount of 98 people, which is 13.3% of all categories of workers. There is a shortage of 11 people for this category of workers, which indicates the problems that exist in all medical institutions in our country - there is a lack of highly qualified workers.

Statistics by gender and by age are shown in Table 2.

Table 2 - Statistics by gender, persons

Age, years, women and men, including by categories, including by categories, doctors, average honey. staff junior honey Persons, other staff, doctors, average medical. Persian junior honey. personnel other per-ldo 30 years21211452131 - 40 years11139266123441 - 50 years29937819141210 over 50 years1845514107Total: 60398169343815022

In the total number of personnel, men make up 10.2%, women, respectively, 89.8%. Men under the age of 30 make up 4% of the total number of men. Women under the age of 30 - 21.4% of the total number of women. At the same time, there are fewer men under 30 years of age than women of the same age category in the proportion of 2% to 98%, which is a poor result in this field of activity, that is, there is no necessary reserve for highly qualified specialists.

It must be said that the reserve for highly qualified medical personnel is nevertheless the average medical personnel, which one cannot but think about, while in this area today there is a certain crisis. This can be seen in our example, when we see that there are only 3 young male doctors in the hospital, while there are no male nurses in the hospital. This category is represented by the largest number of female medical personnel.

At the same time, the main negative factor affecting the education of young highly qualified personnel in the medical industry is still the adaptation of personnel and not only to the specifics of the medical activity itself, which is directly related to psychology, but also to new high-tech methods of diagnosis and treatment in medicine.

Despite the general urbanization and the high adaptation of young people to new diverse technologies in Everyday life, nevertheless, in the medical field, this process is not so intensive.

In general, it has always been difficult to educate highly qualified doctors, this is rather a distinctive feature of the industry, but now, when young people are poorly motivated in modern society and therefore not psychologically ready for the high tasks posed in medicine, no matter how pompous it sounds, nevertheless, medical practice presupposes some sacrifice to the profession and love for one's work. The only modern motivation for medicine now is the high psychological attitude of the need for this profession and the psychological stability of young cadres in front of the assigned tasks. Within the framework of this study, it is necessary to investigate the reasons for the decline in the prestige of the medical professions, why young people do not seek to comprehend new things in their profession.

It is important to have an understanding of what factors affect the work of young health personnel and what factors prevent them from moving forward.

As part of the work, it is necessary to conduct research in several categories - education, work experience, staff turnover in the hospital.

And it is also necessary to offer methods in working with personnel, designed to help young specialists adapt to the modern working conditions of medical workers.

Now let's consider the main technical and economic indicators for labor and wages.

Labor and wages in MGB # 1 are dealt with by the economic department and the accounting group.

The calculation and payment of wages in the hospital is carried out on the basis of the Regulations on remuneration approved by the chief physician of the hospital.

The salary consists of the official salary, bonuses to the official salary for the qualification category, for harmfulness, for work at night, for work on holidays, for the traveling nature of work and other payments, as well as bonuses based on performance.

The monthly increment to the official salary for the qualification category is made in the following amounts to the official salary:

for the highest - 20%.

The monthly bonus to the official salary for the length of service forms the salary (from 01.10.2009). The bonus fund is determined in the amount of 50% of the amount of the profit received, then it is distributed among the hospital departments depending on the hours worked and the employee's contribution. The wage fund for hospital workers is formed taking into account the regional coefficient.

An assessment of the level of remuneration of hospital staff is presented in Table 3.

Categories of workers 2008 2009 2010 2010 in% of 2008 AUR223102476327514123.3 Doctors233902435027828119.0 Nursing staff 14367156061255987.4 Junior medical staff986211529876888.9 Other staff917212710875095.4 On average for the enterprise140846.1669191919

The level of average wages for middle, junior medical personnel, and other personnel decreased compared to 2008. This is due to the fact that the hospital paid almost no premiums, because was forced to pay off the tax arrears of previous years, to which the received amounts of profit were directed. The situation was aggravated by the negative trends of the global financial crisis, when budget revenues decreased, while there was a decrease in the volume of profits from paid medical services.

Consider the statistics on the composition of the staff.

Consider the number of hospital medical personnel by education (Table 4).

Table 4 - The number of hospital medical personnel by education for 2008 - 2010, people

Indicators 2008200920102010 in% to 2008 Number of personnel, people 728715736101.1 Structure by qualification: - without secondary specialized education or receiving education - primary vocational - secondary specialized - higher education 20 75 372 261 15 60 370 270 12 70 380 274 60.0 93 , 3 102.1 104.9

Let us more clearly present the structure of personnel categories by education for 2010 in Figure 7.

Figure 7 - Structure of personnel categories by education for 2010

In the hospital, 88.8% of the population have completed higher and secondary specialized education.

The educational level of the category of workers under 30 is presented in Table 5.

Table 5 - Educational level of the category of workers under 30 years old, people

Let's pay special attention to workers who do not have secondary specialized education and are receiving education. They make up 15.2% of the total number of this contingent of workers.

Many of them are working in the industry for the first time.

This is evidenced by table 6.

Table 6 - Composition of personnel by work experience of the category of workers up to 30 years

Composition of employees by length of service Number, people In% Over 10 years From 5 to 10 years From 1 to 5 years Up to 1 year2 92 45 61.4 63.5 31 4.1 Total: 145 100

It should be noted that different age groups are represented in the hospital. We are considering a group under the age of 30. A significant number (63.5%) in this category have work experience of 5 to 10 years, despite their young age. This suggests that people go to work in the hospital for a vocation, and not for reasons of earnings or other reasons.

One third of employees have work experience from 1 to 5 years. These are good indicators. Work with harmful working conditions is also a problem of adaptation for workers under 30 years of age.

Harmful working conditions are represented by the following divisions:

-Infectious booth;

-dermatovenerologic office;

-mud baths;

-dental department;

X-ray room.

people (53.8% of the total number of employees under 30) are involved in work with harmful working conditions, to which it is rather difficult to adapt.

Harmful working conditions are one of the main reasons for the turnover of employees under 30, as young employees do not want to work too hard without a decent remuneration.

The performance of a hospital is largely determined by the level of professional competence and literacy of medical workers.

Qualified personnel are an important factor in the success of an organization. Modern working conditions require constant training and retraining of personnel. Otherwise, it will not be possible to achieve high labor productivity, profitability of the institution.

Let us consider the structure of the hospital personnel who underwent specialized training and retraining in 2010 by categories of workers, Table 7.

Table 7 - Training and retraining of personnel in 2010

Categories of workers 2010 In% of the total number of workers Doctors 283.8 Nursing staff 11816.0 Nursing staff 152.0 Other staff 202.7 Total: 736 Practice shows that in the MGB No. 1, training and retraining is mainly offered for doctors and nurses, on whom the training is focused. Junior honey. staff undergo training in the event that there is a transition to the category of nurses.

2.3 Analysis of the movement of personnel in a healthcare institution

Many innovative processes are being introduced into the activities of healthcare institutions that require the involvement of highly qualified specialists. Competence builds interest in work and improves its quality.

It must be said that it is the average medical personnel who work with the majority of innovations in medicine, therefore its regular training is extremely necessary, as evidenced by the figures in Table 10. The largest number of nursing staff were trained in 2010 (16%), and yet this is not enough, since on average it is necessary to train a quarter of honey. hospital staff annually. The underfunding of the industry leads to the fact (including our hospital) that training is not taking place in full, which affects the quality of the provision of qualified medical services and medical care. From this there is a cooling to the profession, the interest in professional growth weakens. These negative factors are joined by such factors as lack of interest in work, weak material motivation, lack of necessary working conditions, which are the main reasons for staff turnover.

Employee turnover is the most important indicator of the dynamics of an organization's workforce. The indicators of the movement of personnel in the MGB No. 1 are shown in Table 8.

Table 8 - Indicators of the movement of personnel in the MGB No. 1

Categories of workers 2008 2009 2010 2010 in% to 2008 Doctors 919098107.7 Nursing staff 409406413100.9 Nursing staff 160159169105.6 Other staff68605682.3 Total: 728715736101.1

From table 8, we see that over the course of three years, the staff of other personnel has been reduced, including economists, accountants - their number has decreased due to an increase in the number of medical personnel in certain proportions - this is a positive moment in the work of the enterprise.

In other cases, the positive dynamics of personnel movement remained, despite the data of those who quit, which will be shown in Table 9. There are several methods for calculating turnover, the most common is the ratio of the number of employees who left the organization (excluding those laid off due to staff reductions) to the average number of employees during years (table 9).

Table 9 - Dynamics of staff turnover at MGB No. 1 in 2008 - 2010

Indicators 200820092010 Number of employees who left the organization, people 302229 Number of nursing staff who left the organization, people 201517 Ratio of nursing staff to the total number of those who left a medical institution,% 66,768,258.6 Average number of employees during the year, people 728715736 Turnover rate 0.0410.0310.039 The higher the turnover rate, the lower the stability of the organization's personnel.

From this table 9 it can be seen that in 2010 the staff turnover rate slightly decreased in comparison with 2008 (by 0.002), but for such an organization it remains high, since the training of a qualified medical worker costs the hospital both materially and socially. very expensive.

At the same time, about 60% are paramedical personnel, that is, those promising personnel on which the management relies in the future. According to Table 10, this is an extremely negative indicator of the dynamics of employee turnover in the organization.

For effective management of an organization, not only the turnover rate itself is important, but also the reasons why people leave the organization (Table 10).

Table 10 - Analysis of the reasons for staff turnover for 2008-2010,%

Reasons for dismissal 200820092010 Poor working conditions10.55.96.0 Uninteresting work21.117.617.2Lack of growth prospects31.629.425.0 Low wages36.835.341.0 Other reasons-11.810.8 Total: 100.0100.0100.0 Total, people 302229

The main reason for dismissal is low level remuneration of medical personnel.

Based on the information provided on the staff of Municipal City Hospital No. 1, it can be concluded that many indicators are evidence of insufficiently effective work with hospital staff, while the main reason for layoffs is not only wages, but also the lack of growth prospects (25%) ... All the more depressing is the fact that 17% of the dismissed believe that they were not interested in the job, but rather it all speaks of the extreme uncertainty of the hospital staff in their work, their own low self-esteem pushes workers sometimes to extreme measures of dismissal.

At the same time, about 60% of laid-off workers are paramedical personnel, precisely the category of workers that the hospital needs most of all. This is a very poor indicator of hospital staff turnover. This means that efforts must be made to keep this category of workers in their institution.

This contingent is considered as the main potential internal resource of the organization, which must be prepared to replace the hospital specialists of retirement age, and which must be retained in their jobs. It is necessary to give the opportunity to prove themselves in more complex work, try to help employees in psychological adaptation in the performance of their duties. The most effective measure in order to motivate the hospital staff to stay, there should be a prospect of future growth, while smoothly adapting the staff to new working conditions, both in terms of high technologies and in psychological terms.

3. Reducing staff turnover in the institution

The biggest problem for the institution is the problem of staff turnover. This directly affects the decline in the economic indicators of the institution, since it takes a lot of time and money to solve these problems in order to fill the missing staff.

Let us determine the reasons for the turnover of personnel in the hospital.

The function of motivation, being the most difficult of all the others within the management, contributes to the implementation of the set corporate goal. Its complexity is determined by the fact that the main actor at the same time, the employee remains with his needs, desires, goals. The presence of a need, on the one hand, and restrictions on its satisfaction, on the other, creates an internal conflict of the employee, to resolve, which is intended to be motivated.

People always have a reason for what they do, even if it is difficult for others, and sometimes for themselves, to understand it. But it is very important for leaders to try to understand why subordinates behave in this way and not otherwise. Many leaders believe that people will always work harder if they have the opportunity to earn more.

So, main reason staff turnover in the hospital, according to the administrator, is insufficient motivation of workers.

Another reason for this problem is the training system for hospital staff, or rather, its absence, since training is not conducted centrally in special courses, but directly on the ground, which is clearly not enough for the well-coordinated and high-quality work of the team, as a result of which unpleasant incidents and misunderstandings occur. by hospital buyers. This factor significantly reduces the efficiency of the hospital, so you have to deliberately part with such workers. The selection of employees for various positions is of great importance - from the right choice the work of the entire team depends on a specialist, since competent leadership, or the performance of their duties brings real benefits to the team, both morally and materially.

Training programs should be evaluated in terms of cost effectiveness. Since training costs can be viewed as an investment in personnel, training should be profitable for the organization, that is, it should strive to ensure that the benefits to be obtained after completion of training outweigh the costs of providing training.

Using the example of the staff of the clinical diagnostic laboratory of the MGB No. 1, we will determine the economic efficiency of training young specialists.

Building an effective in-house training system is not an easy task, but if MGB # 1 is interested in creating a strategic advantage based on the skills of our staff, the hospital can count on success. Next, we will consider one of the options for assessing efficiency, which is based on the theory of human capital, in accordance with which the knowledge and qualifications of workers are considered as their own and income-generating capital, and the time and money spent on acquiring this knowledge and skills is an investment in it.

Let us consider the effectiveness of measures for training and advanced training using the example of the work of the personnel of the clinical diagnostic laboratory of the MGB No. 1 (hereinafter referred to as the CDL) and present the calculations in Table 11.

According to our observations, as a result of training and advanced training, the nursing staff of the CDL began to serve clients on average 23 people more (that is, 25% more).

The increase in cash receipts occurred:

(496478/1 942 740) * 100 = by 25.5%

Consequently, it is profitable for the enterprise to direct funds for training, since this has a great economic effect.

Table 11 - The effect of professional development on the example of the work of the staff of the clinical diagnostic laboratory

Indicators Designation Before advanced training After advanced training 1. The number of clients served Person 67902. The cost of one study for carriage of a / t to hepatitis "A" Rub86863. Daily profit (1x2) Rub576277404. The amount of profit daily (7740-5762 RUB-19785. The number of working days per year Days 2512516. The annual amount of profit (3x4) RUB 1 446 2621 942 7407. The amount of profit (1942740-1446262) RUB-496478

The resulting profit can be directed to improving the production process, changing working conditions, introducing new methods, new equipment into the work of MGB No. 1 and creating new opportunities for motivating employees, then we will get, in addition to a sense of job satisfaction, a serious springboard for intensive high-quality work. All these conditions will allow the employee to experience success, recognition from the environment and superiors, personal responsibility, possible career advancement and the growth of other opportunities. All this ensures the creation and maintenance of the necessary moral climate in the team.

Planning for the development of personnel qualifications has great importance in the process of carrying out production activities that relate to personnel. On the one hand, it allows you to use your own labor force reserves at the same time a higher degree of success than the search for new personnel could provide; on the other hand, it gives the individual worker the best chance for self-realization.

Economic efficiency of personnel training at MGB # 1.

Evaluation of the activities of personnel management units is a systematic, clearly organized process aimed at comparing the costs and benefits associated with the activities of HR services, as well as at correlating these results with the results of the organization's activities in the past, with the results of the activities of other organizations.

Cost-effectiveness in human resource management means achieving the goals of the enterprise by employing employees on the principle of economical use of organic resources. This principle is realized with the most favorable ratio between the result of labor and the scale of its use and, accordingly, with the most favorable ratio between the results of personnel labor and personnel costs.

Evaluation of the effectiveness of personnel policy covers all multifaceted and multifaceted work with personnel and the management of this process. It is necessary to assess the economic efficiency of training, which is a multifunctional process that affects various components of the enterprise.

Average training costs are a measure of the performance of the HR department.

The average cost of training one employee is calculated by the formula

Z = With rev. / N, (6)

where Z is the average cost of training one employee, rubles;

With ob.ob - the total cost of training, rubles; - the number of students, people.

At the moment, the average cost of training one employee from the middle staff is: 11,490 rubles. As of May 2011, 3 nursing staff trained at MGB # 1

According to the methodology of the American institution "Honeywell", we will determine the effect of the impact of the employee training program on increasing labor productivity by following formula

E = P * N * V * K - N * Z, (7)

where P is the duration of the impact of the program on labor productivity and other factors of performance, year; For example, 2 years.

N is the number of trained employees, people; For example, 3 people.

V is the cost estimate of the difference in the performance of the best and average workers performing the same job for a year, rubles;

K is a coefficient characterizing the effect of training employees (growth of productivity expressed in shares);

Z is the average cost of training one employee, rubles;

The cost estimate of the difference in performance is the ratio (difference) of the estimates of the value for the enterprise of labor results (labor productivity, quality of work, resource saving) of the best and average workers performing the same work can be taken into account.

For comparison, let us calculate the assessment of the level of qualifications of workers (K).

To evaluate (K) a single set of attributes is adopted that applies to all categories of workers; the level of special education and work experience in the specialty.

According to the level of education, all employees are divided into two groups:

I gr. - with secondary specialized education;

II gr. - having higher or incomplete higher education (4-5 course of the university).

In accordance with which of the specified groups the employee falls into, he is assigned a quantitative assessment for this feature, the value of which is 1 or 2.

Depending on the length of service in their specialty, workers are divided into 4 groups for each level of education, this can be seen from Table 12.

The assessment of the qualification level is determined by the formula

K = (OB + ST) / 3, (8)

where OB is the assessment of education (OB = 1.2); ST - assessment of the length of service in the specialty (ST = 0.25; 0.50; 0.75; 1.0); 3- constant value corresponding to the sum of the maximum marks for education and work experience. The assessment of the qualification level of medical personnel is presented in Table 12.

Table 12 - Assessment of the qualification level of medical personnel

Number of the group by experience Evaluation of the experience Work experience about specialties among workers with education, years 1 gr. Secondary specialized education 2 gr. Higher and incomplete higher education 1.0,250-90-92.0,509-13 and over 299-17 and over 293.0,7513-17, 21-2917-254.1,017-2126-29

The calculation of the qualification level (K) is carried out as follows.

For example, let's take an employee who is a part-time doctor working as a human resources specialist. Has: higher education, non-managerial; work experience as a HR specialist - 2 years.

According to the level of education, he belongs to the second group, but since he does not have higher management education, we will refer him to the first group, according to the length of service for workers with secondary education, he also belongs to the first group, which corresponds to a value of 0.25 and is calculated by the formula (8) :

K = (1 + 0.25) / 3 = 0.42

The qualification level of the first applicant is 0.42.

Applicant 2 - An employee of this organization. Has: higher management education; no work experience as a HR specialist.

K = (2 + 0.25): 3 = 0.75

The qualification level of the second applicant is 0.75.

Applicant 3 - External candidate. Has: higher management education; work experience as a HR specialist for 3 years

According to the level of education, it belongs to the second group, according to the length of service for workers with higher education, it belongs to the first group, which corresponds to the value of 0.25 and is calculated by the formula (8):

K = (2 + 0.25): 3 = 0.75

The qualification level of the third applicant is 0.75.

From all of the above, it follows that the qualification level of applicants 1 and 2 is equal, but here it should be borne in mind that the first applicant has no work experience, but there will be no adaptation period, and the second has work experience, but adaptation will make itself felt at least half a year. If we add to this the costs that the organization will incur for attracting and adapting applicant 3, then applicant 2 is the most profitable for the organization; in MGB No. 1, according to table 12, the cost estimate of the difference is 496,478 rubles per year for nurses; the learning effect is 3/4 of this value, or 0.75.

The effectiveness of the training program for 3 employees of the MGB No. 1 at the cost of the program (per student) is 11,490 rubles, and the effect of the program that takes place within 2 years will be according to the formula (7):

E = 2 x 3 x 496 478 x 0.75 - 3 x 11 490 = 2 178 681 rubles

The overall effect of training and advanced training of 3 employees will manifest itself within 2 years and will give the form of an increase in performance, as well as in the form of cost savings on compensation for the consequences of erroneous actions or decisions in monetary terms in the amount of 2,178,681 rubles

And if we consider this situation according to the principle of the method from the opposite, then it follows from this that the unmet personal needs of employees, the lack of optimal working conditions and a normal socio-psychological climate in the team lead to staff turnover, which causes great damage to the work process.

If we consider this situation by the opposite method, then the profit obtained as a result of the employee's qualification improvement of 496,478 rubles in this situation will be considered as losses.

From the above analysis of staff turnover, we found out that in the dynamics of the years for 2008 - 2010 there is a decrease in staff turnover. Therefore, it is necessary to make calculations and look at the possibility of savings as a result of reducing staff turnover.

Savings resulting from reduced turnover are calculated using the formula

Eu.t. = S.uch. * (1- Kt.f. : To.) (9)

where Kt.f, K, etc. - actual and expected turnover rates,%; S.uch. - the average annual damage caused to the enterprise by staff turnover, rubles. ;

(-) 496 478 x (1- 0.25 / 0.12) = 536 196.24 rubles.

Reduced employee turnover will lead to savings. The total amount of savings will be 536,196.24 rubles.

Conclusion

A comprehensive analysis of the activities of the MGB enterprise No. 1 was carried out, as well as a detailed analysis of the work with the personnel of the convoy. Based on the analysis, recommendations were made for the implementation of a new retraining program for the workers of the convoy and the enterprise as a whole.

As a result, problems were identified in the management of the road transport process.

It is necessary to implement the following activities:

1. Improvement of the professionalism of all employees, further growth of the educational level of employees of the enterprise.

2. Revision of the Regulations on labor competition among workers of the convoy to stimulate labor.

In order to increase labor productivity, product quality, save all types of resources, fulfill contractual obligations, strengthen labor discipline, it is proposed to introduce competitions for new titles: Competition for the title of "Best shift", "Best driver".

Development and implementation of the Regulation on the remuneration of a complex team of workers of the mechanical service and electrical service, engaged in the repair of equipment and transport, which is under the control of the convoy.

The regulation is introduced with the aim of increasing the material interest of workers in the mechanical service and electrical service involved in the repair of equipment.

For a more efficient operation of the convoy, two provisions on remuneration were proposed, allowing to take into account the remuneration of labor, taking into account the contribution of each employee on the basis of the developed system.

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Annex 1

Figure 1.1 - Organizational structure of the Municipal City Hospital No. 1

Appendix 2

Employee questionnaire

Dear Colleague! We are asking you to familiarize yourself with this questionnaire and answer the questions contained in it. Your answers will help you develop methods to improve the job satisfaction of your hospital staff.

The survey is anonymous, so you do not need to provide your surname.

Instructions for filling out the questionnaire. Read the questions and answers carefully. Circle the number of the answer option that matches your opinion. If none of the suggested answer options coincides with your opinion, write it yourself, if it is suggested in the questionnaire.

Thank you in advance for participating in the study!

How do you think hiring is carried out:

By professional competence

Through personal connections

With money

According to the level of education

With the help of patrons

By personal sympathy

By communication skills

On a competition basis

What are your reasons for entering the medical service:

Permanent job guarantee

Providing prospects for further growth

Desire to make good money

Establishing useful connections

What factors reduce interest in the medical service:

Frequent structural reorganizations

Corruption of the administrative apparatus

Significant influence on the work of political factors

The insignificant social role of the medical service

What incentives for professional and job promotion do you consider the most important:

Striving to take a worthy place in society

Earn the respect of the people around you

The position held is low paid

What prospects do you see for career advancement:

There is no prospect

Possibly in the near future

Possible after a long period of time

Really throughout the year

What are the problems of staff motivation in your organization:

Failure to pay wages on time

Failure to pay allowances, incentive surcharges

Lack of compensation for work on weekends in accordance with the law

Lack of a mechanism for raising the status of an employee

Lack of public praise

What are the most important principles that you would recommend for use in the work of leaders at various levels in your organization:

A benevolent attitude towards all workers

Responsibility of managers at all levels for the successful operation of the organization

Creation of an atmosphere of openness, honesty, trust in people

Promoting the realization of employee talents

Commitment to continuous improvement, both personal and organizational work

In your opinion, the implementation of what activities will help to improve the efficiency of your organization:

Real prospect of professional and official advancement

Education, training and retraining of personnel

Fair system for determining the payroll

Rational spending of the organization's funds

Increased cash reward

Downsizing

Rooting out corruption

Creation of a system of moral incentives

Anything else you would like to add or share with HR information in your organization?

Thank you for your answers!

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