Analysis of the labor potential of the enterprise. Analysis of the efficiency of using the labor potential of an enterprise on the example of LLC "it service"

Encyclopedia of Plants 21.09.2019

Encyclopedia of Plants

The social and labor activity of an organization depends on its labor potential, which can be considered in relation to a particular employee or group of employees. The concept of “labor potential” is revealed through the definition of each of the terms included in it, the main of which is “potential”, or potentia, which has a double meaning: on the one hand, it characterizes the “degree of power in some respect” 4 , and on the other - indicates that this power is hidden, because it is not only a "set of some means", but also "opportunities" 5 . The term "labor" determines the set of studied characteristics directly related to labor activity. The totality of the labor potentials of employees forms a system that has its own characteristics, reflecting the labor potential of the organization, which is understood as the potential capabilities of personnel with certain socio-economic, physiological and psychological characteristics. In Russian practice, the personnel of the organization include workers (main and auxiliary), managers, specialists, employees, junior service personnel, security, students.

In countries with developed market economy under the personnel of the organization understand the whole set of not only employees, but also owners, whose labor potential corresponds to production and ensures effective economic activity. V personnel structure a modern organization includes its employees, managers (managers), shareholders, the board of directors, which is fully responsible for the activities of the organization and the management decisions made at the level of strategy formation, as well as individuals, groups or parties interested in successful results of economic activity. In Russian organizations, a classification is often used, according to which they distinguish: top management, i.e. top management (president, general director and other members of the board; middle management, i.e. middle management (heads of departments and independent departments); lower management - lower management levels (heads of subdivisions and other similar departments), engineering and technical staff and clerks, manual laborers, social infrastructure workers.

The main purpose of the analysis of labor potential is to establish the validity of the number and quality of the organization's personnel, to identify the effectiveness of its use.

The main objectives of the analysis of the labor potential of the organization are:

Establishing the degree of staffing;

The study of the distribution of the number of specialties, positions and skill levels, as well as the identification of the gender and age composition of the staff;

Analysis of the use of working time and the state of labor discipline;

Study of the forms, dynamics and causes of the movement of workers;

Development of measures aimed at improving the staffing of the enterprise, improving their structure, rationalizing the cost of working time.

The analysis of the labor potential of an organization involves the use of an integrated approach, including the determination of the absolute and relative deviation of the number; identification of compliance with the number calculated on an enlarged and detailed basis; study of the structure of the organization's personnel.

Analysis of the absolute and relative deviation of the population. The absolute deviation is defined as the difference between the analyzed and the base number and manifests itself in the form of absolute savings or absolute overspending. Absolute savings are achieved under the condition I h  1, which occurs when I in  I p. Absolute overspending is characterized by the inequality I h  1, which occurs when I in  I p.

When calculating the relative deviation (h rel.), the change in production volume is taken into account:

h rel. \u003d P 1 - P 0  I in, (1)

where P 0 , P 1 - respectively, the base and analyzed the number of employees;

I в - index of production volume.

P 1 - P 0  I in  I p \u003d P 1 - P 0  (1 + I in  D  in h) (2)

where I p - labor productivity index;

I in - increase in the index of production volume;

D  vch - the share of the increase in production volume, obtained by increasing the number.

The determination of the absolute and relative changes in the number, carried out by categories of personnel, is the basis for further stages of the analysis.

Analysis of the conformity of the number, calculated on an enlarged and detailed basis. The enlarged justification involves the calculation of the number of all personnel of the enterprise based on the use of statistical dependencies of the form:

H 1 \u003d H 0  I h \u003d H 0  I in  I p. (3)

The number of employees, calculated on an aggregate basis, must correspond to the sum of employees, calculated in detail, i.e. for each category of personnel. A detailed justification allows you to obtain information about the number of main and auxiliary workers, managers, specialists, employees.

The analysis of the quantitative level is supplemented by an assessment of the degree of compliance with the requirements of the necessary qualifications. For this purpose, the qualification level of workers, and above all workers, is assessed. An analysis of the correspondence between the level of billing of works and workers is carried out. For this purpose, the average wage category of works and workers is compared, calculated as follows:

(5)

where - the average wage category of workers;

- the average tariff category of works;

R i- discharge respectively i-th worker or job;

i- numbers of categories of the current tariff scale;

H i- the number of workers with i-th category;

T i- the complexity of the work performed on i-th category.

If there are no data on the labor intensity of the production program, then the average category of work can be calculated based on the following dependencies:

(6)

where R m - tariff category corresponding to the smaller of two adjacent tariff rates, between which is the average tariff rate;

С с - average tariff rate;

C m - the smaller of two adjacent tariff rates;

C b is the larger of two adjacent tariff rates.

The average work category can also be calculated in the following way:

, (7)

where P b is the tariff category corresponding to the larger of two adjacent tariff rates, between which there is an average tariff rate.

Comparison of the average wage category of work and workers contributes to the adoption of informed management decisions regarding the formation of the professional and qualification composition of the enterprise's personnel. Comparative analysis the average category of works and workers allows us to draw the following conclusions:

If the average category of work exceeds the average category of workers, but not more than one, then such a provision is permissible, it even stimulates workers to a certain extent to improve their skills in order to obtain a higher category; insignificant savings in the wage fund are achieved;

If the average category of work is more than one unit higher than the average category of workers, then the consequence of this situation, as a rule, is an increase in marriage; savings in the wage fund may be covered by the payment of work to correct the marriage;

If the average category of a worker is higher than the average category of work, then the enterprise is forced to pay the worker the so-called inter-class difference, which leads to overspending of the wage fund;

If the average category of work is equal to or slightly different from the average category of workers, then the organization of labor and its payment in terms of tariff regulation is correct; the wage fund is fully utilized.

The analysis of the correspondence between the skill level of jobs and workers can be continued in the direction of identifying the proportion of jobs performed for each category, and comparing this share with the proportion of workers with the appropriate category and involved in these jobs.

It also reveals the correspondence of jobs to the level of qualification of workers and the complexity of the work performed. The coefficient of compliance with the qualification requirements of jobs (K skt) is calculated as follows:

K skt \u003d H zan.  H required, (8)

where N zan - the number of workers occupying jobs in accordance with qualification requirements;

H required - the required number of workers of the appropriate skill level.

The identified discrepancies show shortcomings in personnel planning personnel and allow you to develop measures to change the qualification level of employees or to change the requirements for the level of qualification of the work they perform.

Analysis of the quantitative and qualitative level of the organization's personnel is supplemented by a study of its structure.

Analysis of the organization's personnel structure. Structural characteristics relate to various aspects of the labor potential of the organization. Depending on the selected criteria, an analysis of the structure of the organization's personnel is carried out: by category, by skill level, by gender and age, by work experience, by level of education, by degree of participation in various fields activities, belonging to public and other organizations, etc. In each of these cases, not only the share characteristic is investigated, but also its change over a certain period of time. Based on the results of the analysis, appropriate management decisions are made.

Structural characteristics may relate to the number of permanent, hired and dismissed personnel (including those dismissed for reasons of turnover). Such an analysis reveals the main reasons for the change in the personnel structure. In practice, in accordance with the "Instructions for filling in organizations of information on the number of employees and the use of working time in the forms of federal state statistical observation" No. 121 of December 7, 1998, the number of hired and laid off workers is used to calculate the coefficients of personnel movement. An analysis of the movement of personnel in an organization involves the calculation of the following coefficients: the turnover rate for admission, the turnover rate for retirement, the turnover rate, the stability rate and the staff turnover rate. When calculating all these coefficients, the average headcount is used.

In accordance with Instruction No. 121, the calculation of the average headcount for the month is carried out by summing up the headcount for each day of the month, taking into account holidays and weekends, and dividing the amount received by the number of calendar days in the month. Moreover, on holidays and weekends, the number is taken at the level of the previous working day. The average headcount for an incomplete month is calculated by summing up the headcount for each day of the worked period, taking into account holidays and weekends, and dividing the amount received by the number of calendar days in the month. Calculation of the average number for the quarter is made by summing the average number for each month of the quarter and dividing the resulting amount by three. The average headcount for a year and an incomplete year is determined by summing up the average headcount for each month of the worked period and dividing the resulting amount by twelve.

The calculation of the turnover ratio for the recruitment of personnel is carried out as follows:

. (9)

The attrition turnover rate is calculated using a similar formula:

. (10)

The turnover rate in an organization is defined as the ratio of the smallest number of employees hired and fired to the average number of employees.

The calculation of the stability coefficient of personnel is carried out according to the following formula:

(11)

The staff turnover rate is defined as follows:

The special reasons characterizing the turnover include: dismissals of their own free will, for violation of labor discipline, in connection with a mismatch of qualifications, in connection with criminal liability.

The level and dynamics of the turnover rate are analyzed not only as a whole for the enterprise, but also for its structural divisions, as well as for categories of employees. The methodology for calculating these coefficients, called partial turnover coefficients, is similar to that presented above. Comparison of private and general turnover rates allows you to determine the rate of staff turnover intensity (K int. Fluid):

K int. fluid. = K fluid. private: To fluid. general, (13)

where K is fluid. private, K fluid. general - respectively private and general coefficients of fluidity.

The turnover intensity coefficient allows you to compare departments and groups of employees in terms of their turnover and identify the most problematic areas.

Among all the coefficients of personnel movement, the most significant for assessing the state of the labor potential of an organization is the analysis of the turnover rate. The increase in turnover adversely affects the results of economic activity, since each act of hiring and dismissal is associated with losses for the organization. It is believed that, on average, 18 working days are lost on each act of hiring and dismissal. Based on this, the impact of changes in staff turnover on product output (B current) is characterized by the dependence

where Ch current1, Ch current0 - the number of employees who quit for reasons of turnover, respectively, in the analyzed and base periods;

П avn0 - average daily labor productivity in the base period;

D tech - the average number of days lost by one employee upon dismissal, equal to 18.

Staff turnover is one of the unorganized forms of labor movements caused by objective and subjective reasons, in the identification of which each organization is interested. The main causes of staff turnover are determined by conducting sociological research. Most often they are connected with the fact that the salary is not satisfactory, it is far to get to work, the working conditions are not suitable. Elimination of the identified causes helps to increase the labor potential of the organization and improve the results of its activities.

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federal state autonomous

educational institution

higher professional education

"SIBERIAN FEDERAL UNIVERSITY"

Institute of Business Process Management and Economics

Department of Business Informatics

Lab report

Labor potential analysisorganizations

Option number 8

Teacher N.V. again

Student UB 11-09 B.A. Sychev

Krasnoyarsk 2014

Introduction
Calculations of labor potential parameters
Analysis of the labor potential of the enterprise
Calculation of types of enterprise headcount and productivity
Forecast of the company's activities for the next year
Conclusion

Introduction

For analytical activities related to a generalized assessment of labor potential, data on a certain enterprise were provided. It is necessary to calculate, analyze and characterize the parameters of labor potential in the current period, indicators of personnel movement and labor productivity. To study the structure of the organization, the qualitative composition of the employees of the enterprise, and make an assumption about the specialization of this enterprise.

Personnel (personnel) (lat. personalis - personal) - the staff of employees of the organization performing various production and economic functions, working for hire and having certain characteristics: the presence of labor relations with the employer, formalized employment contract(contract) or the existence of ownership relations in relation to the relevant legal entity. Labor personnel have certain qualitative characteristics:

profession

· speciality

qualification

target orientation

The purpose of the work: To analyze the labor potential of the enterprise.

Calculations of labor potential parameters

Calculations were made of the parameters of the labor potential given for the study of the enterprise in the current period, indicators of the movement of personnel and labor productivity at the enterprise:

1. The number of personnel of the enterprise (Ztot) - 7865 people

2. The number of PPP 79% (Zppp) - 6213 people (see Fig. 1):

Managers - 56 people (1%)

Specialists - 65 people (1%)

Employees - 414 people (7%)

· Workers (Zrab), incl. qualified - 5678 people (91%) (see Fig. 2)

o Skilled 88% of workers - 4997 people

Figure 1 - Number of PPP

Figure 2 - Workers

3. The distribution of workers by the nature of the performance of production operations (see Fig. 3):

Main - 4253 people (69%)

Auxiliary - 569 people (9%)

Serving - 1391 people (22%)

Figure 3 - Distribution of workers by the nature of the performance of production operations

4. The composition of employees in the main activity by gender from Zppp (see Fig. 4):

Men 54% of Zppp - 3355 people

o Male workers 17% - 570 people

Women 46% of Zppp - 2858 people

o Women workers 18% - 514 people

Figure 4 - Composition of employees in core activities by gender

5. The composition of the main production workers by length of service at the enterprise (see Fig. 5):

Up to 1 year - 53 people (1%)

From 1 to 2 years inclusive - 128 people (3%)

From 2 years to 5 years inclusive - 2666 people (63%)

From 5 years to 15 years - 45 people (1%)

From 15 years and above - 1361 people (32%)

Figure 5 - The composition of the main production workers by length of service

6. Age composition of workers from Ztot (see Fig. 6):

Under 18 years old - 472 people (6%)

18 to 25 years old - 2674 people (34%)

26 to 36 years old - 3498 people (44%)

From 37 to 47 years old - 1022 people (13%)

From 47 years and above - 199 people (3%)

Figure 6 - Age composition of employees

7. The number of those who left the enterprise in the current year 3% of Ztotal - 234 people

8. The number of employees trained and retrained for the period of the current year - 23 people - this is 0.37% of the total number of production and industrial personnel

9. Marketable products in wholesale prices of the enterprise - 4567 thousand rubles.

Analysis of the labor potential of the enterprise

After a detailed analysis of the information provided about the enterprise, it can be assumed that this organization, in whose subordination 7865 people, is a plant and can be engaged in the production of some kind of expensive agricultural equipment or luxury cars. It is worth noting that the ratio of men and women, as well as the number of workers from both, is approximately equal. On the modern enterprises almost all technological processes are automated, so women can manage various types of activities on equal terms. The assumption about the industrial direction of this organization can also be based on the information provided on the wholesale price of the enterprise for commercial products - 4567 thousand rubles, we will assume that this is a piece of equipment.

For full assessment of the labor potential of the enterprise, we need to know certain indicators. The value of the labor potential of the organization can be determined through the total potential fund of the organization's working time, for which it is necessary to know the value of the calendar fund of time, non-reserve absences and breaks, the number of days of work in the period, the length of the working day in addition to the available parameters.

However, it is not enough to use only the amount of working time worked by the staff of the organization of working time to assess the labor potential, since there is no assessment of the qualitative side of the labor potential.

Calculation of types of enterprise headcount and productivity

The number of employees is the number of people employed in the enterprise.

Headcount - includes only officially registered employees. workforce performance staff

V this case the payroll is calculated as the total number of personnel minus all those who left, and is 7631 people. This is also the number of staff at the beginning of next year.

The average number - the number of employees of the enterprise on average for a certain period. It is given for a specific date (on the first or last day of the period). The headcount for each calendar day includes both actual employees and those absent from work for any reason (those who are on business trips, who did not show up for work due to illness, in connection with the performance of state and public duties, who are on educational and other holidays etc.).

In our case, we need to calculate for the current year and the next. We add up the number of employees at the beginning of this year and at the beginning of the next and divide by two. The average headcount is 7748 people.

It is necessary to calculate the productivity of one person at the enterprise in rubles. To do this, we will take the known price of the company's marketable products - 4567 thousand rubles, divide it by the average number of employees - 7748 people. Performance under these conditions will be 589 rubles per person.

Forecast of the company's activities for the next year

We characterize the activity of the enterprise in the next year, if the enterprise during the next year:

1. Staff turnover at the enterprise will remain at the same level.

It can be concluded that if the percentage of quitters is the same as last year, and there is no influx of new specialists, then the situation will deteriorate sharply, as the total number of personnel will significantly decrease, and the enterprise will no longer be able to carry out such a volume of production. However, if the percentage of those who quit is equal to the percentage of those who come to work, then this indicates the stability of this organization, but does not portend new prospects, the volume of production is at the same level.

2. The inflow of personnel will be 8%.

This is 629 people. Considering that at the end of last year we had 234 people who left, the number of those who came to work is much higher. It can be assumed that the productivity of the enterprise will increase, as there are more specialists. However, this may affect the price of the enterprise's marketable products or the wages of the enterprise, as the total number of employees has increased.

3. The volume of production will increase by 2.5%.

Here we can assume that this will have an impact on the price of the company's marketable products. The volume of production has increased, then the price may increase or decrease, depending on the pricing policy of the organization. Also, the employees of the enterprise may feel the impact, a change in the level of wages is possible.

Conclusion

During the laboratory work, detailed analysis of the labor potential of the enterprise and its qualitative composition, calculations were made of the parameters of the labor potential in the current period, indicators of the movement of personnel and labor productivity at the enterprise, the payroll and average headcount were calculated, approximate forecasts of the enterprise's activities under the influence of various factors, such as employee turnover, staff influx and production volume.

Assumptions about his specialization are given. It is highly likely that the company is engaged in some kind of engineering activity, since the number of qualified specialists is 91% of all workers, and this is the absolute majority. The number of managers is not high, it can be chief engineers. The number of women and men is approximately the same, in the engineering industry these indicators are not of particular importance, since the processes are mostly automated. The majority of workers are between 26 and 36 years old, with a slightly smaller number between 18 and 25 years old. In such enterprises, the involvement of young specialists is welcome, as these are new minds, new ideas, which can favorably affect new implementations, patents and other innovations in the enterprise.

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The social and labor activity of an organization depends on its labor potential, which can be considered in relation to a particular employee or group of employees. The concept of "labor potential" is revealed through the definition of each of the terms included in it, the main of which is "potential", or potentia, which has a double meaning: on the one hand, it characterizes the "degree of power in some respect", and on the other - indicates that this power is hidden, because it is not only a "set of some means", but also "opportunities". The term "labor" determines the set of studied characteristics directly related to labor activity. The totality of the labor potentials of employees forms a system that has its own characteristics, reflecting the labor potential of the organization, which is understood as the potential capabilities of personnel with certain socio-economic, physiological and psychological characteristics. In Russian practice, the personnel of the organization include workers (main and auxiliary), managers, specialists, employees, junior service personnel, security, students.

In countries with a developed market economy, the personnel of an organization is understood as the totality of not only employees, but also owners, whose labor potential corresponds to production and ensures effective economic activity. The personnel structure of a modern organization includes the employees employed in it, managers (managers), shareholders, the board of directors, which is fully responsible for the activities of the organization and the management decisions made at the level of strategy formation, as well as persons, groups or parties interested in the successful results of economic activity. . In Russian organizations, a classification is often used, according to which they distinguish: top management, i.e. senior management (president, general manager and other board members; middle management, i.e. middle management (heads of departments and independent departments); lower management - lower levels of management (heads of subdivisions and other similar units), engineering and technical personnel and office workers; workers engaged in physical labor; social infrastructure workers.

The main purpose of the analysis of labor potential is to establish the validity of the number and quality of the organization's personnel, to identify the effectiveness of its use.

The main objectives of the analysis of the labor potential of the organization are:

Establishing the degree of staffing;

The study of the distribution of the number of specialties, positions and skill levels, as well as the identification of the gender and age composition of the staff;

Analysis of the use of working time and the state of labor discipline;

Study of the forms, dynamics and causes of the movement of workers;

Development of measures aimed at improving the staffing of the enterprise, improving their structure, rationalizing the cost of working time.

Analysis of the absolute and relative deviation of the population. The absolute deviation is defined as the difference between the analyzed and the base number and manifests itself in the form of absolute savings or absolute overspending. Absolute savings are achieved under the condition I h< 1, что происходит при I в < I п. Абсолютный перерасход характеризуется неравенством I ч >1, which happens when I in > I p.

When calculating the relative deviation (Dh rel.), the change in production volume is taken into account:

DC rel. \u003d H 1 - H 0 × I in, (1)

where P 0 , P 1 - respectively, the base and analyzed the number of employees;

I в - index of production volume.

Similar calculations are carried out for all categories of personnel, taking into account the production volume indices corresponding to these categories. With absolute savings, relative overspending can be identified, and vice versa. Since Ch 1 can be represented as Ch 0 × I h, then the relative savings, characterized by inequality: DCh rel.< 0, возможна лишь при условии, что I ч < I в. Соответственно, справедливо исходя из той же логики, утверждение: относительный перерасход численности возникает в случае превышения индекса численности над индексом объема. Данный анализ опирается на предположение, что изменение объема достигается в результате изменения численности персонала без учета влияния производительности труда. В реальности изменение объема производства является функцией изменения и численности, и производительности. Поэтому для получения точного результата необходимо либо корректировать индекс объема производства на индекс производительности труда, либо корректировать прирост индекса объема производства на долю прироста объема, полученную за счет роста численности работников:

P 1 - P 0 × I in: I p \u003d P 1 - P 0 × (1 + DI in × D D in h) (2)

where I p - labor productivity index;

DI in - increase in the index of production volume;

D D vch - the share of the increase in production volume, obtained by increasing the number.

The determination of the absolute and relative changes in the number, carried out by categories of personnel, is the basis for further stages of the analysis.

CH 1 \u003d CH 0 × I h \u003d CH 0 × I in: I p. (3)

where is the average wage category of workers;

Average tariff category of works;

R i- discharge respectively i-th worker or job;

i- numbers of categories of the current tariff scale;

H i- the number of workers with i-th category;

T i- the complexity of the work performed on i-th category.

If there is no data on the labor intensity of the production program, then the average category of work can be calculated based on the following dependencies:

(6)

where R m - tariff category corresponding to the smaller of two adjacent tariff rates, between which is the average tariff rate;

С с - average tariff rate;

C m - the smaller of two adjacent tariff rates;

C b is the larger of two adjacent tariff rates.

The average work category can also be calculated in the following way:

, (7)

where P b is the tariff category corresponding to the larger of two adjacent tariff rates, between which there is an average tariff rate.

Comparison of the average wage category of work and workers contributes to the adoption of informed management decisions regarding the formation of the professional and qualification composition of the enterprise's personnel. A comparative analysis of the average category of work and workers allows us to draw the following conclusions:

K skt \u003d H zan. : H required, (8)

where N zan - the number of workers occupying jobs in accordance with qualification requirements;

H required - required number workers of the appropriate skill level.

The identified discrepancies show shortcomings in personnel planning and allow developing measures to change the qualification level of employees or to change the requirements for the qualification level of the work they perform.

Analysis of the quantitative and qualitative level of the organization's personnel is supplemented by a study of its structure.

Analysis of the organization's personnel structure. Structural characteristics relate to various aspects of the labor potential of the organization. Depending on the selected criteria, an analysis of the structure of the organization's personnel is carried out: by category, by skill level, by gender and age, by work experience, by level of education, by degree of participation in various fields of activity, by belonging to public and other organizations, etc. In each of these cases, not only the share characteristic is investigated, but also its change over a certain period of time. Based on the results of the analysis, appropriate management decisions are made.

The calculation of the turnover ratio for the recruitment of personnel is carried out as follows:

. (9)

The attrition turnover rate is calculated using a similar formula:

. (10)

The turnover rate in an organization is defined as the ratio of the smallest number of employees hired and fired to the average number of employees.

The calculation of the stability coefficient of personnel is carried out according to the following formula:

(11)

The staff turnover rate is defined as follows:

K int. fluid. = K fluid. private: To fluid. general, (13)

where K is fluid. private, K fluid. general - respectively private and general coefficients of fluidity.

The turnover intensity coefficient allows you to compare departments and groups of employees in terms of their turnover and identify the most problematic areas.

where Ch current1, Ch current0 - the number of employees who quit for reasons of turnover, respectively, in the analyzed and base periods;

П avdn0 - average daily labor productivity in the base period;

D tech - the average number of days lost by one employee upon dismissal, equal to 18.

Labor productivity analysis

Labor productivity is the most important indicator of the labor activity of the staff. Analysis of labor productivity allows you to determine the factors influencing it and identify the reserves of possible growth. It is aimed at solving a complex of tasks, the most important of which are:

Determination of the level and dynamics of labor productivity in order to identify deviations of the analyzed indicators from the base ones and establish the causes of deviations;

Identification of the factors that caused the change in labor productivity in order to determine their impact;

Identification of current and prospective reserves for increasing labor productivity, identifying opportunities to reduce the number of employees and their labor costs;

Determining the impact of labor productivity in conjunction with other factors on the main performance indicators of the organization;

Assessment of the state of labor productivity in general for the organization and its divisions;

Selection of the optimal task for the growth of labor productivity, bringing it to specific performers and monitoring the quality and timely implementation;

Development of organizational and technical measures that contribute to increasing labor productivity, and determining their economic efficiency;

Evaluation of the effectiveness of the organizational and technical measures taken to use the identified reserves for increasing labor productivity.

Depending on the basis of comparison, taken as a benchmark, when analyzing labor productivity, either a comparative or a comparative method of analysis is used. In the first case, planned indicators are used as a standard, which makes it possible to determine the amount of positive and negative deviations. This approach is most justified in the current analysis. When using the comparative method, the best indicators for a group of homogeneous enterprises, industries or calculated indicators oriented towards progressive trends are taken as the standard. Such an analysis is necessary for predictive calculations.

The following main methods and techniques for studying labor productivity can be distinguished:

2) method of absolute differences;

3) reception chain substitutions;

4) correlation and regression analysis;

5) expert evaluation;

6) mathematical methods;

7) sociological research.

The choice of method depends on the tasks and the level of managerial decision-making, as well as on the indicators used.

System of indicators of labor productivity based on different approaches to their evaluation. In countries with developed market economies, the system of productivity indicators is based on the theory of factors of production, according to which the main role of productivity is to find the optimal combination of available factors of production and the costs of their implementation in order to achieve maximum results. This approach uses the concept of the productivity of factors of production. This concept is most fully disclosed by D.S. Sinka, who believes that "productivity is the ratio of the amount of output produced by a given system in a given period of time to the amount of resources consumed to create the production of this product in the same period." Based on this, in the most general view productivity is defined as the ratio of output to inputs. This definition is valid for any number of factors of production and can be used at all levels of management. Productivity in this approach is considered based on one or all of the factors involved in the production process. In the first case, productivity is understood as an indicator that characterizes the effectiveness of the production process from the point of view of its main goal, in the form of the ratio of the volume of products intended for sale outside this production process to the costs of only one of the production factors: labor, fixed production assets, materials, energy, etc. In the second case, productivity is expressed by such an indicator that characterizes the effectiveness of the production process, presented as the ratio of the volume of production to the total costs of all or several factors of production involved in the manufacture of this product. Depending on the number of factors taken into account in the denominator of the formula for calculating productivity, there are: private productivity (one factor of production is taken into account), multifactorial productivity (several factors of production are taken into account), total productivity (all factors of production are taken into account).

When analyzing labor activity, the influence of private indicators of productivity on the results of the production process is considered, and among private indicators, the greatest attention is paid to the indicator characterizing the effectiveness of labor costs, i.e. labor productivity, calculated as the ratio of the volume of products (works, services) to labor costs. Other factors of production are taken into account by such important private performance indicators as capital productivity, determined by the ratio of production volume to the costs of the main fund, material productivity, calculated as the ratio of production volume to material costs. Since all factors of production have productivity, the indicator of labor productivity, considered as one of the indicators of the private productivity of factors, acts in conjunction with the others.

According to the statistics of the International Labor Organization, when calculating labor productivity, the following indicators are used that form the numerator and denominator of the calculation formula. The numerator is:

A. - Gross national or domestic product.

B. - Net national or domestic product.

C. - Gross output.

D. - Net output.

The denominator is:

1. - The number of employees.

2. - The number of workers (or employees).

3. - Number of man-days.

4. - Number of man-hours.

In comparative statistical tables by country, these indicators are indicated by the corresponding symbols: , etc.

For international comparisons, indicators such as GDP per capita (), GDP per worker () or per hour worked () are used. In accordance with the calculation formula, the first indicator characterizes not only labor productivity, but also the standard of living of the population. The next two indicators are taken into account when determining the competitiveness of products, and its increase also reflects the growth in the standard of living of the population.

At the level of the organization, the volume of production is measured in natural, conditionally natural, labor and cost units. Depending on this, natural, conditionally natural labor and cost methods for measuring labor productivity are distinguished. Labor costs are characterized by the number of employees of the organization, the number of man-days or man-hours worked. Depending on this, productivity is calculated per person (annual labor productivity), per man-day (daily labor productivity) and per man-hour (hourly labor productivity). In practice, various combinations of indicators are used that reflect the volume of production and labor costs.

The level and dynamics of labor productivity depend on the method of measuring the volume of output, work performed, services rendered, and on accounting for the labor costs required to produce this product. The formula for calculating the level of labor productivity (P) with the natural method of calculating the volume of output has the form

where q i- number of units i th type of product;

H - the number of workers (or the number of days worked, hours).

The use of this approach is justified in the production of the same name and homogeneous products. In the case of the production of the same name, but heterogeneous products, the volume of manufactured products is adjusted by the conversion factor (K i), determined by the ratio of the labor intensity of each type of product ( t i) to the labor intensity of products taken as equivalent (t n):

In the production of heterogeneous products, it is advisable to use the cost method for measuring the volume of output. The calculation of labor productivity in this case is carried out according to the formula

where C i - unit price of the i-th type of product.

The volume of production can be measured in this case by gross, marketable, shipped, sold products.

When using standards, the calculation is carried out at the standard cost of processing and standard net products. When using net product standards, the calculation is similar to that presented above, and the formula takes the form

where N i is the standard of net production, calculated as the price of a unit of production, reduced by material costs at the rate, or as the sum of wages and profits per unit of output.

The most reasonable is the calculation of labor productivity on the basis of net output, defined as the part of gross output corresponding to the newly created value. The calculation of labor productivity in this case is carried out according to the formula

, (20)

where VP - gross output;

MZ - material costs;

AM - depreciation;

KP - the cost of supplies for cooperation;

PR - profit.

The level of labor productivity can be calculated according to the labor method of its measurement. The volume of products, works, services in this case is calculated based on the total labor intensity of their implementation, including technological labor intensity, maintenance labor intensity and management labor intensity. An exact calculation of the total labor intensity cannot be carried out, but even if its approximate value is used, there is currently no reasonable methodological approach to its distribution among products. In practice, therefore, not a level indicator of labor productivity is used, but an index of labor productivity calculated on the basis of technological labor intensity.

The study of labor productivity can be associated with an assessment of the effectiveness of the use of personnel in general and by category. For this, factorial models of changes in the indicator of personnel profitability, determined by the ratio of profit to the average annual number of employees, can be applied. Since profit depends on the profitability of sales, the capital turnover ratio and the amount of operating capital, the factor model of this indicator can be represented as follows:

first option:

= × × , (21)

second option:

= × × , (22)

where PP - profit from the sale of products;

H - the number of personnel of the organization;

BP - proceeds from the sale of products;

SC - the average annual amount of capital;

B - the cost of output in current prices.

According to the first model, it is possible to determine how profit per employee has changed, i.e. profitability of personnel () due to changes in the capital-labor ratio (), the rate of capital turnover () and the profitability of turnover (). The second model allows you to establish how profit per employee has changed due to labor productivity, i.e. average annual production output by one employee in current prices (), specific gravity of sold products in its total output, i.e. the share of revenue in the cost of output (), and on the profitability of sales, i.e. from the profitability of turnover (). The second model allows you to link productivity growth factors with the growth rate of personnel profitability.

The effectiveness of personnel management can also be assessed, considered as the effectiveness of the activities of employees of the management apparatus, which is commensurate with costs. The effectiveness of personnel management is influenced by such factors as the level of organizational work, measures of scientific and technological progress, the quality of work, staff training, and advanced training. The effectiveness of personnel management can be assessed by a system of indicators involving general and particular criteria. The system of indicators used in assessing the effectiveness of personnel management includes the time spent on the management process, the reduction in the loss of working time of the management apparatus, and the reduction in time for the management process. In this case, the following should be taken into account: the technical level of the controlled system, the reliability of the control system, the reliability and completeness of information, the quality of work, timeliness, the level of decisions made and the degree of their qualification. As a general criterion, the maximum income received at the minimum cost can be considered. Particular criteria can be minimum costs different types of costs (minimal labor intensity, minimal cash costs).

The variety of aspects of the study of labor productivity is combined with the rationale for choosing the method of its implementation. The greatest efficiency of analysis is achieved when using the index method. The indicator index reflects the ratio of its analyzed value to that taken as a base. Moreover, the analyzed and basic values can reflect actual and planned indicators in the past, present and future periods (planning index, plan fulfillment index, index of actual or planned change in indicators in the present, past or future periods). The functional relationship between index indicators completely repeats the relationship of the corresponding absolute values of these indicators.

Thus, the relationship between the labor productivity index, the index of the volume of output (works performed or services rendered) and the labor cost index is expressed as follows:

I p main worker \u003d I in: × I h main workers (23)

I p daily \u003d I in: × I man-days (24)

I p hourly \u003d I in: × I man-hours (25)

I p worker \u003d I in: × I h workers (26)

I p worker \u003d I in: × I h workers (27)

where I n employee - labor productivity index of one employee;

I p worker - labor productivity index of one worker;

I p of the main worker - the index of labor productivity of one main worker;

I p daily - index of daily labor productivity;

I p hourly - index of hourly labor productivity;

I в - index of output volume (works performed or services rendered);

I h workers - index of the number of employees;

I h workers - index of the number of workers;

I h of the main workers - the index of the number of main workers;

I man-days - index of man-days worked;

I man-hours - index of man-hours worked.

Comparison of indices that characterize the change in various indicators can serve as a basis for identifying reserves for increasing production efficiency by eliminating losses and waste of working time.

The index relationship between labor productivity indicators of various categories of workers and changes in the share of these categories is expressed as follows:

I p worker \u003d I p main worker × I d main. working in work (28)

I p worker = I p main worker × I d main. working in working (29)

I p worker = I p worker: I d worker. at work.. (30)

I p worker \u003d I p main worker × I d main. working in working × I d working in work (31)

where I d main. working in work - index of the share of the main workers in the total number of employees;

I d main. working in working - index of the share of the main workers in the total number of workers;

I d working in work - index of the share of workers in the total number of employees.

The analysis reveals the reasons for the differences in these indicators, their relationship with technical and organizational changes that have occurred in the organization. So, a comparison of labor productivity indices per worker (I p worker), worker (I p worker), main worker (I p main worker), for one man-day (I output per 1 man-day) and man -hour (I production per 1 man-hour) allows us to draw conclusions about the irrational use of various categories of personnel and the presence of whole-day and intra-shift losses of working time.

Irrational use management personnel characterized by inequality

I p worker > I p worker. (32)

Irrational use of auxiliary workers takes place in the following case:

I p main worker > I p worker. (33)

The increase in whole-day losses of working time is reflected by the inequality

I output per 1 man-day > I output per 1 worker. (34)

An increase in intra-shift losses of working time is characterized by the dependence

I output per 1 man-hour > I output per 1 man-day (35)

Identification of losses and waste of working time is completed by the development of measures to reduce and eliminate them.

The use of the index method also involves a comparison of indices of indicators that reflect various aspects of the organization's activities. A situational analysis based on a comparison of productivity and capital-labor indices, calculated as the ratio of the cost of fixed production assets or their active part to the number of employees, as well as labor productivity and capital productivity indices, determined by dividing the volume of output by the cost of fixed production assets or their active part, allows draw the following conclusions.

If an organization buys funds that are equal in performance to the existing ones, which does not change the return on assets, then

I p employee \u003d I capital-labor ratio (36)

If an organization acquires fixed production assets, which are inferior in performance to the existing ones, then this leads to a decrease in capital productivity and, therefore,

I n employee< I фондовооруженности (37)

If fixed production assets are acquired that increase productivity and capital productivity, then

I n employee > I capital-labor ratio (38)

The analysis carried out makes it possible to determine how the growth rate of labor productivity affects the efficiency of capital investments involved in production, on the basis of which a conclusion is made about further changes in the sphere of capital investment involvement.

The indices discussed above, characterizing the growth rates of labor productivity, show the change in the level of this indicator in certain periods of time. Growth rates are determined in comparison with the base period (base growth rates) or with the previous period (chain growth rates). The change in labor productivity and its components is analyzed in dynamics for several months, quarters, years, but not less than for three periods in a row. Otherwise, there are difficulties in determining the trends in the indicators.

The object of analysis can be the average annual growth rate of labor productivity and the dynamics of their change. The average annual growth rates of labor productivity (I p cf. year) are calculated according to the geometric mean, the transformed formula of which has the form

, (39)

where P 1 , P n - the level of labor productivity, respectively, in the first and last (n-th) periods.

To study trends in labor productivity over a long period (approximately 10-15 years or more), trends are used, i.e. rate of change over the period under review. Trends are most useful for identifying underlying performance trends that are not affected by short-term factors.

To identify the influence of factors on the level and dynamics of productivity, all methods and techniques of analysis are used. The dynamics of labor productivity, primarily the average hourly, is significantly affected by the change in the labor intensity of products, because. labor intensity and output depend on the same factors. The indicator of average hourly output is inversely related to the labor intensity of products. This dependence, concerning all economic indicators, inversely related to each other, is taken into account when identifying the effect of changes in labor intensity (in percent) on changes in labor productivity (in percent).

The percentage change in labor productivity does not coincide with the percentage change in labor intensity. The relationship between the percentage increase in labor productivity (DI n *) and the percentage decrease in labor intensity (DI t *) is expressed by the dependence

. (40)

The change in labor productivity occurs under the influence of a number of factors and is calculated when determining the increase or decrease in labor productivity based on the savings or increase in the number of each factor and their combination.

Growth (decrease) in labor productivity for each ( i th) factor (DI p i) is determined by the formula

, (41)

where DC i- saving (increase) in the number of i-th factor;

Savings (increase) in the number of all factors;

Ch p - estimated number, i.e. base headcount adjusted for growth in output (or headcount calculated from the analyzed volume and base output).

The increase in labor productivity for all factors (DI p total) is determined by the formula

. (42)

The change in labor productivity is based on data on the change in the number of employees as a whole in the organization and on its factorial change. The total change in abundance (DCh total) is determined by the formula

DC total \u003d H 1 - H 0 × I in. (43)

It is recommended to start the calculation by factors with determining the change in the number due to the influence of structural factors and, first of all, due to the change in the share of certain types of products and industries in their total volume (Dh str):

Dch str \u003d H 0 × K str × I in - H 0 × I in, (44)

where K str is the coefficient of structural shifts, determined by the ratio of specific labor intensity in the analyzed and base periods. The product of the coefficient of structural shifts and volume growth is converted into a coefficient that characterizes the change in the labor intensity of products

K str × I c \u003d K labor, (45)

where q 1 , q 0 - the volume of output of each type in natural units, respectively, in the analyzed and base periods;

t 0 - the complexity of each type of product in the base period;

To labor - the coefficient of labor intensity of products.

Savings in numbers due to the growth of production volume, i.e. the relative savings in the number of employees involved in the maintenance and management of production due to the growth of its volume is determined as follows:

DC etc. = N 0 × DI in × 0.5 × 0.6 = N 0 × DI in × 0.3 (46)

where DH etc. - the number of other categories of personnel (employees involved in the maintenance and management of production).

For every percentage increase in production, the number of other categories of personnel grows by an average of 0.5%, and the share of these categories in the total number of employees is approximately 60%. Based on this, the overall adjustment factor will be 0.3.

For all factors of technical improvement of production, the savings in headcount are calculated on the basis of a decrease in technological labor intensity:

Dh labor. = , (47)

where D is labor. - savings in numbers due to factors of technical improvement of production and other factors, savings in numbers for which is associated with a decrease in the labor intensity of manufacturing products;

t 0 , t 1 - the complexity of manufacturing each type of product before and after the implementation of the measure;

q 1 - the number of units of each type of product produced after the implementation of measures to reduce technological labor intensity;

F 1 - fund of working time of one worker for the analyzed period;

K n1 - the coefficient of compliance with the norms in the analyzed period.

According to the factors of organizational improvement of production, the savings in headcount are calculated based on the reduction of all-day and intra-shift losses of working time according to the following formulas:

DC c.p. = , (48)

where DCH ts.p - savings in headcount by reducing day-to-day losses of working time;

F dn1 , F dn - daily fund of working time of one worker for the analyzed and base periods;

Dch v.p. = , (49)

where DCh v.p - savings in numbers due to the reduction of intra-shift losses of working time;

Ф hour.1, Ф hour.0 - hour fund of working time of one worker for the analyzed and base periods.

The analysis of changes in labor productivity by factors is directly related to the analysis of reserves for the growth of labor productivity, among which there are three groups: reserves for reducing technological labor intensity (primarily associated with the factors of technical improvement of production); reserves for improving the use of working time (mainly associated with the factors of organizational improvement of production) and reserves for improving the structure of personnel (mainly associated with factors of growth in production volume and improvement of management).

The analysis of the influence of working conditions on its productivity is based on the use of normative tables that characterize the dependence of changes in labor productivity on the level of illumination, dust, gas pollution, noise, vibration, etc. In addition, the calculation of labor productivity growth as a result of improved working conditions can be carried out on the basis of a reduction in the use or complete elimination of additional leave and shorter working hours. When calculating the savings in the number of employees as a result of reducing the scale of providing additional leave, the same formula is used as when determining the impact of a change in whole-day losses of working time, but the daily working time fund (analyzed and basic) is calculated based on the number of employees enjoying the right to additional leave for work in adverse conditions. When determining the savings in the number of workers as a result of a change in the scope of the use of a shorter working day due to improved working conditions, a formula can be used that reflects the impact of changes in intra-shift losses of working time. The hourly fund of working time in this case (analyzed and basic) is calculated based on the number of workers enjoying the right to a shortened working day for working in adverse conditions.

The productivity of workers also directly depends on the impact social factors. Among the most important of them are:

Material and moral interest in the results of individual and collective activities;

The level of qualification, general education and professional training, the general cultural and technical level of employees;

Attitude to work and labor discipline;

Health and well-being;

Economic and legal security;

Relationships in the team, its stability and cohesion;

The development of corporate labor morality, the ideology of the corporation, the formation of a sense of involvement in the affairs of the company, the "spirit of a single team."

The influence of social factors on labor productivity is largely indirect, manifesting itself in an increase in job satisfaction and an increase in labor activity, initiative, responsibility, self-discipline and self-control. An increase in labor productivity due to these factors is possible by increasing investment in human capital, including spending on education, health care, and increasing the mobility of workers.

One of the areas of research of labor productivity is to identify its impact on the main performance indicators of the enterprise. To analyze the impact of changes in labor productivity on changes in the volume of output, the method of absolute differences can be used. In this case, the absolute increase (decrease) in the volume of output, obtained due to the growth (decrease) in labor productivity (DВ p), and the absolute increase (decrease) in the volume of output, obtained due to the increase (decrease) in the number of employees (DВ h), are determined formulas

, (50)

, (51)

where P 0 , P 1 - respectively, the basic and analyzed levels of labor productivity;

Ch 0, Ch 1 - respectively, the base and analyzed number of employees.

Along with revealing the impact of labor productivity and the number of employees on the change in the volume of output in absolute terms, share characteristics are calculated.

The share of the increase in production, obtained by increasing the number (D D hc), is determined by the formula

where DI h is the increase in the population index;

DI в - increase in the index of output (works, services).

The share of the increase in production obtained through the growth of labor productivity (D D cp) is determined as follows:

The shares can be calculated based on the absolute changes in the analyzed indicators:

, (54)

. (55)

In this case, it is advisable to check the correctness of the calculations by summing up the received shares, which should be one.

The impact of changes in labor productivity on changes in the volume of output can also be identified using chain substitutions, correlation and regression analysis, expert evaluation, mathematical methods, sociological research.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL AGENCY FOR EDUCATION
NOVOSIBIRSK STATE TECHNICAL UNIVERSITY

Department of Production Organization

Course work

in the discipline "Economics and sociology of labor"

on the topic: "Assessment of the labor potential of an enterprise"

Completed:

Student,, S.V.

Faculty of Business

Group: FB-41

Teacher

Delivery date:

Novosibirsk

Introduction ................................................ ................................................. ................3

1. Theoretical aspects of assessing the labor potential of an enterprise ...... ... 5

1.1 The essence and components of the labor potential of the enterprise……….5

1.2 Development of ideas about the assessment of the labor potential of an enterprise………………………………………………………………………...11

1.3 My understanding of the issue of assessing the labor potential of an enterprise………………………………………………………………………...17

2. Characteristics of the object of study LLC "RKS service Siberia" and tools for analyzing the assessment of the labor potential of the enterprise……...19

2.1 Characteristics of the company RKS Service Siberia LLC……………..19

2.2 Analysis of the personnel structure……………………………………………...23

2.3 Tools for assessing the labor potential of an enterprise……..27

3.1 The results of the study of the labor potential of the enterprise……..31

3.2 The main conclusions based on the results of the assessment of the labor potential of the enterprise………………………………………………………………………...33

3.3 Recommendations for the efficient use of the labor potential of RKS Service Siberia LLC……………………………..343.4 Cost analysis for the implementation of the proposed activities………...35Conclusion………………………… …………………………………………….36

List of used sources .................................................................. ....................39

Introduction

Evaluation of labor potential is not only a problem of today's organizations, but at the same time the problem of solving tomorrow's long-term tasks related to improving the quality of life and improving the well-being of the population. The formation of an effective labor potential is one of the most important conditions for the struggle for the growth of labor productivity, as well as the quality of products and services provided. Evaluation of labor potential begins with an analysis that is designed to reveal the change in labor potential under the influence of certain factors, the rationality of use, the degree of compliance with the needs of the enterprise. This explains the relevance of the chosen topic and the practical significance of the work on the economics and sociology of labor.

The content of the labor potential reveals, on the one hand, the possibility of participation of an employee (or all members of the enterprise team) in socially useful activities as a specific production resource, and on the other hand, a characteristic of the qualities of the employee (employees). Characteristics reflect the degree of development of his (their) abilities, suitability and readiness to perform work of a certain type and quality, attitude to work, ability and willingness to work with full dedication of strength and ability. Accordingly, the parameters of labor potential are divided into two groups

1) parameters characterizing the socio-demographic components of the labor potential of the enterprise team: gender and age structure, level of education, family structure, health status, etc.;

2) the parameters of the production components of the labor potential: professional qualification structure, raising and updating the professional level, creative activity.

The purpose of the work is to assess the labor potential of a particular enterprise with subsequent recommendations for its improvement or optimization for the selected organization. The efficiency of the use of labor potential largely depends on the scope of the company (production, services, etc.). To achieve the goal of this work, the currently operating company RKS Service Siberia LLC was selected, detailed description which will be given a place in the work.

In accordance with the goal, the following research tasks arose: 1. Consider the theoretical aspects of assessing the labor potential of an enterprise 2. Study the development of ideas on this issue. 3. Form your point of view on the assessment of the labor potential 4. Select tools for studying the labor potential of the enterprise 5. Conduct an analysis of the labor potential of the company RKS Service Siberia LLC. 6. Develop recommendations for the improvement and efficient use of labor potential based on the analysis of the results of the study.

The object of the study is the assessment of labor potential and its analysis. The subject of the study is the assessment of the labor potential of the team of a particular company.

Research, analysis and data processing, comparisons, descriptions, tabular representations are chosen as the main methods of work. In the process of work, economic and sociological literature was used.

An important but not fully resolved problem is the assessment of labor potential, which can be used to measure and intensively use personal labor potential, therefore, as a result of this work, it is planned to obtain a specific picture of the labor potential of RKS Service Siberia LLC and identify ways to use it effectively.

1. Theoretical aspects of assessing the labor potential of an enterprise

1.1 The essence and components of the labor potential of the enterprise

The performance of any organization is directly related to the state and degree of use of its labor potential. The labor potential of an organization is the possible quantity and quality of labor available to labor collective organizations at the level of scientific and technological progress. Being a specific form of materialization of human activity, the labor potential of the organization acts as a personified workforce, taken in the aggregate of its qualitative and quantitative characteristics, as the personnel potential of the organization.

Personnel potential of the organization - a cumulative assessment of the personal and professional capabilities of the personnel of the organization based on the study of the labor potential of employees and the organization as a whole.

The labor potential of an employee is the employee's capabilities, which determine the boundaries of his participation in labor activity, the quantity and quality of labor that the employee has. The labor potential of an employee is manifested through his personnel potential. The basis of the labor potential of an employee is the qualities laid down by nature (health opportunities, Creative skills presented in table 1) .

Table 1. Components of labor potential.

Components of labor capacity	Company
1) Health	Lost working time due to illnesses and injuries. The cost of ensuring the health of personnel.
2) Morality	Relationships between employees. Losses from conflicts. Fraud
3) Creativity	The number of inventions, patents, rationalization proposals,
4) Activity	new products per worker. Enterprise.
5) Organization and assertiveness	Losses from violations of discipline. Purity. performance. Effective collaboration.
6) Education	The share of specialists with higher and secondary education in the total number of employees. The cost of staff development.
7) Professionalism	Product quality. Marriage loss.
8) Working time resources	The number of employees. The number of hours worked per year per employee.

Using the example of managers and specialists, we present a system of professional and personal characteristics covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) the ability to see and support the advanced; 9) moral and ethical character traits used in the analysis and evaluation of the employee's human resources potential.

The first group includes the following qualities: the ability to subordinate personal interests to public ones, the ability to listen to criticism, be self-critical, actively participate in public activities, and have a high level of political literacy.

The second group covers: a sense of personal responsibility for the task assigned, a sensitive and attentive attitude towards people, diligence, personal discipline and exactingness in observing discipline by others, the level of work aesthetics.

The third group includes: availability of qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; age, length of service in the organization (including in a managerial position).

The fourth group includes: the ability to organize a management system, the ability to organize one's work, possession of advanced management methods, the ability to conduct business meetings, the ability to self-evaluate one's capabilities and one's work, the ability to assess the capabilities and work of others.

The fifth group includes: the ability to work with subordinates and managers different organizations, the ability to create a cohesive team, to select, arrange and consolidate personnel.

The sixth group includes the ability to briefly and clearly formulate goals, compose business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of possibilities modern technology management and the ability to use it in their work, the ability to read documents.

The seventh group covers: the ability to make decisions in a timely manner, the ability to ensure control over the execution of decisions, the ability to quickly navigate in a difficult environment and resolve conflict situations, the ability to observe mental hygiene, the ability to control oneself, self-confidence.

The eighth group combines: the ability to see the new, to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes qualities: honesty, conscientiousness, decency, integrity, poise, restraint, politeness, perseverance, sociability, charm, modesty and simplicity, neatness and accuracy. appearance, good health, family relationships.

So, in assessing the labor potential, it is necessary to characterize its quantitative and qualitative aspects. To characterize the labor potential from the quantitative side, such indicators are used as:

The number of industrial and production personnel and personnel of non-industrial divisions;

The amount of working time that can be worked out at a normal level of labor intensity (the limits of the employee's possible participation in labor). Qualitative characteristics of the labor potential is aimed at assessing:

The physical and psychological potential of the employees of the enterprise (the ability and inclination of the employee to work - the state of health, physical development, endurance, etc.);

The volume of general and special knowledge, labor skills and abilities that determine the ability to work of a certain quality (educational and qualification levels, fundamental training, etc.);

The quality of team members as business entities (responsibility, conscious maturity, interest, involvement in economic activity enterprises, etc.). Characterization of the qualitative side of the labor potential can also be made using quantitative indicators. For example, to assess the state of health, indicators of the frequency and severity of diseases per 100 employees are used (i.e., the state of health is assessed indirectly through the incidence rate), to assess the level of qualification:

Average category of workers, level of education

The average number of classes in a general education school, for assessing vocational training

Percentage of vocational school graduates, number of months of vocational training, etc. It should be noted that the collection of this kind of information, especially in terms of obtaining qualitative characteristics, is difficult and requires special studies. Therefore, a simplified approach is used, when the qualitative characteristics of the labor potential are limited to data reflecting the educational and qualification level, the availability of special professional training and its duration, gender and age composition.

It is known that the higher the labor potential of the enterprise, the higher the potential of the hired labor force, the more complex tasks can be solved by the team (in relation to output, its quality, the speed of mastering new types of it, the efficiency of production and economic activities, etc.) . However, the presence of such advantages does not at all indicate that the main task of personnel management is to maximize labor potential. There are also limitations here, in particular, the emergence of a labor force whose labor potential will be too high for specific production conditions, not meet its needs, and be "redundant". This situation is undesirable for several reasons. First, recruiting or training a workforce of this quality is too expensive for the enterprise. And secondly, this labor potential will not be fully used, and the funds spent on labor will not pay off. For the workers themselves, this can cause dissatisfaction with the work at this enterprise, followed by dismissal of their own free will. The discrepancy between the labor potential of the collective and the needs of production in conditions of economic independence and the initiative of labor collectives seems to be a serious problem. As noted in the literature, "...in some teams, programs for the reconstruction of enterprises for new highly efficient technologies are perceived very painfully, there is no serious interest in mastering new professions and specialties, there is apathy and indifference to the restructuring of forms of enterprise management. Without a doubt, such phenomena reflect certain contradictions between the quality of the labor potential at a given facility and the conditions for its intended implementation. At the same time, two extreme cases are possible: either the potential is low, which prevents the implementation of the pace of introduction of production innovations, or the potential is high, but the socio-psychological prerequisites for its effective release have not been created"

All this necessitates constant monitoring of the situation, adjustment of the chosen personnel policy, anticipation of possible negative phenomena through systematic managerial impact on the workforce in accordance with the current and future development tasks of the enterprise itself.

1.2 Development of ideas about the assessment of the labor potential of an enterprise

The movement from the abstract, one-sided to the concrete, detailed, diverse in the knowledge of the human factor led to the introduction of the term "labor potential" into scientific circulation. Economists and sociologists use this concept today to characterize the term "human factor" in volume terms, both on the scale of the whole society and within individual production teams. According to the general opinion, "labor potential" should present the human factor in dynamics as a continuous, developing, multifaceted process that characterizes hidden opportunities. Here are the results of surveys of workers and employees of French companies: 66% of respondents indicate the impossibility of fully realizing their abilities at work. The estimates of American experts are as follows: a worker, not being afraid of being fired, on average uses 20-25% of his potential. However, according to the respondents, this figure can be increased to 70-80% if communications are stimulated, opportunities for educational and professional growth are expanded, and prerequisites are created for greater involvement of employees in the process of making economic decisions.

The results of research conducted by Matskulyak I.D. at the enterprises of the CIS countries for the period from 1984 to 1994, consistently indicated that the vast majority of workers and engineers (85-95% of respondents) could work more efficiently. Many of the respondents indicated that their potential is used by 75-80%. Hidden surpluses of labor resources amounted to 20-25% of the number of employees at the enterprise. About a third of the workers worked at full strength.

In the context of market transformations, according to the journal “Problems of Theory and Practice of Management”, for February 1995, at Russian enterprises, along with a significant reduction in employment (on average by 8% per year since 1991), the surplus of labor continues to increase. Thus, with a fall in the utilization of production capacities by an average of 43% (for the period from 1991 to 1995), employment decreased by 30%.

If in 1992 the heads of enterprises estimated the surplus labor force at the level of 18% of the headcount, and in 1993 - 6.7%, then in 1994 this figure increased to 27.2%, and every sixth head noted that production would not have suffered if the staff had been halved.

The term "potential" was introduced into scientific circulation 10-15 years ago. In the Soviet encyclopedic dictionary, etymologically it means "hidden opportunities, power, strength." A broad interpretation of the semantic concept of "potential" is its consideration as "a source of opportunities, means, stock that can be put into action, used to solve a problem or achieve a specific goal; the capabilities of an individual, society, state in a certain area" .

Thus, the terms "potential", "potential" mean that someone (whether it be a single person, the primary labor collective of an enterprise, society as a whole) has hidden, not yet manifested opportunities or abilities in the relevant areas of their life.

Defining this category the concepts of "potential" and "resources" should not be contrasted. Potential (economic, production, labor) is a generalized, collective characteristic of resources, tied to place and time. Currently, three directions in the development of ideas about the potential can be distinguished.

Proponents of the first believe that the potential is a set of various resources necessary for the functioning or development of the system, mainly economic, directly related to the functioning of production and the acceleration of scientific and technological progress.

Supporters of the second view potential as a system of material and labor factors (conditions, components) that ensure the achievement of production goals.

Proponents of the third consider the potential as the ability of a complex of resources to solve the tasks assigned to it, i.e. potential is a holistic expression of the total ability of the team to perform any tasks. On this basis, a conclusion is made about the synergistic effect, the total capacity of the team, i.e. the more successful the structure of the object, the more consistent its structural and functional elements, the higher its potential and efficiency.

The idea of the essence of potential predetermines the approach to its assessment, measurement and management. Indeed, when the potential is considered as a set of resources, its assessment consists in establishing the qualitative and quantitative characteristics of the values of individual types of resources, and their mutual influence is not taken into account and is not measured. When it comes to a system of resources, the characteristics of its individual components should be supplemented by indicators that describe the system as a whole.

Considering potential as the ability of resources to produce certain results and ensure the functioning of the system, all factors that determine such ability should be taken into account and expressed in indicators. To do this, it is necessary to have both the characteristics of resources of all types, and their resulting (system) characteristics, to know how to use and manage them. In other words, it is necessary to know not only resources, but also accumulated, but not yet used reserves. (“Reserve” is a term of French origin, meaning “reserve”. The dictionary of the Russian language notes that a reserve is a reserve from where new forces and resources are drawn. But in order to have reserves, it is necessary to create them. This is the fundamental issue of forming a production and labor potential.

The need for reserves is not a new idea. It is constantly drawn to the attention of economists, who rightly believe that the proportions consciously established by society ensure truly planned development only if society has sufficient reserves.

The difference between the concepts of "potential" and "reserves" lies in the fact that "potential" contains both the existing and the potential, and "reserves" - only the potential, unused. The utilized reserves are thus an essential part of the potential. At the same time, it is appropriate to recall that the functions of reserves are wider than smoothing natural Disasters or taking into account changes in the international situation. The most important function of the reserves is to prevent disruptions in the course of reproduction due to the acceleration of scientific and technological progress, the introduction of innovations. In order to achieve the full and rational use of reserves, each team must know its potential well, have the necessary idea of its level.

In each certain period, the enterprise or its divisions form deviations between the created opportunities and their actual use. Taking the form of unused opportunities, they act as production reserves, which ultimately reflect the degree of use of production and labor potential.

The potential, acting in the unity of spatial and temporal characteristics, concentrates in itself three levels of connections and relationships at the same time:

First, it reflects the past, i.e. is a set of properties accumulated by the system in the process of its formation and determining its ability to function and develop. In this regard, the concept of "potential" actually takes on the meaning of the concept of "resource";

Secondly, it characterizes the present in terms of practical application and use of available abilities. This allows a distinction to be made between realized and unrealized opportunities. In this function, the concept of "potential" partly coincides with the concept of "reserve".

Considering the structure of the potential from these positions, it should be taken into account that in the first case, the structural elements of the potential remaining in an unrealized form lead to a decrease in the effectiveness of its functioning (for example, labor skills that are not used in work are lost, unrealized personal abilities are destroyed), and in the second case, "excessive" the reserve of forces and abilities of the employee ensures the flexibility and maneuverability of the development of the system in relation to changing working conditions;

Thirdly, it is focused on development (future): in the process of labor activity, the employee not only realizes his current abilities, but also acquires new strengths and abilities. Representing the unity of stable and changing states, the potential contains elements of future development as a "potency".

The potential level, characterizing the current state of the system, is due to the close interaction of all three of the above states, which distinguishes it from such seemingly close concepts as "resource" and "reserve".

The approach to the labor force as a resource means, firstly, the rejection of the notion of the labor force as "gift wealth", the development of which does not require financial resources and organizational efforts on the part of the state and enterprises, and, secondly, the recognition of the problem of the lack of individual categories of skilled workers in comparison with the needs of production, which makes it necessary to manage the process of using their most important and scarce categories. Thus, the difference between the concept of "labor potential" and the concept of "labor force" lies in the recognition of the economic feasibility of investments associated with attracting the best quality workforce to production, training it, maintaining it in a working condition and creating conditions for its further improvement.

To consider the concept of "labor potential" of an employee (personality), let us once again turn to the definition of "labor force" given by K. Marx: "... the totality of physical and spiritual abilities possessed by the body, the living personality of a person, and which are used by him whenever it produces any use-values." This definition refers primarily to the individual labor force, since it refers to the "organism and living personality of man" .

Two important implications follow from this definition. Firstly, until the moment a person is employed by labor, it is possible to speak about his labor force only conditionally as about physical and spiritual ability to work in general, as about a possible potential labor contribution. Secondly, the result of the use of individual labor power is the real labor contribution of the worker, it is expressed in a specific product, as well as in a certain

the level of productivity and labor efficiency achieved by this employee.

Thus, the labor force of an individual in its origin (a property of an organism and a living social personality) and the state before use in labor can be considered as the labor potential (resource) of the individual - the source of the labor force. To turn into a labor force, to be used as a labor force - this is the purpose, the objective goal of the "labor potential of the individual." From a theoretical and practical point of view, the importance of this fact lies in considering the labor force not only as something given in advance, but also as a constant reserve for increasing productivity and labor efficiency.

1.3 My understanding of the issue of assessing the labor potential of an enterprise

I believe that the labor potential of an employee is not a constant value, it is constantly changing. The working capacity of a person and the creative abilities of an employee accumulated in the course of labor activity increase with the development and improvement of knowledge and skills, health promotion, improvement of working and living conditions. But they can also decrease if, in particular, the state of health of the employee worsens, the working regime becomes tougher, etc. Speaking about personnel management, it must be remembered that the potential is not characterized by the degree of preparedness of the employee at the moment to occupy a particular position, but by his capabilities in the long term - taking into account age, education, practical experience, business qualities, level of motivation.

Unlike labor resources, labor potential is specific employees, the degree of possible use of which in production is known.

The initial structure-forming unit of analysis of labor potential is the labor potential of an employee (personal potential), which forms the basis for the formation of labor potentials of higher structural levels.

In my view, the labor potential of an employee is the total ability of the physical and spiritual properties of an individual employee to achieve certain results of his work under given conditions. production activities, on the one hand, and the ability to improve in the labor process, to solve new problems that arise as a result of changes in production, on the other.

The labor potential of an employee includes:

Psychophysiological potential - abilities and inclinations of a person, his state of health, performance, endurance, type nervous system etc.;

Qualification potential - the volume, depth and versatility of general and special knowledge, labor skills and abilities, which determines the ability of an employee to work of a certain content and complexity;

Personal potential - the level of civic consciousness and social maturity, the degree of assimilation by the employee of the norms of attitude to work, value orientations, interests, needs and demands in the world of work, based on the hierarchy of human needs.

The formation and use of labor potential requires a lot of organizational and educational work with personnel, the introduction of a scientific organization of labor.

2. Characteristics of the object of study LLC "RKS service Siberia" and tools for analyzing the assessment of the labor potential of the enterprise

2.1 Characteristics of the company RKS Service Siberia LLC

The company was founded by three people and initially engaged only in mediation in the sale of equipment, but after the transfer of the main office from the city of Yekaterinburg to Novosibirsk, new opportunities opened up for the company, since the level of automation in Novosibirsk was an order of magnitude lower than in Yekaterinburg.

The first clients of RKS Service Siberia LLC were such organizations as TS Kvartal and TS Krepost. New customers bought a large number of equipment, but they needed to put it in service, so RKS Service Siberia LLC needed to create its own Maintenance Center. The CTO was organized in October 2003 and included the head of the CTO and two engineers. They were engaged in assembly, repair, equipment diagnostics, and also carried out scheduled monthly maintenance.

Every year the number of customers increased, for the period from the end of 2003 to the beginning of 2007, such companies as TS ALPI, NYP, Kuzina, Obuv XXI, Snow Queen, SM Ramos, SM Treshka, Mango began to cooperate with RKS Service Siberia LLC , SM Avoska.

By the end of 2006, the company already included about 40 people, the company was doing excellently, the number of clients was growing, but RKS Service Siberia LLC easily solved all the tasks assigned to it. But September 2006, brought an unpleasant surprise for the enterprise, because of the conflict between the commercial director and the employees of the CTO, the company lost two leading specialists, as well as the head of the CTO himself. As it turned out later, after the dismissal, they moved to competitors DataKrat-S. Only two young engineers remained in the CTO, who had to work at the limit of their capabilities, they were responsible for servicing about 1000 POS-terminals (cash module). They worked in this mode for about 2 months, after which the general director decided to invite a leading specialist from the city of Yekaterinburg, whom they had been eyeing for a long time, and also to recruit new people for training. Already by February 2007, the CTO was fully staffed with both people and equipment, and it included 7 people who clearly divided responsibilities among themselves.

Subsequently, new departments appeared: the sales department (before that, the commercial director was in charge of sales), the implementation department, the programming department, the secretary was assigned the function of a dispatcher, with which he did an excellent job.

The sales department began an active search for customers, since the amount of equipment put into service directly depends on the volume of sales.

The implementation group was engaged in the introduction of new programs, as well as pulling chains in stores.

The programming department started writing new projects for cash modules (for example, Rastsvet LLC at 24, Dzerzhinsky Ave., Novosibirsk).

Organizational structure RKS Service Siberia LLC

The organization is headed by the CEO, who also takes the place of the technical director, he performs administrative functions, but his experience and knowledge easily allow him to participate in the production process. Under his direct control is the implementation department, the programming department and the Technical Service Center, as well as the system administrator, who is responsible for all communications in the company.

The commercial director, during the inception of the company, played the role of a sales manager, but even after the appearance of a sales department that reports directly to him, he continues to search for new customers. Also under his control is the accounting department. The commercial director is responsible for the conclusion of new contracts.

The head of the sales department is subordinate to two managers, reports to the commercial director.

The head of the implementation department, under his supervision has a project manager and a specialist in pulling and setting up the network.

The head of the CTO, the most versatile employee, thanks to his personal qualities and rich experience in various fields of activity, combines the creation of advertising, writing small programs, and repairing equipment. In submission has several engineers and mechanics.

The secretary-dispatcher is subordinate to both the commercial director and the head of the TsTO. The dispatcher accepts applications from customers and distributes them among the employees of the TsTO.

The driver reports, like the secretary-dispatcher, to the commercial director and head of the central heating station. He combines the duties of transporting equipment, as well as the delivery of a commercial director for negotiations with clients.

RKS Service Siberia LLC specializes in the field of integrated trade automation and data collection systems based on bar coding technology.

RKS Service Siberia LLC has strong ties with the best foreign manufacturers of electronic equipment and actively promotes Russian market well-known brands such as Siemens, Nixdorf, Toshiba, PSC, Mertrologic, Datamax, Denso, Sensormatic, DIGI.

The main types of supplied equipment are:

Computer cash registers (POS terminals)

Barcode Scanners

Label printers

Portable terminals for autonomous data collection

Electronic balance

Systems for protecting goods in trading floors

RKS Service Siberia LLC is the official dealer of the largest Moscow company Service Plus Retail Automation, which is the general supplier of POS-terminals of well-known models: Siemens, Toshiba, IPS.

Due to the presence of its own engineering and production resources, the imported equipment, if necessary, is adapted to the needs of the domestic consumer and the requirements of Russian legislation. The warranty obligations of the company are ensured by the presence of service centers that have all the necessary equipment and element base for fast and high-quality maintenance and repair of equipment.

The solutions offered by RKS Service Siberia LLC are used by such trading companies as: Metro, TSUM, IKEA, MosExpo, Seventh Continent, Kontur-Lada, BIN, Paterson, Party company, Domino's House, Sadko Arkada, Reebok, TS Monetka, TS Kvartal, TS Krepost, ICN, M-VIDEO, TS Russkiy (Tomsk), TS Chetverka (Yekaterinburg), TS Kuriko (Yekaterinburg) and many others.

Distinctive feature company "RKS service Siberia" is that in addition to equipment and software, it also offers technological solutions for organizing the accounting of goods flow, both for single stores and for retail chains.

Qualified and fast maintenance of the cash register is an important factor in the stable and successful operation of the outlet. Having its own Technical Service Center, accredited as a supplier of POS-terminals, RKS Service Siberia LLC provides the full range of necessary works for the installation, configuration, maintenance and repair of cash register modules (both in the warranty and post-warranty period) .

The main competitors of RKS Service Siberia LLC are such companies as Atol LLC, DataKrat-S LLC, Siberia Service LLC and R-TsTO LLC.

Effective personnel management is impossible without clear information about the personnel themselves. To do this, it is necessary to conduct a detailed analysis of the personnel composition, which involves a targeted study of employees according to the characteristics of gender, age, education, qualifications, length of service and other characteristics.

We will analyze the personnel composition of RKS Service Siberia LLC according to the most common and common indicators. In the absence of some data, we restrict ourselves to the following indicators:

1. Age structure of the labor force

The age characteristic of the team affects the effectiveness of the actions taken by the leader, his relationship with his subordinates. Each age group that is part of the team has certain differences (for example, with age, the motivational sphere of a person changes, experience accumulates, skills and abilities are formed, and at the same time, stereotypes that reduce the speed of mastering new knowledge and skills determine a negative attitude to innovations, etc.). At the same time, it must be borne in mind that the rules of developmental psychology should be used carefully: one or another special person may be absolutely not subject to age-related psychological characteristics, maintaining sharpness of perception at an older age, or, conversely, a young person may have the characteristic features of a mature, deliberate assessment, analysis of attitude to work, characteristic of a person in the second half of life.

The traditional indicator of human resources statistics is the average age, calculated as the sum of the ages of all employees divided by the total number of people working in the enterprise. However, this method is not the most effective, we can get a clearer picture by presenting the age structure by grouping [tab. 2.1].

Table 2.1 - Age structure of the personnel of RKS Service Siberia LLC for the second quarter of 2007 (in % ratio)

The data obtained tell us about a fairly homogeneous age structure of the personnel of RKS Service Siberia LLC, the age group of 20-30 years is only slightly predominant. At the same time, it should be noted that at the time of the study there were no persons over 50 years old in the organization, and only 4 people belong to employees over 40 years old, these are the campaign president, commercial director, chief accountant and driver. Most of the company's employees (92%) are under 40 years old, i.е. the organization is dominated by young and middle-aged people, which is favorable for the organization's potential and the possibility of economic growth, especially since the organization itself is young and is at the stage of development.

2. Educational structure.

Similarly to the age structure of organizations, they analyze the composition of the labor force by the level of education received.

Table 2.2 - Educational structure of the personnel of RKS Service Siberia LLC for the second quarter of 2007 (in % of headcount)

Judging by the data given in Table 2.2, a large proportion of employees have higher education (48%). It should be noted that this share mainly includes administrative staff. Workers with secondary education are for the most part maintenance mechanics who compensate for knowledge with skills acquired in the course of work. As a result, the educational structure of RKS Service Siberia LLC can be called balanced.

3. Work experience

An important indicator of the stability of the workforce and the dedication of employees to the organization is the indicator of the duration of work in the company (length of service). For seniority, the average makes more sense than for the age structure, but in this case, it is preferable to use the grouping method.

Table 2.3 - The structure of the personnel of RKS Service Siberia LLC by duration of work in the organization for the second quarter of 2007 (in% of the headcount)

After analyzing the results obtained in Table 2.3, at first glance, we can conclude that the stability of the workforce at the enterprise is low. At the time of the study, about half of the employees (48%) have been with the organization for less than a year. But this phenomenon is quite natural, since RKS Service Siberia LLC is a young organization, and initially had a very small number of employees, but its position in the market changed over time, which required the involvement of a new workforce due to the expansion of production.

4. Gender structure of the organization

The gender structure of an organization - the percentage of men and women - is another traditionally tracked indicator of human resources statistics. However, the practical usefulness of this indicator is limited to those cases where, under the law, women enjoy certain benefits, such as additional compensation or a shorter working day.

As for the gender structure of RKS Service Siberia LLC, here the homogeneity is sharply violated. The ratio of men and women is 43:7, respectively, or 16% of women to 100% of men. This is due to the fact that the services provided by the company are easier to implement by men. Since men are more resistant to physical labor and more tolerant of uncomfortable working conditions. The main part of the female team occupies such departments as accounting, personnel department, as well as the position of secretary-dispatcher.

2.3 Tools for assessing the labor potential of an enterprise

I will conduct research, which will consist in the analysis of the existing labor potential of the enterprise, the rationality of its use and the degree of compliance with the needs of the enterprise.

The calculation of the quantitative characteristics of the labor potential can be carried out according to the formula

TPP \u003d Chrp x Fr x Kni ,

where Chrp - the number of employees of the enterprise,

Fr - working time fund for the period,

Kni - an integral indicator of assessing the state of labor rationing at the enterprise.

But I will choose a different method of analysis, since it is more accessible for research.

For this, such tools will be used as options for the ratio of the labor potential of an employee (or team) (let us denote it as P), its actual use (F) and the level of labor potential required by production conditions (T). They may be different.

The ideal case is characterized by the following relationship:

P = F = T

This means that the existing labor potential, i.e. all the possibilities of workers as carriers of the labor force are fully used and this corresponds to the needs of production.

This option is also widely used:

P > F = T

Such a ratio indicates that the available labor potential is not fully used, but the level of its actual use meets the needs of production. The supply of labor force, its opportunities, is greater than the demand for it. The existing reserve for this reason cannot be used, since there is no direct need. The underutilization of the existing labor potential of employees is evidenced by the underutilization of the whole-day and intra-shift fund of working time due to the fault of employees and for organizational and technical reasons, the lag of the average category of work from the average category of workers, the use of too deep operational division of labor in the organization of labor, which impoverishes the content of workers' labor, weak motivation workers for highly productive labor, low labor intensity, etc. With a significant discrepancy between the labor potential and its actual use, employees experience disappointment and job dissatisfaction due to the lack of opportunities for professional growth.

The situation when the underutilization of the available labor potential becomes too large:

P > F< Т

This indicates that the actual level of use of the existing potential is already so low that production is suffering and the problem of realizing the existing labor reserves is acute.

This option is also possible:

P = F< Т

Despite the full use of the available labor potential, the needs for labor both in terms of quantity and quality are not fully satisfied. The indicators of this situation are the shortage of labor, a large number of overtime work, the lag of the average category of workers from the category of work performed, which leads to a low quality of their performance, to a large defective product due to the fault of workers, etc. Under these conditions, management decisions should be aimed at building up labor potential, changing its quantitative and qualitative characteristics.

It is also necessary to divide the entire staff of RKS Service Siberia LLC into production and non-production.

Many manufacturing and service organizations use a classification that divides the workforce into three categories: production personnel (also called basic workers or productive workers), non-production personnel, and administrative personnel. Production personnel include workers directly involved in the main production of the company (entering into direct contact with the products produced by the organization or the client to whom services are provided). For RKS Service Siberia LLC, production personnel are workers involved in repairs, diagnostics and equipment settings. Non-production personnel, according to this classification, include auxiliary workers (unemployed in the main production) and managers of the first link in the main production - project manager, system administrator, secretary-dispatcher, accountant. But in RKS Service Siberia LLC, the system administrator and project manager are directly involved in the production process, therefore they are considered production personnel. The administrative staff includes all other employees of the company - managers, sales specialists. Significant difference is that the costs of production and non-production personnel are charged to the cost of services, while the costs of administrative personnel are covered from the gross profit of the entire company (before taxes).

For clarity of presentation of the results (since the number of employees is small) and taking into account the combination of functions of employees of the enterprise, we present their structure, highlighting only 2 groups: production and non-production (administrative inclusive) personnel.

Table 2.4 - The structure of employees in RKS Service Siberia LLC for the second quarter of 2007, persons.

In turn, it is possible to identify the qualification composition of workers included in the number of production personnel.

Table 2.5 Qualification structure of employees of RKS Service Siberia LLC for the second quarter of 2007, pers.

Also, production personnel can be divided into 2 groups:

Programmers

Repair Specialists

Let's analyze the receipt and fulfillment of orders separately for each of these groups:

Table 2.5 Percentage of received and completed orders for the second quarter of 2007

As noted in the previous chapter, for the study, an analysis was made of the existing labor potential of the enterprise, the rationality of its use and the degree of compliance with the needs of the enterprise.

The analysis was carried out according to three main indicators: the structure of employees, the qualification composition of employees and the ratio of received and completed applications.

1. The structure of the employed.

The company has 2 categories of employees: production and non-production personnel. The number of production personnel is 30 and 20 non-production personnel, respectively. This ratio indicates the positive functioning of the enterprise in this industry and the effective implementation of the services offered.

2. Qualification composition of employees

When analyzing the qualification composition of employees, it turned out that there are only 3 leading specialists in the company, these are exactly the people who have the richest experience and are able to cope with many problems without attracting additional resources, neither human nor production.

The company has 10 engineers who are direct contenders for the title of a leading specialist, they are not allowed to take this position either by insufficient experience in this industry or lack of knowledge in any issues, but in general their knowledge is quite comparable with the knowledge of leading specialists.

There are 12 mechanics in the company who are fluent in basic knowledge of repairing, diagnosing, setting up POS-terminals and peripheral equipment. Their duties include performing monthly maintenance of POS terminals, and they also act as a courier.

And the last in this list are the masters. There are only 5 of them, these are the youngest employees of the company with minimal work experience and often still on probation. Masters undergo a basic training course, during which they receive basic knowledge on the operation of serviced equipment, its repair and programming. After the expiration of the probationary period, the masters receive the position of a mechanic.

3. The ratio of received and completed applications.

The qualification structure of employees is divided into programmers who are part of the programming department and repair specialists who make up the TsTO (Maintenance Center). Applications received by the firm from customers are distributed between these two departments.

After analyzing the ratio of received and completed work, I received the following data:

The number of applications received for the quarter of 2007 is 273.

The number of completed applications for the quarter of 2007 is 273.

The number of possible requests for execution per quarter is 440.

This case is characterized by the following relation:

P > F = T

440 > 273 = 273

B) Programming department:

The number of applications received for the quarter is 86.

The number of completed applications for the quarter is 51.

The number of possible orders for the quarter is 51.

P = F< Т

51 = 51 < 86

3.2 Key Findings from the Evaluation labor potential of the enterprise

After analyzing the data obtained as a result of the study, we can draw the following conclusions regarding the labor potential of RKS Service Siberia LLC.

In general, employees fully cope with the duties assigned to them for the provision of services. Defects of the programming department are compensated by the TsTO. Specialists maintaining the software (Software) require more time than repair specialists. The duration of the execution of the programmer's application takes from 1 to 2 hours, while for a repair specialist it takes from 20 minutes to an hour. Programmers are potentially unable to perform their functions in full due to a lack of staff and lack of new technologies that would speed up the service process. The technical service center is in partial downtime due to lack of orders. He needs fewer workers, or more customers who can provide the necessary orders. This is due to the presence of competitors in this market, which lure customers to their side.

The sales department also bears a share of responsibility for the lack of orders. He is a non-production staff, but the number of orders directly depends on the promotion of POS-terminals and peripheral equipment (scales, data collection terminals, barcode printers, etc.) on the market for this product. By increasing sales, the company wins new customers and, as a result, expands the possibilities of using its labor potential.

Following from the above conclusions, I want to offer recommendations in the next section that will allow the company to make the most of its labor potential.

For RKS Service Siberia LLC, the following recommendations can be made on the intensive use of the labor potential of the enterprise:

1. Purchase of new equipment and latest versions software for the programming department, would speed up the execution of customer service work. As a result, programmers would be able to fully realize the volume of applications received.

2. Hiring new programmers will increase the amount of work performed.

3. Most topical solution this issue will be training for employees of the programming department, with the help of this it will be possible to improve both the quality and the number of completed applications.

4. It is extremely important for the sales department to direct all its efforts to finding new customers, since the work of the Technical Service Center directly depends on this.

5. If new customers are not attracted, then the company's management will have to decide to cut jobs. In the Technical Service Center, there is a discrepancy between the number of employees and the number of applications received. The content of an inappropriate number of personnel leads to additional losses, which at this stage of the company's development cannot be called justified.

3.4 Analysis of the costs of the proposed activities

In this section, I will consider how much money the RKS Service Siberia LLC company needs to invest in order to implement the recommendations provided:

1. The equipment required by the enterprise consists of new generation processors, fiscal registrars, Touch Screen systems and adapters (USB to IDE). The amount spent on the purchase of this equipment will vary from 60 to 70 thousand rubles.

2. Attracting new programmers will require the cost of maintaining it, which will be about 10 thousand rubles per month. This amount is the base salary of one worker.

3. Training of the personnel of the programming department will cost the company from 15 to 20 thousand rubles, depending on the tasks set.

4. The cost of finding new customers will be minimal for the company, since this will largely depend on the professionalism of managers. Research of the market, competitors, consumers will require the company to spend 5-10 thousand rubles.

5. Job cuts, in turn, will attract additional revenues that were previously used to pay salaries to employees. The amount of income will vary from 10 to 90 thousand rubles, depending on the number of laid-off people.

The system of measures can be aimed at building up and developing labor potential. This may be the stabilization of the team, increasing the "investment" in the workforce, promoting the development of personnel. You can be content with the current level, and all efforts should be directed to the rational use of potential by creating conditions for the disclosure of the capabilities of the workforce and thereby ensure a return on the funds spent on the labor force earlier. It all depends on the choice of a more effective and acceptable method of solving the problem for a given company.

Conclusion

As a result of the research, all the tasks set were solved and the main goal was achieved. The theoretical chapter revealed the essence of assessing the labor potential of an enterprise. As you know, the labor process is the consumption of labor power. The same number of workers may differ in their total ability to work due to differences in preparedness, age, attitude to work, etc., and hence the unequal amount of labor (both abstract and concrete) that they can implement in production process. In this case, one speaks of a different labor potential of groups of workers of the same size.

In its most general form, labor potential characterizes certain opportunities that can be mobilized to achieve a specific goal. The labor potential of an employee is his possible labor capacity, his resource opportunities in the field of labor. In the course of practical activities, potential opportunities are not always used to the full extent.

Labor potential has quantitative and qualitative characteristics. It can be represented by the fund of labor resources, determined by multiplying the average annual number by the average length of working time (month, day, hour). Then the fund of labor resources will be expressed in man-months, man-days, man-hours. Having data on the fund of labor resources and the number of jobs in the enterprise, it is possible to calculate the required number of personnel, taking into account the workload rate of jobs and the results of their certification, certification and rationalization.

The qualitative characteristic of the labor potential is expressed in the degree of professional and qualification suitability for the performance of work.

In the use of labor potential, two ways are possible: intensive and extensive. Intensive consists in the fact that due to an increase in the productive power of labor, the same mass of labor is embodied in a greater number of use values, i.e., the volume of production increases with the same or fewer employees. This creates real opportunities for the release and reallocation of personnel. The extensive path provides for an increase in the mass of labor in the same proportion in which the volume of production increases, that is, it requires an increase in the number of workers.

To analyze the assessment of labor potential, such tools are used as options for the ratio of the labor potential of an employee (or team), its actual use and the level of labor potential required by production conditions.

To develop measures for the effective use of labor potential, it is necessary to study its level of development and features, as well as to identify those factors that can be used to correct and develop labor potential. The empirical part of the work was devoted to this: a characteristic was given manufacturing enterprise RKS Service Siberia LLC, analysis of the organization's personnel, and as a result of the analysis, followed by processing of the data obtained, recommendations were proposed for the intensive use of TP. In general, the study showed that the enterprise uses TP effectively, however, the diagnostics also showed the presence of some problem areas that are potentially dangerous for the development of the company.

Thus, the formation and use of labor potential requires a lot of organizational and educational work with personnel, the introduction of a scientific organization of labor. The Law on State Enterprise states: “In order to make the most of the labor potential and create conditions for the highly productive activity of each employee, the enterprise establishes technically justified labor standards and revises them; achieves an increasing amount of work with a relatively smaller number of staff; performs certification and rationalization of workplaces; establishes the forms of organization of labor of workers, conducts tariffing, assigns categories and categories; establishes the regime of working time and rest time”.

List of used literature

1. Analysis of personnel composition. Access mode:

2. Genkin B.M. Economics and sociology of labor: Textbook for universities. – 4th ed., revised. And extra. - M.: Publishing house NORMA (Publishing group NORMA-INFRA), 2002. - 416 p.

3. Marx K., Engels F. Op. 2nd ed. T. 23. S. 178.

4. Matskulyak I.D. Employment strategy: unemployment prevention. M.: Economics, 1990. P.15

5. Problems of theory and practice of management. 1995. No. 2. P.62.

6. Soviet encyclopedic dictionary. M.: Soviet Encyclopedia, 1981. S.1058

7. Personnel management of the organization: Textbook / Ed. AND I. Kibanova. - M: INFRA-M, 2006.

8. Personnel management of the enterprise: Tutorial/ Under the editorship of P.V. Shemetova. - M.: INFRA-M; Novosibirsk: NGAEiU, 1999. - 312 p.

9. Characteristics of the company RKS Service Siberia LLC. Access mode:

10. Shekshnya S.V. Personnel management of a modern organization: Educational and practical. allowance. -M.: CJSC Business School "Intel-sintez", 1997. - 336 p.

11. Economics and sociology of labor: Textbook / Under. ed. Doctor of Economics, prof. AND I. Kibanova. – M.: INFRA-M, 2003. – 584 p.

Analysis of the labor potential of the enterprise

People is a key factor in any management model. Generally speaking, management achieves the goals of the organization through other people.

Let's analyze the labor resources of OAO Stroyservis in 2004-2006

Table 6

Analysis of the dynamics of labor resources and the amount of wages of OAO Stroyservis for 2004-2006

Indicator				2006 to 2005	2006 to 2004
absolute rev.	relates. change, %	absolute rev.	relates. change, %
Average number of employees, pers.
management staff
production personnel


having higher education
having an average prof. education
Average salary, thousand rubles
including management staff
production personnel
Labor productivity, thousand rubles
including for production personnel

As can be seen from the data in Table 6, there is a constant increase in the number of personnel at the enterprise, so in 2005, compared to 2006, the number increased by 21 people. or 7%, and in 2006 compared to 2004 it increased by 38 people. or by 12.7%

The enterprise employs more production personnel than management, and also by gender, it can be concluded that the enterprise employs more men, the total number of which by 2006 increased by 14 people.

The average wage is constantly growing at the enterprise, so if in 2004 it was 5649 rubles, then in 2006 it was 5949 rubles.

It can be seen from the data in the table that the labor productivity of employees has increased, so if in 2004 one employee produced goods worth 265.2 thousand rubles per year, then in 2006 this indicator increased to 504.7 thousand rubles, i.e. increased by 91.3%.

The effective use of the personnel formed at a trading enterprise is largely ensured by the development of a system of measures aimed at increasing labor productivity. Labor productivity is understood as the ratio of the main results of activities commercial enterprise and his individual workers to the labor costs of personnel for its implementation in a certain period. Labor productivity is an indicator of the economic efficiency of the labor activity of employees. The development of the enterprise and the level of well-being of its members depend on the level and dynamics of labor productivity.

Indicator

per worker

Deviation 2005 from 2006

per worker

1. Calendar number of days

Including:

Festive

Weekend

Weekend Saturdays

2. Nominal PDF

3. Absenteeism, days

Including:

Annual holidays

Study leave

Additional holidays with the permission of the administration

Maternity leave

Diseases

absenteeism

Downtime

4. Private FRV, days

5. Working shift duration

6. Working time budget, h

7. Pre-holiday shortened days

8. Preferential time for teenagers

9. Intra-shift downtime

10. Useful Fund of Working Time

11. Average working shift

12. Overtime hours worked, h

13. Non-production costs of working time

A good mood of a person for the upcoming work is an important factor for the prosperity of the company. Like any commercial organization JSC "Stroyservis" is not just a group of people gathered together to spend time, it is a living organism, consisting of personalities. And in order for this organism to live, it is necessary to establish an effective process of interaction between the employer and employees. The key to success is the cohesion of all members of the organization around a common goal, it is in this case that, in addition to material interest, enthusiasm, new ideas, and dedication to a common cause will appear.

The main activity of a person is work, which occupies at least a third of an adult independent life. A number of stages of a person's working life captures earlier and later periods of his life (choice of profession, labor and vocational training, transfer of work experience in the family, use professional help other people, etc.). It becomes obvious that labor, and, consequently, all issues related to it, are of great importance for any person and are always in the field of attention.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, i.e., the desire to work. Positive motivation activates a person's abilities, releases his potential, negative motivation inhibits the manifestation of abilities, hinders the achievement of activity goals.

Motivation includes an internal state of a person, called a need, and something outside of it, defined as a stimulus or task. Human behavior is determined by the need that dominates in this moment time.

If a person shares common goals, participates in their achievement, his contribution must be noted. Encouragement should follow immediately and always correlate with the highest goal, with the cause. Our employees must know that even in the smallest things they "hit the target, contribute" to the cause. This is exactly the case with the creation of incentives. The task of the leader is to "seat his subordinates in the same boat", to help them feel like part of the organization, because no one will make holes in the boat in which he sits. Only in this case, employees will work overtime, if necessary, approach work creatively, do much more than what is prescribed by the task, and not follow the clock, break away from the workplace with a bell, do work to a minimum.

It would be naive to expect that employees will achieve the goals of the organization only for the benefit of the organization itself. People pursue their goals. When they can achieve their personal goals by doing what the organization requires of them, then the likelihood of achieving the organization's goals is increased. If the goal is achieved, then all honor and glory should always belong to those at the very bottom, whose hands the work is done. If the case fails, then the blame should be placed entirely on the leadership.

People tend to repeat those actions that deserve approval and have received a positive assessment. When people are happy to come to work, when they feel that they are valued and that they have succeeded, when they receive a decent remuneration, and even study, when they have the necessary skills and equipment, and when management does not sit in the offices, but daily communicates with them, trying to convince them that they can achieve a lot, then work carries away, and people willingly show their efforts in a common harness.

Figure 3 - Forms of staff incentives

Communication with staff can be carried out through one-on-one conversations, through a special bulletin board, using a box for complaints and suggestions. Most employees have personal or work-related problems that can affect productivity. It is desirable to identify these difficulties as early as possible. Employees should feel that they will be helped, advised, encouraged, that they did not just come to work, but this is their second home. All this together helps to work with the greatest return.

Every leader deals with two groups of motives: internal and external. Internal motives are created by the work itself - this is a feeling of achieving a result, meaningfulness and significance of the work performed, self-respect. The easiest way to ensure internal motivation is to create appropriate working conditions and set the task accurately.

External motives are created by the organization. These are salaries, promotions, praise and bonuses, as well as additional payments and incentives. It is necessary to reward "not only large achievements, which are not so frequent, but also" small ones, in order to foster a sense of achievability of goals. Unexpected rewards are very effective in this regard.

Consider the elements of incentives in OAO Stroyservis

The incentive system is formed by fixed and variable elements, benefits and motivation factors. Initially, stimulating factors can be divided into moral and material. This table shows the incentive system applied at OAO Stroyservis.

The most important task of human resources activities is to ensure that the organization has the required number of personnel at the required level and that the personnel correspond to the needs of the strategy.

Table 10

Incentive system at OAO Stroyservis

Stimulation
Material	Moral
Wage	Informing about what is happening in the company
	Tracking and accounting for the needs of personnel, their dynamics
	Alignment of personnel goals with the goals of the enterprise
Profit Sharing	Employee career planning
Benefits and subsidies	Provision of work (interesting, creative, challenging, etc.)
Training	Evaluating and rewarding a job well done
Presents	Delegation of authority, increased responsibility of employees
Social programs	Personal attention
Cars (service)	Professional Development/Career Growth/Out of Job Career
Employee certification	Company image (prestige)
Corporate culture, atmosphere, holidays, birthdays, etc.

In the context of implementing the organization's strategy, employees are needed who have the following qualities, abilities, and skills:

Committed to the goals of the organization, believe in its values;

Competent in work;

Provide cost savings;

Can provide strategic change;

Possess skills that are sources of organizational competitive advantage.

Evaluation of employees should be determined by such criteria as absenteeism, morale, attitude to production, activity of work as part of a group, development of other specialties and attitude to change.

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Analysis of the labor potential of the enterprise. Analysis of the efficiency of using the labor potential of an enterprise on the example of LLC "it service"

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Introduction

Calculations of labor potential parameters

Calculations were made of the parameters of the labor potential given for the study of the enterprise in the current period, indicators of the movement of personnel and labor productivity at the enterprise:

Analysis of the labor potential of the enterprise

However, it is not enough to use only the amount of working time worked by the staff of the organization of working time to assess the labor potential, since there is no assessment of the qualitative side of the labor potential.

Calculation of types of enterprise headcount and productivity

The number of employees is the number of people employed in the enterprise.

Headcount - includes only officially registered employees. workforce performance staff

V this case the payroll is calculated as the total number of personnel minus all those who left, and is 7631 people. This is also the number of staff at the beginning of next year.

In our case, we need to calculate for the current year and the next. We add up the number of employees at the beginning of this year and at the beginning of the next and divide by two. The average headcount is 7748 people.

Forecast of the company's activities for the next year

We characterize the activity of the enterprise in the next year, if the enterprise during the next year:

Conclusion

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