Brigade form of organization and remuneration. Regulations on the brigade form of remuneration

garden equipment 26.09.2019

garden equipment

E.V. Kulakov,

Economist, Department of Management, Economics and Planning

health care of the Russian Medical Academy

Postgraduate, Managing Editor

Journal "adviser accountant in health care"

TEAM FORM OF ORGANIZATION AND PAYMENT

“In order to increase the efficiency of work,

rational use of working time,

interest in successful work the whole team

to improve the quality and culture of patient care

and strengthening material interest

healthcare workers

Ministry of Health of the USSR jointly

with the Central Committee of the Trade Union medical workers developed

organization and remuneration of employees

healthcare institutions."

The tariff system used in budget institutions, decided for health care economists the issue of forming a payroll fund with budget financing. Such a question does not arise even when working under conditions of compulsory health insurance. In this case, tariffing is the basis for the formation of the wage fund. Failure financial resources, low wages lead to the fact that in many budgetary institutions there are no problems with nurses, because they simply do not exist.

Existing system wages in the industry, based on the Unified Tariff Scale, is constantly criticized for many reasons, but nevertheless, we will single out two main reasons for the discrepancy between payment according to the ETC and the expected level of remuneration of medical workers.

Firstly, it's a size mismatch tariff rate the first category of the subsistence minimum, which is provided for by the Labor Code.

Secondly, reduction of rank coefficients, which led to a decrease in differentiation in the levels of remuneration for highly skilled labor and labor that does not require special training. Given the above, with full staffing of staff units, a health care institution will be deprived of the opportunity to establish wages for its employees at least at the subsistence level. One of the ways out of this situation is the use of a brigade form of organization and remuneration. In health care, brigade forms of labor organization became quite widespread in the mid-80s of the last century. On November 27, 1987, the Ministry of Health of the USSR issued a letter No. 02-14 / 112-14 “On the development of a brigade form of organization and remuneration of workers in health care institutions,” which proposed the widespread introduction of a brigade form of organization and remuneration of workers in health care institutions.

Until now, the brigade uniform has been preserved in many institutions. Moreover, it is currently being further developed.

The essence of the brigade form of organization and remuneration lies in the fact that the planned amount of work is distributed not to individual employees, but to the team of the brigade, which guarantees the performance of work regardless of the circumstances. In addition, the planned payroll is also transferred to the brigade with the right to distribute it according to previously developed rules. At the same time, the members of the brigade, working in conditions of financing from the budget and compulsory medical insurance, are guaranteed wages not lower than those established by regulatory enactments. The salary fund of the brigade is determined in accordance with the estimated number of staff units required to carry out the planned scope of work according to the approved workload standards. Each team member who has worked monthly rate time, wages are guaranteed not lower than those established by regulatory enactments. Additional pay and bonuses are distributed depending on the fulfillment by the brigade of planned indicators, as well as the quantity and quality of work of each member of the brigade team.

At the level labor collective in a medical institution, the brigade form of organization and remuneration of labor most contributes to the involvement of workers in the management of the labor process. Especially great importance the brigade form acquires during the transition of health care institutions to an intensive path of development.

brigade uniform organization and remuneration contributes to the improvement of work efficiency, rational use working hours, the development of interest in the successful work of the entire team. The brigade form of work is introduced in order to improve the quality of medical care for patients and strengthen the material interest of workers.

Teams created in health care institutions can be diverse both in structure and in terms of the purposes of formation.

The structure of the brigade initially depends on the purpose of its formation.

The brigade can be organized for the purpose of:

1) performing a certain simple function with a constant wage fund for the brigade as a whole, regardless of the number of labor operations performed,

2) fulfillment of the agreed scope of work (state (municipal) order, state guarantee program), when the wage fund of the brigade varies depending on the percentage of the planned target.

The structure of the brigade can be:

Specialized (unifying employees of the same profession),

Complex (combining several professions).

Specialized teams unite employees of the same profession. For example, the middle brigade medical staff departments, divisions (including registry, laboratory, sterilization, operating room, etc.), teams of junior medical personnel of a department or several departments (divisions), teams of computer operators, teams of accounting workers, teams of electricians, teams of plumbers, etc.

Integrated brigades include employees of various professions (positions). For example, teams of doctors, middle and junior medical personnel of a department (subdivision), teams of repairmen and plumbers, teams of drivers and repairmen, teams of nurses and engineering staff, teams of kitchen workers, etc.

Teams performing a simple function can be both specialized and complex. Brigades of plumbers, auxiliary workers, nurses (specialized) can serve as examples of such teams. Or a team of maintenance personnel consisting of plumbers, electricians, engineers - complex. Brigades created to fulfill the state (municipal) order (implementation of the program of state guarantees) to provide the agreed volume medical care, as a rule, are complex, since employees of different specialties are needed to achieve a common goal. The type of brigade is determined based on the content and sequence of the work assigned to it.

Teams can be created both within structural divisions, and unite employees of different structural divisions (if they are part of a single technological chain).

Depending on the mode of operation, teams are divided into adjacent (working in one shift) and cross-cutting (including workers from all shifts). With round-the-clock operation (hospitals, ambulance stations, etc.), as a rule, through teams are organized.

The brigade can include both all employees of the structural unit, and some of them. Also, the brigade can unite employees of various structural divisions. The main organizational principle here is this: the team should include workers who are part of a single technological chain. Sometimes the same workers may be part of different teams (for example, when working part-time).

The brigade may include not only internal, but also external part-time workers.

The main objectives of the introduction of the brigade form of labor organization are:

Solve the problem with personnel - it is beneficial for members of the team to carry out the planned amount of work with less effort, to replace a temporarily absent employee, etc.;

Simplify the payroll system and reduce the workflow - accounting and personnel departments do not need to draw up a combination of professions (positions), the performance of duties of a temporarily absent employee, etc., especially since wages and labor function are essential conditions employment contract, and when establishing an additional payment or allowance, it is necessary to draw up an annex to the employment contract;

Aim all employees at the end result of the work, which implies the obligatory dependence of the wage fund on volumetric indicators with proper quality.

Solve the problem of at least "non-reduction" of the volume of work, the fulfillment of the planned indicators of the institution's activities;

Stimulate performance necessary work, not incoming; in the functional responsibilities of employees, for example, by increasing the KTU;

Improve the organization of work - the team of the brigade is not interested in downtime, and therefore monitors the timely provision of medicines, tools, disposable supplies, is interested in the absence of downtime;

improve accounting for the labor contribution of employees - KTU more accurately takes into account the labor contribution of an employee than allowances for complexity and tension; additional payments for combining professions and increasing the volume of work,

Improve the culture of patient care, since patient complaints significantly reduce both the payroll of the team and the wages of the individual worker. A necessary condition for the introduction of a brigade form of organization and remuneration when financing an institution at the expense of the budget and compulsory medical insurance is the presence of a shortage of personnel and savings on the payroll. When rendering paid services necessary condition is the provision of workers with a front of work.

The tariff system used in budgetary institutions decided for health care economists the issue of forming a payroll fund with budgetary financing. Such a question does not arise even when working under conditions of compulsory health insurance. In this case, tariffing is the basis for the formation of the wage fund. Insufficiency of financial resources, low wages lead to the fact that in many budgetary institutions there are no problems with nurses, because they simply do not exist. The existing system of remuneration in the industry, based on the Unified Tariff Scale, is constantly criticized for many reasons, but nevertheless, we will single out two main reasons for the discrepancy between payment according to the ETC and the expected level of remuneration of medical workers. Firstly, this is the discrepancy between the size of the tariff rate of the first category and the subsistence minimum, which is provided for by the Labor Code.

Secondly, the reduction of discharge coefficients, which led to a decrease in differentiation in the levels of remuneration for highly skilled labor and labor that does not require special training. Given the above, with full staffing of staff units, a health care institution will be deprived of the opportunity to establish wages for its employees at least at the subsistence level. One of the ways out of this situation is the use of a brigade form of organization and remuneration. In health care, brigade forms of labor organization became quite widespread in the mid-80s of the last century. On November 27, 1987, the Ministry of Health of the USSR issued a letter No. 02-14 / 112-14 “On the development of a brigade form of organization and remuneration of workers in health care institutions,” which proposed the widespread introduction of a brigade form of organization and remuneration of workers in health care institutions.

Until now, the brigade uniform has been preserved in many institutions. Moreover, it is currently being further developed.

The essence of the brigade form of organization and remuneration lies in the fact that the planned amount of work is distributed not to individual employees, but to the team of the brigade, which guarantees the performance of work regardless of the circumstances. In addition, the planned payroll is also transferred to the brigade with the right to distribute it according to previously developed rules. At the same time, the members of the brigade, working in conditions of financing from the budget and compulsory medical insurance, are guaranteed wages not lower than those established by regulatory enactments. The salary fund of the brigade is determined in accordance with the estimated number of staff units required to carry out the planned scope of work according to the approved workload standards. Each member of the brigade who has worked out the monthly norm of time is guaranteed wages not lower than those established by regulatory enactments. Additional pay and bonuses are distributed depending on the fulfillment by the brigade of planned indicators, as well as the quantity and quality of work of each member of the team of the brigade Rofe, A.I. Labor: theory, economics, organization: a textbook for universities / A.I. Rofe. - M.: MIK, 2005. - P.60.

The brigade form of organization and remuneration contributes to increasing the efficiency of work, the rational use of working time, and the development of interest in the successful work of the entire team. The brigade form of work is introduced in order to improve the quality of medical care for patients and strengthen the material interest of workers.

The structure of the brigade initially depends on the purpose of its formation.

The brigade can be organized for the purpose of:

1) performing a certain simple function with a constant wage fund for the brigade as a whole, regardless of the number of labor operations performed,

2) fulfillment of the agreed scope of work (state (municipal) order, state guarantee program), when the wage fund of the brigade varies depending on the percentage of the planned target.

The structure of the brigade can be:

Specialized (unifying employees of the same profession),

Complex (combining several professions).

Specialized teams bring together employees of the same profession. For example, a team of nursing staff of a department, a subdivision (including a registry, a laboratory, a sterilization room, an operating room, etc.), teams of junior medical personnel of a department or several departments (divisions), teams of computer operators, teams of accounting workers, teams of electricians, brigades of plumbers, etc. Complex brigades include employees of various professions (positions). For example, teams of doctors, middle and junior medical personnel of a department (subdivision), teams of repairmen and plumbers, teams of drivers and repairmen, teams of nurses and engineering staff, teams of kitchen workers, etc.

Teams performing a simple function can be both specialized and complex. Brigades of plumbers, auxiliary workers, nurses (specialized) can serve as examples of such teams. Or a team of maintenance personnel consisting of plumbers, electricians, engineers - complex. Teams created to fulfill the state (municipal) order (execution of the program of state guarantees) for the provision of an agreed volume of medical care, as a rule, are complex, since employees of different specialties are needed to achieve a common goal. The type of brigade is determined based on the content and sequence of the work assigned to it.

Teams can be created both within structural divisions, and unite employees of different structural divisions (if they are part of a single technological chain).

The brigade may include not only internal, but also external part-time workers.

The main goals of introducing the brigade form of labor organization are Barinova M. Payment, motives and incentives for work, "Man and Labor" No. 10, 2006// http://www.chelt.ru:

Solve the problem with personnel - it is beneficial for members of the team to carry out the planned amount of work with fewer forces, to replace a temporarily absent employee, etc.;

Simplify the payroll system and reduce the workflow - accounting and personnel services do not need to draw up a combination of professions (positions), the performance of duties of a temporarily absent employee, etc., especially since wages and labor function are essential conditions of an employment contract, and when establishing an additional payment or allowance, it is necessary to draw up an annex to the employment contract;

Aim all employees at the end result of the work, which implies the obligatory dependence of the wage fund on volumetric indicators with proper quality.

Solve the problem of at least "non-reduction" of the volume of work, the fulfillment of the planned indicators of the institution's activities;

Stimulate the performance of the necessary work, not included; in the functional responsibilities of employees, for example, by increasing the KTU;

Improve the organization of work - the team of the team is not interested in downtime, and therefore monitors the timely provision of medicines, tools, disposable supplies, is interested in the absence of downtime;

Improve the accounting of the labor contribution of employees - KTU more accurately takes into account the labor contribution of the employee than allowances for complexity and tension; additional payments for combining professions and increasing the volume of work,

In addition, the creation of teams is advisable under the following conditions:

Usage economic methods management - the development of a system for assessing the labor contribution of employees, taking into account the quantitative and qualitative indicators of the work of both the team as a whole and its individual members, etc., otherwise the team form will not give the effect of its implementation that it can give;

A positive moral and psychological climate in the staff of the institution and, which is especially important in those units in which it is planned to introduce a brigade uniform;

The readiness of the team - the transition to the brigade involves the signing of an additional agreement to the employment contract, the development and signing of a number of documents;

High interchangeability in the technological chain, the ability to perform work for a permanently or temporarily absent employee (for example, a nurse performing a procedural functional duties dressing nurse);

Leadership readiness for openness and publicity.

Since when moving to a brigade for an employee, the conditions for remuneration change, which, according to Art. 57 of the Labor Code of the Russian Federation is an essential condition of the employment contract, it is necessary to make supplementary agreement. That is, the transition to the brigade is a voluntary matter.

Work on the introduction of a brigade form of organization and remuneration can be started with the creation of an initiative group headed by the chief physician or his deputy, the task of which is to develop regulations for the formation of teams. The initiative group includes the heads of services or departments in which brigades are organized, the main nurse, Chief Accountant, deputy chief physician for economics and personnel, representatives of the trade union organization. The initiative group determines Barinova M. Payment, motives and incentives for work, "Man and Labor" No. 10, 2006// http://www.chelt.ru:

Rationality, organizational expediency of transition to the brigade form of work of certain departments (divisions) or individual groups of employees of institutions;

Established, financial opportunities for the introduction of a brigade form (staffing, savings on the payroll fund);

The readiness of the team for the transition to the team form of work, which is determined by the desire of the majority of the team members to work in a team and the ability of the department (unit) management to organize work in a new way.

The initiative group prepares the following documents related to the introduction of the brigade form of work:

Order on the introduction of a brigade form of work;

Regulations on the introduction of a brigade form of organization and remuneration in an institution;

Regulations on the brigade;

Model contract between the team and the administration of the institution;

Work orders, time sheets, labor reports or other similar documents;

The form of the monthly protocol for the distribution of the meeting of the members of the team for the distribution of the payroll (or other similar document);

Regulations on the criteria for assessing the quantity and quality of work of team members (or other similar document). The organization may also apply other documents necessary to regulate the activities of teams, for example:

Regulations on the foreman;

Regulations on the Council of Brigadiers;

Regulations on KTU;

Regulations on the material incentive fund, etc.

In the event that several brigades are created in an institution, it is recommended to draw up a regulation on the brigade form of organization and remuneration, which will set out issues related to all brigades. In this case, the regulation on the brigade includes only questions that reflect the specifics of the work of this brigade.

If the regulation on the introduction of the brigade form of organization and remuneration is not developed, then the provisions on the brigades cover the entire range of issues related to its activities. The initiative group is created only in the preparatory period for the introduction of the brigade form of work. In the process of work, a Council (or Commission) is created, which provides general guidance and control over the work of all teams created in the institution. In the future, additions and changes may be made to the developed documents at the suggestion of members of the brigade or administration. The decision of the employees of a particular unit to create a brigade is taken at general meeting and is documented. The minutes of the meeting with an application signed by the head (head) of the department are sent for consideration to the head of the institution.

If a positive decision is made, the head concludes an agreement with the department represented by the foreman on the creation of a team with the performance of the agreed functions.

Each brigade is headed by a foreman from among the members of the brigade, who is not relieved of his main duties in his position.

Remuneration for the work of members of the brigade working part-time (both internal and external) is made on the conditions provided for members of the brigade.

Employees included in brigades cannot be paid extra for combining professions (positions) and expanding the service area. .ru. Brigadiers from among the members of the brigades are paid extra for leading the brigades.

The use of the brigade form of organization and remuneration of employees does not deprive the members of the brigade of the right to allowances, bonuses and other payments provided for by local regulations and (or) the collective agreement.

Because according to Art. 73 of the Labor Code of the Russian Federation on changes in the essential terms of an employment contract, employees must be warned no later than 2 months before their introduction, then in the order on the introduction of a brigade form of organization and remuneration, the date of introduction should be no earlier than 2 months from the date of issuance of the order . Employees who will work as part of teams must be familiarized with the order against receipt.

After the order or order to create an initiative group, the main administrative document that must be issued is an order to introduce a brigade form of organization and remuneration ( approximate form instructions are given at the end of the article).

If the employee does not agree to continue working in the new conditions, the employer is obliged in writing to offer another job available in the organization (institution) corresponding to his qualifications. And in the absence of such work, a vacant lower position or lower-paid work that the employee can perform, taking into account his qualifications.

In the absence of the specified work, as well as in the event of the employee's refusal, the employment contract is terminated in accordance with paragraph 7 of Art. 77 Labor Code RF.

Also in this situation, an incomplete transition of the unit to the brigade form of organization and remuneration is possible.

Any work must be paid - that's right. But for it is permissible to use more than one form. Each case has its own nuances.

Brigade in Soviet times was of great importance. Later this form was lost. Today we are seeing a return, as this greatly simplifies the work of the accounting department and the settlement department at the enterprise.

General information

Brigade form - this form of calculation with the team, with the brigade. This form is a priority in cases where it is more difficult to calculate the payment of an individual employee than the payment of an entire team.

The decision to switch to this form of payment is not taken singly, the transition to it is possible only with the consent of all employees, that is, this is a collective solution to the task.

What it is

The brigade uniform is a good incentive for fruitful work, when each member of the team is interested in the result.

It contributes to team building, expanding the boundaries of activities: team members share their experience and knowledge. As a result of brigade cooperation, common interests are formed.
With this form of payment, bonuses and, which belong to a different niche and are paid separately to each employee, are not taken into account.
Brigade payments directly depend on the final result and the fund that is used for payment.

This model has its own characteristics, consisting in the main principle of the brigade form - focus on the final result. The brigade uniform has several types.

Kinds

, the calculation is made depending on the amount of time worked,
, evaluated by the quality and final result of the work,
Mixed form of payment, i.e., it includes both the salary and the piecework form.

Elements

The following elements are used to calculate wages on this form:

Tariff rate according to the category of work performed,
KTU (labor participation rate),
Piecework brigade rate,
time norm,
Rewards and penalties.

To make payments, they use outfits and a brigade passport, which reflects the entire labor process. The results of the work are discussed at the councils of all members of the team.

Labor participation rate is important element when calculating. Its size varies from 0 to 2. 1 is considered basic. The size of the coefficient is set at the brigade meeting, which must be certified in writing in the minutes.

This form of payment has both pros and cons. There are much more pluses. This is if such a form of payment is justified. There is only one minus (under the same conditions).

pros

Maximum focus on good results,
It is easier to manage a team than scattered employees or a large, separate mass of people,
The psychological factor of team cohesion,
Professional growth of individual employees, as there is an involuntary exchange of experience between team members.

Minuses

With the cooperation of workers of different qualifications, their work is paid equally, i.e. individual workers, investing more in the common cause, they receive at the same level.

Regulatory regulation

Article 73 of the Labor Code of the Russian Federation regulates the contractual relationship between the employer and the employee, obliging the employer to notify his employee in a timely manner about, etc.,
Article 57 of the Labor Code of the Russian Federation regulates the design labor relations and forms of payment by compiling . Here is consecrated very important point: the employee has the right to refuse this form of remuneration.

Where's she applied And How

This form of payment is used where required. collective labor. The most common areas of application of this form of payment:

healthcare. In this area, workers are often divided into teams, which makes it possible to make payments for each team separately. Their team may consist of doctors of the same specialization or be a combination of different areas.
Construction. Here the brigade is assigned to a separate section. Based on the volume, quality and complexity of the work, it is convenient to make charges for a separate team.
Agriculture. The brigade form of remuneration is possible in cases where workers in agriculture work in groups.
Industry. One of the most favorable areas for remuneration in this form, since here the entire labor process is clearly decomposed into separate components, after which it is divided between different (corresponding) teams.

Calculation according to the brigade form of remuneration

Algorithm and formulas

The calculation adheres to a certain algorithm:

In accordance with the tariff, a single salary is established for the entire brigade,
The coefficient is calculated and the actual salary is divided by the amount that was calculated according to the tariff scale,
Pay each employee separately. To do this, multiply by the coefficient earned.

It is the coefficient that helps to correctly evaluate the work of each individual employee.

The formula for calculating the collective income of the brigade

Example

We determine the total earnings, the possibility of bonuses and distribute the income. Terms:

The duration of the entire working period = 640 hours;
Standard time by category: III p. - 15, IV p. - 30, V p. - 20, VI p. - 5;
For the implementation and overfulfillment of the plan, the brigade is entitled to a bonus of 40%;

Accruals are made according to the tariff scale, taking into account KTU.

Filling out documents

After the calculations, all information is reflected in a special table, where data for each employee of the brigade is necessarily indicated:

Discharge,
Number of hours worked
tariff grid,
KTU, etc.

The bonus is calculated according to the same algorithm as the salary. If the employee is legally entitled to (compensation, insurance, etc.), then they are made separately.

In the health care system, the team method justifies itself quite well, since it is funded medical institutions from budget fund wages and MHIF. The fund for each medical team is formed separately and is determined by the number of medical workers. Here, the allowable wage limit is clearly observed, which cannot be lower than the established one.

This video talks about the use of the brigade form of work organization:

Added to site:

Agreed

[signature] [position, signature, full name of the head of the trade union organization]

1. General part

1.1. At the level of the labor collective, the brigade form of organization and remuneration is the most conducive to attracting workers to the management of the labor process.

1.2. The brigade form of organization and remuneration contributes to increasing the efficiency of work, the rational use of working time, and the development of interest in the successful work of the entire team.

1.3. The brigade form of work is introduced in order to improve the quality of work and strengthen the material interest of workers.

1.4. The main objectives of the introduction of the brigade form of labor organization are:

Solving personnel problems - it is beneficial for members of the team to carry out the planned amount of work with fewer forces, to replace a temporarily absent employee, etc.;

Aiming all employees at the end result of the work, which implies the obligatory dependence of the wage fund on volumetric indicators with proper quality;

Stimulating the performance of necessary work that is not part of the functional duties of employees by increasing the labor participation rate;

Improving the organization of work;

Improving accounting for the labor contribution of employees - the coefficient of labor participation more accurately takes into account the labor contribution of an employee than allowances for complexity and intensity, additional payments for combining professions and an increase in the volume of work.

1.5. The decision of employees to create a brigade is taken at a general meeting and drawn up in a protocol. The minutes of the meeting are sent to the head of the organization for consideration.

1.6. If a positive decision is made, the head of the organization concludes an employment contract with the team.

2. Planning and accounting for the activities of the brigade

2.1. Types of work performed by the team: [fill in as appropriate].

2.2. Scope of work: [fill in as needed].

2.3. Limit on the number of employees: [fill in as appropriate].

2.4. Payroll: [fill in as appropriate].

2.5. Deadlines for completion of works: [fill in as needed].

3. Rights and obligations of the team

3.1. The brigade has the right:

3.1.1. submit the following proposals for consideration by the employer and the trade union organization:

On the enrollment of employees in the brigade and exclusion from it;

On the application of measures of public influence or imposition disciplinary actions on the members of the brigade;

About the nomination the best workers brigades for bonuses;

3.1.2. to receive bonuses to the official salary for the use of the achievements of science and advanced labor methods, the complexity, tension and high quality of work and other types of moral and material incentives;

3.1.3. discuss and make a decision on the personal contribution of each member of the team to the labor process in the amount of additional payments and bonuses (based on the labor participation rate - KTU);

3.1.4. apply for penalties for non-compliance official duties, violation of the instructions for labor protection and safety, labor discipline;

3.1.5. come out with proposals for the selection of a brigadier or for his re-election;

3.1.6. put forward proposals on improving the organization of labor, its conditions, rest and life, on current and long-term plans socio-economic development of the team team and the organization as a whole.

3.2. The team is required to:

3.2.1. comply with the terms of the employment contract with the employer;

3.2.2. bear collective responsibility for the results of their work and the implementation of the tasks assigned to it;

3.2.3. to complete the work on time;

3.2.4. increase labor productivity;

3.2.5. ensure high quality of work;

3.2.6. rational use of equipment, tools, working hours;

3.2.7. take care of the property of the employer;

3.2.8. observe labor and production discipline;

3.2.9. along with collective responsibility, bear personal responsibility in accordance with their duties;

3.2.10. timely and accurately fulfill the tasks and instructions of the foreman on production issues.

4. Rights and obligations of the foreman

4.1. The brigadier has the right:

4.1.1. take part in determining the scope of work for each member of the team;

4.1.2. make proposals to the employer on the enrollment of employees in the brigade and exclusion from it, taking into account the opinion of the brigade team;

4.1.3. make proposals for moral and material incentives for members of the brigade;

4.1.4. make proposals to the employer, taking into account the opinion of the team of the brigade, on the application of measures of public influence or the imposition of disciplinary sanctions on individual members of the brigade for failure to fulfill their duties, violation of the rules of the internal labor order.

4.2. The foreman must:

4.2.1. exercise control over the volume, quality and timeliness of the work performed by the members of the brigade;

4.2.2. follow the instructions (orders) of the employer;

4.2.3. organize the work of the team;

4.2.4. keep documentation of the brigade in a timely manner and in full, submit it for approval and payment;

4.2.5. know the organization and remuneration of labor in the brigade;

4.2.6. timely bring tasks to the members of the team, arrange them in accordance with production needs and qualifications;

4.2.7. control the observance by the members of the brigade of the order and deadlines for completing tasks;

4.2.8. control the quality of work of the team members, take measures to prevent and correct detected defects and shortcomings by the team;

4.2.9. ensure that members of the brigade comply with production and labor discipline, internal labor regulations, safety regulations, fire safety and public order;

4.2.10. suspend work in cases where there is a threat to the health or life of employees, immediately informing the employer about it;

4.2.11. immediately inform the employer about cases of industrial injuries, downtime, violations of labor and production discipline by members of the team;

4.2.12. organize work to assist young workers of the brigade in mastering the main and related professions, develop mentoring;

4.2.13. keep a documentary record of the labor contribution of each member of the brigade to the overall results of the work of the brigade;

4.2.14. participate in the implementation of measures to increase labor productivity in the team, improve the organization labor process, rational use of all types of resources.

4.3. The Brigadier is responsible for:

4.3.1. organization of work in the team and performance of work of proper quality;

4.3.2. untimely issuance of tasks to members of the brigade;

4.3.3. insufficient control and decrease in quality indicators;

4.3.4. failure to take measures to correct defects in the work;

4.3.5. untimely adoption of measures to eliminate violations of the rules of labor protection, safety, labor discipline.

5.1. At the head of the foreman, a brigade council is created.

5.2. The brigade council is elected at a general meeting of the brigade members in the amount of [value] people.

5.3. The brigade council carries out work aimed at increasing labor productivity, its quality, creating a favorable psychological climate in the brigade, improving the selection and placement of personnel, and strengthening labor discipline.

5.4. The main functions of the Brigade Council:

5.4.1. submission to the employer of proposals to improve the efficiency of labor in the team;

5.4.2. assistance to team members in the development of advanced methods and techniques of work, the implementation of NOT activities;

5.4.3. strengthening labor discipline, improving the use of working time;

5.4.4. advanced training of workers, assistance in mastering the profession to novice workers;

5.4.5. consideration and approval of proposals for determining the KTU to the members of the brigade.

6. Evaluation of the work activity of the team members

6.1. The most important condition successful implementation of the brigade form of organization and remuneration is an assessment labor activity both the team as a whole and each of its members.

6.2. Evaluation of labor and, consequently, the amount of additional payments and bonuses must be determined in ways that are optimally simple, accessible to the understanding of each member of the team.

6.3. Each employee must be sure that the results of his work, as well as the results of the work of his colleagues, are fully taken into account, and the decision on the amount of additional payments and bonuses will be based on an assessment of the quality and quantity of each worker.

6.4. Evaluation of the labor activity of individual members of the team is carried out using the coefficient of labor participation (KTU).

6.5. The use of KTU contributes to a stricter accounting of the performance of the functional duties of the members of the brigade, increases the role of the team in solving issues of improving work, and is the basis for determining the wages of the brigade members.

6.6. KTU is established based on the results of each month's work and is approved by the brigade council / general brigade meeting.

6.7. The value of KTU is determined by a system of indicators that can be divided into two groups that increase and decrease the value of KTU.

6.8. Indicators that increase KTU: improving the quality of work, systematic performance of work in a related profession, an initiative aimed at maximizing the use of equipment, preventing loss of working time, introducing NOT, fulfilling the duties of temporarily absent team members along with their work (in case of illness, vacation, business trips ), the development of advanced labor methods, a high culture of production, participation in public life, mentoring, strict observance safety instructions.

6.9. Indicators that reduce KTU: poor performance of work, untimely implementation of the orders of the foreman, which led to a decrease in the quality of the work of the brigade, non-compliance with production and labor discipline, internal regulations work schedule, violation of safety rules and industrial sanitation, failure to fulfill functional duties.

6.10. In fact, the KTU for each member of the brigade is set by the team of the brigade, depending on the individual contribution of the employee to the overall results, taking into account indicators that increase or decrease KTU.

7. Organization of remuneration in the team

7.1. The organization of remuneration in the brigade is based on the following principles:

7.1.1. each member of the brigade receives an official salary, taking into account the number of hours worked (guaranteed part of the salary);

7.1.2. the amount of additional payment to the official salary for each member of the brigade is recommended to be determined with the help of KTU;

7.1.3. team members for an increase in the amount of work performed against the current norms while ensuring the proper quality of work performance are paid an additional payment in the amount of up to [value]% of the official salary. In addition, if there is an unused payroll allocated for the brigade, bonuses to brigade members can be made depending on personal contribution up to [value] % of their official salary.

7.2. The brigadier receives an additional payment for leading the brigade in the amount of [value]% of the official salary.

7.3. Employees included in the brigade are not paid extra for combining professions and performing the duties of a temporarily absent employee.

7.4. The use of the brigade form of organization and remuneration of workers does not deprive the members of the brigade of the right to allowances, bonuses provided for by the current legislation.

7.5. When evaluating the work of each member of the team, 4 criteria are taken into account: the amount of work - the ratio of the volume actually performed to the maximum paid load, comments from the management, comments from the team, social work.

7.6. Surcharges for work at night and overtime, for work in holidays produced in in due course and is not included in the brigade earnings when distributed according to KTU.

7.7. Wage brigade members in the brigade form of organization and remuneration is included in average earnings in all cases of its calculation (to pay for vacations, temporary disability benefits, when calculating pensions and in other cases).

8. Control of the volume and quality of the work of the team

8.1. Control of the volume and quality of work of the team members is carried out at the following levels:

8.1.1. directly in the brigade - carried out by the foreman and members of the brigade;

8.1.2. at the organizational level, the head of the organization.

8.2. Comments on the work of the team or its individual members are taken into account when summing up the results of the work for the month, when calculating the KTU.