The purpose of the production practice of personnel management. Personnel management at the enterprise ooo "extra". An individual task for an internship in the specialty “Personnel Management”

30.04.2020

Internship This is an important stage in the life of every university student. How responsibly the student approaches the implementation of the tasks assigned to the practice depends on his future assessment in the profile. The report on the practice of personnel management does not exceed 40-45 pages.

Report Structure

The structure of the production report is not very different from other types of reports (introductory, undergraduate), however, it is slightly modified. The Human Resources Practice Report includes:

First (title) page.
· Introduction.
· Instead of the usual main part, divided into chapters and sections, the questions considered during the internship are listed.
Characteristics of the organization where the internship took place.
· Monitoring the composition and structure of personnel.
· Personnel management of the organization.
· Recommendations for improving the personnel management system.
· Final part.
· Bibliographic list.
Applications (this item is optional).

Introduction

The "Introduction" section is needed in order to give brief description report. In this part, the terms of the internship are indicated, the goals and objectives set are briefly described, and a small assessment of the enterprise is given.

Example. Practice is necessary to monitor the performance of the entire enterprise. Another task was to study the personnel service of the enterprise. Familiarization with safety rules and study of internal labor regulations. Usually, this section does not exceed one or two pages.

Organization characteristics

In the report on production practice, the main part as such is missing, and the description begins specifically, with the tasks set. Is the organization a limited liability company or joint stock company how long it has been operating. Describe the production and administrative structure.

What is the main direction, the number of founders of the organization, their responsibilities. What constituent documents are there in the organization and how the form of government is implemented. Is there a department technical control, as well as a detailed description of the financial position of the organization.

Monitoring the composition and structure of personnel

This section indicates the number of employees, the level of their professional training in specialties. Preparation indicators are indicated for the current year and can be presented in the form of charts. You can separately describe the structure, divided into working staff and narrow specialists. Note what education a certain number of employees currently have.

In the second paragraph of the chapter, provide samples of applications for dismissal, the issuance of bonuses to employees. Conduct an analysis of layoffs, for what reasons, give a definition. Then you can talk about how often the state changes, with what frequency.

Human Resources Department

Maintaining personnel policy is the basis for studying the staffing. It is advisable to describe in detail how the recruitment of employees takes place, according to what criteria they are selected. Some organizations have their own hiring divisions. The specialists of the department develop a plan that helps to maintain the labor potential at the enterprise, with its subsequent increase.

Job responsibilities are described, how the promotion takes place. The performer reveals each question, arranging them in paragraphs. The Human Resources Department also handles documentation. Its activities are based on the charter, labor code and a number of other documents. It is desirable to give examples of them.

At the end of this section, a description of the head of personnel management is given. In connection with the position, he has many responsibilities, you should sort them out point by point, with detailed description. If during the practice there was access to more serious documentation, provide examples.

It would be useful to assess the psychological situation of the entire team. If there are any issues, the student makes his recommendations to improve relations between employees.

Conclusion

During the work, the responsible trainee has his own developments, recommendations for improving the work of the staff. They should definitely be cited as an example, drawn up in a visual practical guide. Own analyzes show the student as a professional.

The final part contains the results of the practice. This part describes the answers to the tasks and conclusions. The only requirement is that all information is presented in a compressed form, without losing its meaning. You can list all the advantages of the enterprise. Indicate what his growth prospects are, both financially and personnel-wise.

In the second paragraph, a brief summary of the practice is summed up; statistical data on the number can be listed. To give objective assessment, enough or not enough employees at the moment.

Introduction

Personnel selection

Training

Staff motivation

Product range

Conclusion

Introduction

I did an internship at BalakovoMetolloRezinoTechnika LLC, Saratov Region, Balakovo, st. Promyshlennaya 22. Internship term from July 13, 2010 to July 26, 2010.

The purpose of the introductory practice is to ensure the formation professional knowledge, skills and abilities through acquaintance with the activities and management at specific enterprises, institutions and organizations, their structural divisions and functional services, as well as consolidate the theoretical knowledge gained, obtain specific skills in the field of management and ensure the collection, systematization of materials necessary for writing a final bachelor's thesis.

Main goals:

Acquaintance with the nomenclature, the range of products (types of work and services) and its consumers, production costs, financial and other indicators and the calculations that substantiate them;

Studying the structure of enterprise management, the composition and relationship in the work of the main structural and functional divisions (services);

Acquaintance with the work of individual departments of the enterprise, as well as the functions and job descriptions of the personnel of the department in which the student is doing practice.

For the internship, he was hired as an assistant to the HR manager. Together with the head of the practice, LLC BalakovoMetolloRezinoTekhnika directly drew up an internship plan, which I completed.

During my internship, I learned:

Features of the work of the personnel manager;

Basic principles of recruitment, training and advanced training of personnel;

Basic methods of drawing up a work schedule;

Familiarized with official duties, as well as the functions of employees;

Acquired the necessary skills and knowledge to use them in practice.

Personnel selection

Working in BalakovoMetolloRezinoTechnika LLC, my duties as an assistant HR manager included:

Personnel selection;

Training;

Staff motivation;

The study of the range of products.

The organization BalakovoMetolloRezinoTechnika LLC has a high staff turnover, and therefore there is a need to select qualified personnel.

Personnel selection is the process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties at a particular workplace or position and choosing the most suitable one from a set of applicants, taking into account the correspondence of his qualifications, specialty, personal qualities and abilities to the nature of the activity, the interests of the organization and himself.

The personnel selection technology consists of the following stages:

pre-interview

Filling out the application form and questionnaire

Testing

Diagnostic interview (interview)

medical examination

Making the final decision

In the process of internship, I made sure that the sources of attracting staff differ in their degree of effectiveness, as practice shows, the most effective source of attracting staff are the recommendations of friends and relatives, as well as recommendations recruitment agencies.

Training

Personnel training is carried out in the following cases:

1. When a person just goes to work (any briefing, including technical fire safety and fire safety can already be considered time-consuming training).

2. When an employee is appointed to a new position.

3. When an employee is assigned a new job (new technologies, new equipment).

4. When the audit shows that the employee lacks certain skills to effectively perform his job.

The main methods of personnel training are lectures, practical exercises, analysis of specific business situations, self-educational reading of special literature, business games role training.

Qualified employees ensure the stability and efficiency of work, but also multiply the value of the company itself.

Staff training has a significant impact on the efficiency of using the enterprise's potential.

Thus, training is the most important tool by which the management gets the opportunity to create such an organizational culture that will contribute to the successful achievement of organizational goals.

Staff motivation

During my internship at BalakovoMetolloRezinoTekhnika LLC, I became convinced that motivation is one of the most important functions of a personnel manager.

Thanks to the motivation of the staff, it is possible to achieve high results in the activities of the organization and increase the efficiency of the work of the staff.

Motivation is the process of influencing a person to induce him to specific actions by inducing certain motives in him.

In order to motivate a person, there are various motives. Every employee has their own motives.

Motives can be:

1) political, moral ideals, ideas about the future, about the future;

2) sufficiently effective interests to receive impressions;

3) the desire to organize life and life, the attraction to work, creative activity, to family life etc.;

4) a strong need for something;

5) strong enough feeling;

6) effective moral convictions;

7) habits;

8) imitation;

9) career;

10) position;

11) raise wages.

Thus, staff motivation is an integral part of the work of the personnel manager, which contributes to the most successful use of the potential of the enterprise.

Product range

Studying the assortment and developing new ideas was one of my functions during the internship. During the internship, I studied the main range of products (Appendix A) and proposed several ideas for improving the process and quality of products, by modernizing and automating the technology of production, assembly and packaging of various parts. The product range consisted exclusively of parts of domestic cars (Appendix A). In order to expand the enterprise, I studied the domestic market of our city and, in connection with the possibilities of the organization, put forward proposals for expanding production by adapting machine tools to the production of parts for imported cars. Most of my proposals were considered at the meeting.

Conclusion

During the internship, I got acquainted with the activities of the personnel manager, and also assisted specialists, put forward new ideas for expanding, improving production, promoting goods on the market, adjusting the work schedule of staff in order to make the most efficient use of working time by staff. The passage of introductory practice is an important element of the educational process for the training of a specialist.

Main tasks educational practice are:

Consolidation of the received theoretical knowledge in practice;

Acquisition of independent work skills;

Learn to apply the acquired theoretical knowledge in solving specific professional issues.

During the introductory practice, the future specialist can use the knowledge gained during the training process, as well as the skills in practice.

Type of work - practice report

Subject - personnel management

Introduction 3

1. Individual work plan 4

2. General characteristics of T.S.V. Transcompany LLC 5

3. Analysis of the number and structure of personnel 7

4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC. ten

5. Personnel policy OOO T.S.V. Transcompany 13

Conclusion 19

List of used literature: 20

Introduction

Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire skills and abilities. practical work according to the chosen specialty and assigned qualification.

The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The objectives of the practice are as follows:

Studying and participation in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of personnel management of the organization at the place of internship;

Development of proposals for improving the personnel management subsystem of the organization's management system;

Collection necessary materials and documents for the implementation of course projects in the disciplines "Organization personnel management" and "Motivation labor activity» in accordance with the chosen topic.

This report consists of an introduction, conclusion, list of references and the main part, which, in turn, consists of a list of production and introductory issues on which the main analytical work was carried out.

served as the basis for the internship. Logistic company T.S.V. Transcompany LLC, which operates in the field of transportation and rental of vehicles.

Individual work plan

The internship period is from 22.10. to 11/18/2008

Place of internship – T.S.V. Transcompany LLC

Internship Position - Human Resources Manager

Functions performed	calendar term	Department name
Acquaintance with the organizational structure of the company, the principles of its work in the market.		T.S.V. Transcompany LLC
Acquaintance and analysis with the personnel management system at the enterprise. Acquaintance with the Charter of the company, job descriptions of the HR manager
Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports		Archive of the enterprise, personnel department of T.S.V. Transcompany LLC
Identification of positive and negative points in the personnel management system at T.S.V. Transcompany LLC, development of recommendations for its improvement		T.S.V. Transcompany LLC
Drawing up a report on the completion of the internship together with the head of the internship from the enterprise		Human Resources Department of T.S.V. Transcompany LLC

2. General characteristics of T.S.V. Transcompany LLC

Limited Liability Company T.S.V. Transcompany LLC was established in 1995. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have extensive work experience.

The main activity of T.S.V. Transcompany LLC is transport logistics.

Having a wealth of experience, T.S.V. Transcompany LLC provides high-quality and timely Maintenance own projects.

Speaking about the management structure of T.S.V. Transcompany LLC, we can say that management depends on the form of legal existence of the organization.

T.S.V. Transcompany LLC is a limited liability company, i.e. it is commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in founding documents. The number of founders is 5 people.

1. Responsibility of participants.

Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.

2. Constituent documents.

At T.S.V. Transcompany LLC, the organizational basis legal registration consists of two main documents:

Memorandum of Association, which is signed by all founders.

Charter, which is approved by the founders.

3. Control.

The supreme governing body is general meeting participants. The executive management body is the Director.

4. The right to withdraw from the partnership.

Members may withdraw from the Society at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.

The organizational structure of the enterprise can be represented as follows: (see diagram 1)

CEO

Financial - economic management

Commercial Management

Technical management

Office of Forecasting Management

Engineering management

Organizational structure T.S.V. Transcompany LLC

Commercial Management implements marketing strategy enterprises, carries out the conclusion and maintenance of contracts with suppliers, forms and maintains a regulatory framework for labor.

Engineering management Responsible for the operation of warranty and post-warranty service stations.

Financial and economic management engages in financial reporting and reporting relevant organizations, and also controls the financial flows of the company, and distributes them in accordance with strategic plan enterprises.

Project Management Department responsible for the scientific validity of the chosen management strategy and economic development enterprises.

Technical management at the enterprise, it assumes the functions of technical control, is engaged in technical verification of cars entering the sale for the absence of marriage, for the authenticity of the trademark and for compliance with the requirements that Russian legislation imposes on such types of services.

The financial condition of T.S.V. Transcompany LLC is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis financial condition is balance. According to the current regulatory documents the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.

An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that T.S.V. Transcompany LLC employs not only economic, but also managerial professionals.

Analysis of the number and structure of personnel

Speaking about the team working for T.S.V. Transcompany LLC, we can say that it consists of 26 people, including the General Director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management(7 people).

In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and enterprise statistics turned out to be especially informative. The data obtained were summarized in the following table:

Table 2.

Indicators characterizing the personnel structure of T.S.V. Transcompany LLC



Senior managers
Middle managers
Specialists
Employees


· men
· women
working pensioners
45 years to retirement age
35 to 45 years old
25 to 35 years old
up to 25 years
two higher, postgraduate, doctoral studies
· higher education
· specialized secondary
general average
· lower secondary

The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:

Rice. 1 The level of professional training in the specialty of the employees of the enterprise OOO T.S.V. Transcompany.

It can be seen from the above data that the category of employees whose professional training is more than a year has noticeably changed over the reporting period, there is a downward trend from 27% to 22%, and the category of employees whose professional training is based on higher education has increased by 7% and amounted to 27% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.

4. Characteristics and analysis of the personnel management system of LLC T.S.V. Transcompany.

It is advisable to start the analysis of personnel management with an assessment of the availability of labor resources for OOO T.S.V. Transcompany in the reporting year 2008 (see Table 3)

Table 3

Provision of OOO T.S.V. Transcompany with labor resources in 2008 (pers.)

It is also necessary to carry out a qualitative analysis for LLC “Top Business Integrator”, i.e., the distribution of employees by age (for workers), by level of education and by length of service.

Table 4

Distribution of workers by age OOO "Top Business Integrator"

The tension in providing LLC “Top Business Integrator” with labor resources can be somewhat relieved due to more full use available labor force, growth of labor productivity of workers, intensification of production, comprehensive mechanization and automation production processes, improvement of technology and organization of production.

The completeness of the use of labor resources we estimate by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.

Working Time Fund(FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:

PDF = HR * D * P

At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:

∆FRV chr \u003d (CR f -CH pl) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.

In T.S.V. Transcompany LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional holidays with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the working time fund. Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in OOO T.S.V. Transcompany and unproductive labor costs, which consist of the cost of working time as a result of the provision of low-quality services for the installation and adjustment of networks. They make up 1640 hours.

Reduction of lost working time – one of the reserves for increasing output. To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of T.S.V. Transcompany LLC by the planned average hourly production, or in this case, the time of rendering transport service generally:

∆VP \u003d PDF * CV pl \u003d (20 330 + 1640) * 284.9 \u003d 6259.2 thousand rubles

Unproductive labor costs due to defects in the work of T.S.V. Transcompany LLC amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.

5. Personnel policy of T.S.V. Transcompany LLC

The personnel policy of the enterprise includes following directions activities:

1. recruitment and selection of personnel

2. adaptation

3. job descriptions

4. staff assessment

5. staff development

6. creation of a personnel reserve

Let's take a closer look at each of the HR functions.

Recruitment and selection of personnel

The main tasks of personnel selection are:

Creation of a reserve of candidates for employment;

Formation of requirements for professions and positions;

Evaluation of potential candidates.

Search for candidates for vacancies carried out both inside and outside the company.

The starting point for the selection and recruitment of personnel in T.S.V. Transcompany LLC is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for personnel requirements, the requirement for the candidate and job description.

The request for personnel needs is filled out annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which new employee should get to work.

Based on the request for staffing, the personnel management department advertises vacancies. First, advertising is carried out within the company OOO T.S.V. Transcompany itself. Advertisement placed on the bulletin board and distributed electronically.

For all candidates wishing to work at T.S.V. Transcompany LLC, questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed.

Applicants who meet the requirements are interviewed by the Human Resources Department and are also tested by an enterprise psychologist.

The personnel management department forms a personal file of a potential candidate and transfers it to the immediate head of the structural unit in which there is vacant position, for your reference.

The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.

After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates.

After the candidate is approved for the position, an employment contract is drawn up. The employment contract is endorsed by the head of the structural unit, as well as by the following persons:

branch director;

Head of Human Resources Department;

Legal Specialist.

The employment contract is signed by the citizen hired and submitted for signature to the General Director of T.S.V. Transcompany LLC.

Employment contract signed CEO, is the basis for registration of the admission of a citizen to work.

Employment is issued orders for the enterprise.

A newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.

Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of T.S.V. Transcompany LLC. These include:

A brief description of the organization, its structure and management system, the history of T.S.V. Transcompany LLC;

Collective agreement;

Internal labor regulations;

Regulations on bonuses for the main results economic activity.

According to the author of this work, who had an internship at T.S.V. Transcompany LLC, the main problem in the personnel management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to common cause, but this is not the end of it. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.

In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.

There are several effective ways conflict management. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can also become the only cause of a conflict situation, but in general case it's just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.

As a way to prevent the very appearance conflict situations, the author of this work proposes to use the method of interpersonal contact, which would be of an organized nature.

The plan of such events can be presented in the form of the following table. (see table 5)

Table 5

Activities aimed at improving the psychological situation in the team

event title	the date of the	The purpose of the
1. Sports competitions between divisions	quarterly	Nothing unites the team better than a common goal and competitive conditions. As such, sporting events are ideal.
2. Field trips (Day of the sea, System administrator's day, programmer's day, Goblin's day, Harvest Festival, etc.)	Depending on seasonal and weather conditions, at least once every six months	Informal atmosphere always helps to find mutual language, distract from work problems and promotes the search for common interests, areas of contact between people's behavior
3. Corporate parties	Once a quarter, it can be timed to coincide with some kind of event, while not necessarily an official one. You can just have a "Burn Light Bulb Day"	It has approximately the same goals as the previous group of events, in general, they are aimed at establishing interpersonal contacts in an informal setting
4. Family holidays (father's day, Mothers Day, Children Protection Day)	Father's Day is the third Sunday in July Mother's Day is the last Sunday in November	Holding family events provides another additional opportunity to establish not only interpersonal, but also interfamily ties, which strengthens the connection between generations. And contributes to the development of working dynasties in the enterprise

This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.

Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:

Formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this methodology is to direct the efforts of all participants towards a common goal;

Development of interpersonal conflict resolution styles, including the style of avoidance, smoothing, coercion, compromise and problem solving.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.

Conclusion

In conclusion, we can say that the entire period of internship was full of analytical work on various points of the company's activities. These areas of activity included not only the personnel management system, but also economic and financial questions functioning of the company in the market.

In the course of writing this internship report, the author analyzed and researched the main issues related to the personnel management system. As a result of the analysis, it turned out that T.S.V. Transcompany LLC is a successfully operating leasing company that has high competitive advantages However, against the backdrop of successful economic prosperity, the company is experiencing a staff turnover. In the course of the study of various areas of the functioning of the personnel management system, the author of this work came to the conclusion that this fact is primarily associated with the psychological dissatisfaction of the personnel with the process of work activity.

List of used literature:

Abramova G.P. Marketing: Questions and Answers. - M.: Agropromizdat, 2000

Karlof B. Business strategy (Concept, content, symbols). - Per. from English. - M.: Economics, 2001. - 248 p.

Kibanov A.Ya. Personnel management of the organization: workshop. M. Economics, 2006. 232s

Lapin A. Formation of personnel management system. M. Nauka., 2003. 342s,

Livshits A.Ya. Introduction to the market economy. Lecture course. - M., PMT TPO "Kvadrat", 2001. - 225 p.

Magura M.I. Place of search and selection of personnel in the overall system of personnel management. M. Economics. 2003. 454s

Maslov E.V. Enterprise personnel management. M. MGU. 2006. 344s

Moseikin Yu.N. Strategic planning. Lecture course: Tutorial. - M.: Publishing house of RUDN University, 2005. - 80 p.

Reference manual for the director of the Production Association, enterprise: (Economics, organization, planning, management), in 2 volumes. - M.: Economics, 2000.

Explanatory terminological dictionary-reference book on economics. - M.: SP Infokont, 2001.

Tyurina I.O. Personnel management: personnel selection process, Moscow State University. 2006. 433s

Frank E. Consulting firms and selection human capital: Services for the selection of personnel. M. Science. 2003 . 343s.

Do not hand over the downloaded work to the teacher!

This practice report can be used by you as a sample, according to the example, but with the data of your enterprise, you can easily write a report on your topic.

Plan

1. Introductory briefing

2. The structure of the organization's personnel management service

3. Documents used in the work of HR specialists

4. Professional activity personnel management specialist

Conclusion

Bibliography

1. Introductory briefing

I did an internship at the Heat and Comfort store.

The purpose of my internship was to get acquainted with the Heat and Comfort store in the personnel management department.

Tasks: 1. get acquainted with the organizational structure of the organization's personnel management service.

2. study the documents used in the work of personnel management specialists.

3. analyze the professional activities of a personnel management specialist.

The Teplo i Komfort store has existed since 2002. Since 2007, a branch store has been opened.

Field of activity: the organization is engaged in trade.

Activities: the company includes retail sale upholstered and cabinet furniture.

The purpose of the organization is to make a profit.

Now the company is headed by a person with higher education, possessing good knowledge in the field of economics. She is respected by employees and subordinates, she is most interested in the future of the enterprise, giving preference to the development of the store.

Personnel management is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The personnel management system ensures continuous improvement of methods of working with personnel and the use of the achievements of domestic science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.

2 . Service structureorganization personnel management

The organizational structure of the personnel management system is a set of interrelated divisions of the personnel management system and officials. Subdivisions - carriers of personnel management functions - can be considered in a broad sense as a personnel management service. The specific place and role of this service in the overall management system of the organization are determined by the place and role of each specialized personnel management unit and the organizational status of its immediate supervisor.

Main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or training departments are often created.

An organization's personnel management system is a system in which personnel management functions are implemented. It includes a subsystem of linear management, as well as a number of functional subsystems specializing in the performance of homogeneous functions.

Based on the system of goals, the composition of management functions is determined, the objects and carriers of these functions in the Heat and Comfort store are presented in the following diagram:

This system assumes that the line manager receives the necessary advisory, methodological assistance from HR specialists.

The main functions of the personnel services:

1. In execution personnel functions line managers (managers) should be involved as much as possible.

Each line manager (manager) must have own strategy human resource management. In its development, they should be assisted by employees of the personnel management service, acting as advisers, internal consultants.

2. The profession of an employee of the personnel service, the position of the head of this service becomes one of the most important in the organization, and it can no longer be occupied by any disciplined specialist, for example, a former military man, as happened more than once in the past. It must be a highly qualified professional with special training.

3. Key Feature business becomes today the ability to change. The main means of change and the obstacle to change are people. Therefore, an important task of the personnel department is change management. To do this, personnel service employees must be highly qualified specialists with high level education, the ability to change, to have a broad qualification, to have the ability to retrain, a certain creative potential.

4. The HR department must be able to form a small but dynamic team of first-class specialists - cosmopolitans with developed communication and linguistic abilities, able to work in an international team and in different countries. Must be able to manage a multinational team.

5. The personnel department must increasingly be able to use social partnership in labor relations. Social partnership is not only an ethical principle, but also an organizational one. It means recognizing the interdependence and solidarity of all groups in the organization and giving them the right to participate in political and economic processes and use it as a tool to improve the effectiveness of personnel management.

Partnership and participation in production management improve the psychological climate in the team.

The most important principles of motivation today are called the following:

Creation of an atmosphere of mutual trust, credibility of decisions made and Feedback;

· Retaining employment;

· Equal opportunities for employment, promotion and remuneration depending on the results achieved;

· Protection of health, provision of normal working conditions;

· training;

· Equitable distribution of productivity gains between employees and entrepreneurs.

7. Wage must increase in its variable part: even short-term labor efficiency must be rewarded.

8. It is necessary to move from advanced training to the development of human resources.

The purpose of such development is to provide the firm with well-trained and motivated employees in accordance with its goals and strategy. Firms have to spend more and more resources on staff retraining, as foreign market labor and the education system are less and less satisfying the needs of enterprises in personnel. This is also facilitated by the increasingly shortening cycle of goods and services, their frequent changes.

Many companies in the world see their main tool in competition in the development of human resources.

The main criteria for promotion are broad qualifications, the ability to achieve specific results, dynamism, the ability to form a team and work in it, the ability to see the big picture and business ethics.

To change the functions of the personnel department of an organization, it is advisable:

a) to accept new specialists in the personnel department;

b) retrain existing personnel;

c) train line managers in their performance of personnel management functions;

d) invite external consultants;

e) introduce external experts in personnel management to the staff.

Employees of HR departments today need:

deep knowledge of the organization's business - sales markets, product, technologies, competitors, organizational structures;

the ability to manage change through innovation, including best practices, by stimulating organizational development organizations.

A unified personnel management system may include and actually includes: the personnel department (HR department), managers at all levels and organizations representing employees.

3 . Documents used in the work of a specialistpersonnel management sheets

Each division of the personnel management service develops, draws up, executes the documentation that corresponds to its functional purpose.

The Human Resources Department without fail maintains the following personnel documents: personal files of employees of the organization, including a personal sheet, a questionnaire, copies of documents on education, recommendations, personal cards, work books, employment contracts. The procedure for working with these documents is regulated, as a rule, by industry and departmental regulatory and methodological materials.

In the personnel management departments, a number of documents are compiled and executed in accordance with the above classification: draft orders on personnel matters (on hiring and dismissal, transfer, relocation, awards, etc.), a plan (report) for training and advanced training personnel, status reports labor discipline, data on staff turnover, vacation schedule, proposals for the formation of a reserve of personnel for promotion, a plan for the number of employees with distribution by unit and category, staffing, time sheets of employees, applications for the required number of specialists and workers, employment contracts (contracts), schedules for the certification of employees, directions for employment of specialists and workers.

Having completed an internship in the organization "Heat and Comfort", I got acquainted with the documents used in the work of personnel management specialists:

1. orders;

2. official letters;

3. employment contract;

4. work contract;

5. applications (hiring, dismissal, vacation);

6. travel allowances;

7. regulations on departments;

8. orders;

9. job description.

1. Order- written registration of the decision taken by the head of the organization to carry out any actions in relation to specific performers or to the organization's staff as a whole.

Allocate orders for core activities and orders for personnel (personnel orders).

Orders for personnel of a unified form are drawn up by an employee of the personnel department on the basis of internal company documents. The process of creating, agreeing and signing this type of orders for personnel is coordinated by the personnel department.

Draft orders for personnel, drawn up similarly to an order for core activities, are developed by the HR director with the involvement of specialists from the HR department or on an initiative basis in agreement with the company's management.

The right to sign the order on personnel belongs to the general director and the director of personnel in accordance with the internal organizational and administrative documents of the company.

The head of the personnel department registers orders for personnel, files the original orders and the approval sheet into the case and brings the contents of the order against signature to the attention of the persons indicated in the order.

2. Office letters. There are four main categories in this group of documents:

a) Memorandum - is drawn up in order to inform the management about the current situation, the facts that have taken place, events, etc. and encourage decision making.

The text of the memorandum may consist of two or three semantic parts: the first part sets out the reasons, facts or events that necessitated writing the note, the second - an analysis of the current situation, various solutions, the third - conclusions and proposals that, according to the author , must be carried out in connection with the stated facts.

b) Explanatory note - is compiled to explain the content of certain provisions of the main document (plan, report, project, etc.) or to explain the reasons for any incident, event, fact, act and behavior of an individual employee.

c) Memo - is compiled by an employee of the company in the name of another employee of the company. Contains requests and suggestions. A memo is a kind of correspondence between company employees.

d) Statement - compiled upon request and provided on time, in order to inform management about the state of affairs, contains a description or confirmation of facts or events. The text of the service certificate can be formatted as a table.

3. Employment contract- this is an agreement between the employer and the employee, according to which the employer undertakes to provide the employee with work according to the stipulated labor function, to ensure the working conditions provided for Labor Code, laws and other regulatory legal acts, collective agreement, agreements, local regulations containing the norms labor law, timely and in full to pay the employee wages, and the employee undertakes to personally perform the labor function determined by this agreement, to comply with the internal labor regulations in force in the organization (Article 56 of the Labor Code of the Russian Federation).

That is why the science of labor law considers the concept employment contract in three interrelated aspects:

1) as a form of realization of the right of citizens to work;

2) as a legal fact, which is the basis for the emergence and existence in time employment relationship and serves as a prerequisite for the emergence and existence of other legal relations closely related to labor;

3) as an institution of labor law, that is, a system of legal norms governing the employment of citizens, their transfers and dismissals.

4. Work contract- under this contract, the contractor undertakes to perform, and the customer undertakes to accept the results and pay.

5. Application- recruitment.

6. Travel allowance- an order (instruction) to send an employee on a business trip.

7. Regulations on departments- reflects issues of professional and social development labor collective. Includes the following sections: general provisions; the concept of personnel; principles of relationship between administration and staff; contract system of personnel recruitment; staff development; the right of personnel to choose forms of labor organization; guaranteed employment of personnel; participation of personnel in profits; responsibility of administration and staff.

8. Order- written execution of the decision taken by the general director of the company on operational issues of the company as a whole or the director for operational issues of the activities of a subordinate department.

9. Job description- defines the duties, rights and responsibilities of each employee holding a certain position. It is compiled on the basis of the Regulations on the division, qualification characteristic, as well as the analysis of the job (or workplace) and the drafted job description.

4 . Specialist professional activityHR manager

The HR manager is responsible for general management and coordination of the actions of the employees of the personnel group of the HR department (HR manager and recruitment and training manager).

Studies the labor market, wages, social programs on various enterprises to develop the concept of recruitment. Determines the company's need for personnel; possible sources of providing the necessary personnel; organizes the search for candidates using various sources (means mass media, the Internet, recruitment agencies for employment).

Conducts selection of the number of candidates, conducts interviews with those who are hired; studies the business and professional qualities of employees in the selection, placement and planning of their activities and professional growth; ensures staffing of the enterprise.

Keeps records of staff turnover and analyzes them. She studies the causes of staff turnover, participates in the development of measures to reduce it.

Develops and implements technical reasonable standards labor, material costs in relation to specific production specifications on various types works, based on the use of progressive labor standards, on the basis of technical data on the productivity of equipment, the results of an analysis of the costs of working time (chronometric observations and photographs of the working day).

Determines the number of employees in departments in accordance with progressive headcount standards, identifies deviations of the actual headcount from the standard and the reasons for such deviations, develops proposals for eliminating excess headcount.

The maintenance of personnel records of the enterprise's personnel is controlled, based on the information provided by the heads of departments; keeps time records of employees of the plant management, monitors their timely arrival at work and leaving work, being at their workplaces.

The calculation of the average salary for the divisions of the enterprise.

Carries out control over the state of labor discipline in the divisions of the enterprise and compliance with the rules of internal and labor regulations by employees.

Prepares documents for storage in the archive after the expiration of the established terms of the current storage.

Participates in the preparation of the draft collective agreement.

Executes orders and instructions of the head of the personnel management department.

During the absence of the HR manager and the recruitment and training manager (due to vacation, illness, etc.), he performs duties in accordance with their job descriptions. Complies with the internal labor regulations, the regulation on the personnel management department, this job description, complies with the requirements of the enterprise standards, and also ensures the confidentiality of information that became known in the course of the performance of official duties.

Conclusion

In conclusion, I would like to say that during her internship at the enterprise, she taught me a lot. How to fill out paperwork. Having learned in detail what is personnel management and what it does. What programs does the HR department use?

The personnel management in the Heat and Comfort store is constantly being improved in order to provide the organization with long-term planning and implementation of specific projects that contribute to the development of the store branch.

New HR responsibilities include:

forecasting the needs of the enterprise in labor resources;

attraction and selection of the most worthy and promising candidates;

planning and implementation of a comprehensive and ongoing program of professional development of personnel;

analysis of personnel processes taking place at the enterprise, and timely informing managers about them;

control of the working climate in the company.

Bibliography

1. M.A. Guliyev, S.N. Epifantsev, S.I. Samygin "Sociology and Psychology of Management" "PHOENIX" Rostov-on-Don 2006

2. A.G. Porshneva, Z.P. Rumyantseva, N.A. Solomatina "Management of the organization" Textbook, ed. INFRA - Moscow 2003

3. Rainer Marra, Herbert Schmidt, “Personnel management in a social market economy. M., 1997

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The purpose of the production practice of personnel management. Personnel management at the enterprise ooo "extra". An individual task for an internship in the specialty “Personnel Management”

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