Personnel Requirement Planning - Part overall process planning in the organization, whose task is to compile a list of necessary specialists that the company may need in the near future for strategic development and implementation of the plans.
HR planning is needed for:
- providing the enterprise with the necessary personnel with minimization of costs.
- the ability to provide the enterprise with the required number of employees of the required qualifications in the shortest possible time;
- to reduce or optimize the use of redundant personnel;
- use of personnel depending on their abilities, skills and knowledge;

For competent planning of human resources, it is desirable to consider the following factors:
What is the state of the economy and financial condition companies in the current period?
- Personnel movement of personnel (plans for layoffs, maternity leave, retirements, layoffs, etc.).
- State policy (legislation, tax regime, social insurance, etc.);
- The situation on the market, in particular among competitors.
- The level of wages in the company.
- Strategic objectives and business plans of the company;

Staffing needs assessment

Assessment of the need for personnel can be quantitative and qualitative.
Quantification determines the need for personnel exclusively in numerical terms, without taking into account qualification requirements and features of the organization. In order to understand exactly how many vacancies will need to be filled in the near future, you need to:
- analyze the current organizational structure of the company (number of departments),
- inquire about marketing plans,
Qualitative assessment staffing needs - answers the question “whom to hire?”. This is a more complex forecasting, since in order to assess the need, it is necessary to take into account the category, profession, specialty and level of qualification requirements for candidates, the value orientations of the future employee, his level of education, additional skills and abilities.

Types of personnel requirements planning

There are two types of planning:
1) Strategic (long-term) planning. Long-term plans are those that are drawn up for the next 5 years or more. In this case, a program is drawn up for the selection of specialists who will be needed by the organization in the future.
2) Tactical (situational) planning. It is necessary to analyze the need for personnel for the next specific period. Situational planning depends on the indicators of personnel movement at a given time.

How to plan the need for staff?

In order to get a picture of the need for personnel, it is necessary to study:
1) Short-term and long-term plans of the company. The information may even be unofficial, as long as these plans are received from the top officials of the company. In particular, it is worth clarifying:
- Does the management plan to open new branches of the company or expand existing divisions?
- Is the management satisfied with the qualifications of the working staff?
- Are there plans to develop new products?

2) The personnel situation, which can be obtained from the accounting department, from the heads of departments. This is local level data, but it is often more specific than information from the head of the enterprise.
3) Documentation, which records data on changes in sales volumes compared to the previous period;
4) Current staffing, as well as the situation with staff turnover in all departments separately.

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The HR strategy must be translated into specific forms (HR programs, procedures, etc.). This is facilitated by the mechanism of personnel planning.

For a long time, in the personnel management of economically developed countries, they focused mainly on the current needs of the organization: the employer expected to receive at any time required amount workers whose use does not require long-term special training. The surplus labor market gave employers this opportunity, and layoffs of surplus staff were not associated with large financial losses. Changes in the conditions of the activities of organizations put forward the requirement to focus on the formation of resources (including human resources) not only for current needs, but also for long-term prospects.

To date, almost all countries are abandoning the principle of "labor transfer", based on attracting the necessary labor force and crowding out superfluous or no longer needed in this moment workers, due to the growing demands on the quality of workers, their willingness to take responsibility.

If earlier it was believed that personnel planning was necessary only in case of a shortage of labor, today a different opinion prevails: planning is also necessary in times of unemployment, since qualified workers are still not easy to find; in addition, the social hardships often associated with layoffs should be avoided.

In the 70-80s. 20th century in management practice, a systematic analysis of the prospective needs of organizations in certain categories personnel. Currently, an increasing number of companies and firms distinguish personnel planning as an independent activity of personnel services. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management problems, as well as reduce social tension in relation to workers whose jobs are changed or eliminated. These tasks cannot be solved short term. Thus, personnel planning is a sign of the responsibility of the management of the organization in relation to personnel .

In Russian organizations, personnel planning, in contrast to the planning of production, marketing, and investment, has not yet been fully recognized.

Personnel planning is the process of determining the quantitative and qualitative needs of the organization for personnel in the future and assessing the extent to which this need can be satisfied.

At the same time, the existing staff of the organization is compared with its possible need in the future, the need for hiring, training, redistribution, and reduction of employees is determined. As emphasized by X.T. Graham and R. Bennett, the result of such planning should be the presence necessary people performing necessary work for necessary places exactly in necessary time.

Personnel planning should determine:

– how many staff and what qualifications are needed in the future;

– how to attract the necessary and reduce unnecessary staff, given social aspects;

– how to use workers according to their abilities;

– how to purposefully promote the development of personnel, adapt their knowledge to changing requirements;

- what costs will be required by the planned personnel activities.

M. Armstrong interprets the main tasks of personnel planning as follows:

– attracting and retaining the necessary workers with the appropriate skills, experience and competence;

- anticipation of a possible surplus or shortage of workers;

– creating a well-prepared and flexible staff, which contributes to the ability of the organization to adapt to an uncertain and changing environment;

– reducing dependence on hiring workers from outside, when there is an insufficient supply of workers with skills important to the organization in the labor market, through retention and development own employees;

– Improving the use of labor force through more flexible systems work.

Personnel planning should be integrated into the overall planning process in the organization and aligned with the following areas:

- sales planning;

- supply planning (provision of raw materials, materials, attracted services);

– planning of capital investments for the acquisition of long-term property;

– financial planning;

- organizational planning (planning the organizational structure and the structure of the division of labor in the organization).

Only mutual agreement of all constituent parts planning can provide unity of action to achieve the goals of the organization.

Personnel planning can be represented in the form of a diagram (Fig. 4.1).

Rice. 4.1. Personnel planning process

Responsibility for personnel planning is shared between the personnel management service and line managers.

Human Resources Service:

1) participates in the development of the organization's development strategy, analyzes the needs for personnel, taking into account the plans of the organization;

2) analyzes information about the available personnel, develops proposals for more efficient use of available human resources, predicts the availability of personnel for various options for the development of the organization; works both at the level of individual departments and at the level of the organization;

3) analyzes macroeconomic information, legislation and labor market information and educational services to ensure that HR plans are realistic;

4) proposes, agrees, approves strategic plans for working with personnel and is responsible for their implementation;

5) develops forms for providing information, applications, plans to facilitate interaction between the personnel management service, line managers and top management;

6) advises line managers on personnel planning issues.

Line managers in the field of personnel planning:

1) analyze the possibilities of fulfilling the plans of the department, taking into account the available personnel;

2) carry out their own analysis of the quantitative and qualitative composition of subordinate personnel, timely submit information and proposals to the personnel management service;

3) make proposals related to the introduction of new technologies or changes technological processes, a senior manager and the personnel management service;

4) participate in the coordination of plans for work with personnel and their implementation after approval.

4.2. Personnel planning principles

The personnel planning process is based on a number of principles that must be taken into account in the process of its implementation.

First of all, this involvement employees of the organization to work on the plan already at the earliest stages of its preparation.

Another principle of personnel planning is continuity , due to the corresponding nature economic activity organization and the fact that the staff itself is in constant motion. At the same time, planning is considered not as a single act, but as a constantly repeating process.

Principle flexibility implies the possibility of constantly making adjustments to previously made personnel decisions in accordance with changing circumstances. In order to ensure flexibility, the plans must allow for freedom of maneuver within certain limits.

The unity and interconnection of the activities of individual parts of the organization requires compliance with such a planning principle as agreement personnel plans in the form of coordination and integration. Coordination is carried out "horizontally" - between units of the same level, and integration - "vertically", between higher and lower ones.

Principle economy means that the cost of drawing up a plan should be less than the effect brought by its implementation. As a principle of planning can also be considered creating the necessary conditions for the implementation of the plan .

The considered principles are universal, suitable for different levels of management; however, specific principles may apply at each level.

For example, when planning in a department important role plays the principle bottleneck : the overall performance will be determined by the worker with the lowest productivity. At the same time, at the level of an organization, this principle is usually not applied, but perhaps the most important specific principle here is scientific planning.

Despite the fact that personnel planning has much in common with other areas of planning, a number of specific problems may arise in its process due to:

- the difficulty of the personnel planning process associated with the complexity of predicting labor behavior, the possibility of conflicts, etc. The possibilities of using personnel in the future and their future attitude to work are predicted with a high degree uncertainty. In addition, members of the organization resist being "objects" of planning, may not agree with the results of planning and respond to this with a conflict;

- the duality of the system of economic goals in personnel policy. If, when planning in the field of marketing, finance, planning goals affect economic aspects, then when planning personnel, components are added social efficiency. If in other areas it is possible to operate with quantitative values, then the data in personnel planning are largely of a qualitative nature (abilities, assessment of the work done, etc.).

Rothwell highlights the following difficulties that cause some gap between the theoretical provisions and their practical implementation:

– the impact of change and the difficulty of predicting the future;

- changing priorities of strategies in the organization;

- disbelief in theory or planning by some managers, who more often prefer practical adaptation to theoretical models.

However, Taylor notes: “It may seem that employers simply prefer to wait until their judgment of the environment is clear enough to see the full picture before mobilizing resources in preparation for the coming of the future.

With humor about serious

Planning and Parkinson's Law

“Work fills the time allotted for it. Since the work is so stretched out in time, it is clear that its volume has nothing (or almost nothing) to do with the number of people doing it. The matter is more important and more difficult, the more time is allotted for it. Everyone knows this, but the consequences of this rule, especially in the administrative field, have been little studied. Politicians and taxpayers almost never doubt that bureaucratic states are growing this way because there are more cases. The truth is that the number of employees and the amount of work are completely unrelated. The number of employees increases according to Parkinson's law.

We can distinguish two main driving forces. For our current needs, we will clothe them in the form of two almost axiomatic propositions:

1) an official multiplies subordinates, but not rivals;

2) officials work for each other.

To master factor 1, imagine that a certain official A complains about overload. In this case, it does not matter whether it seems to him or it is so; we note, however, that sensations A (true or imaginary) can also be generated by the breakdown that is inevitable in middle age. He has three exits. He can leave; he can ask official B to help him; he may ask for two subordinates, C and D. As a rule, A chooses the third path. If he left, he would lose his right to a pension. By sharing the work with his equal B, he runs the risk of not getting into W when it finally becomes available. So it's better to deal with two subordinates.

They will give him weight, and he will divide the work between them, and only he will understand both the one and the other category of cases. Note that C and D are practically inseparable. It is impossible to take on the service of one S. Why? Because he would share the work with A and become equal to him, like rejected B, and even worse, he would aim for A’s place. So, there should be at least two subordinates, so that each would hold the other, fearing that he would galloped. When C complains about the overload (and he complains), A, with his consent, will advise the authorities to take him two assistants. To avoid internal friction, he advises taking two and for D.

Now that E, F, G, H also serve under him, A's promotion is practically guaranteed. When seven employees do what one did, factor 2 comes into play. Seven work so much for each other that they are all fully loaded, and A is busier than before. Any paper should appear before everyone. E decides that she is in the hands of F, F sketches the answer and gives it to C, C boldly corrects it and turns to D, and D to G. However, G is going on vacation and transfers the file to H, who again writes everything in draft and signed D and hands the paper to C, who, in turn, looks through it and puts it in a new form on the table to A. What does A do? He could, with a light heart, sign without reading, as he has something to think about. He knows that next year he will take the place of W, and must decide whether C or D will replace him.

He will decide whether to go on vacation G - it seems to be too early, and whether it is better to let H go for health reasons - he looks bad, and not only because of family troubles. In addition, it is necessary to pay F for work at the conference and send E's application for a pension to the ministry. A heard that D was in love with a married typist, and G quarreled with F for some unknown reason. In a word, A could have signed without reading.

But A is not like that. No matter how he is tormented by the problems generated by the very existence of his colleagues, his conscience will not allow him to neglect his duty. He carefully reads the document, crosses out the unfortunate paragraphs introduced by C and D, and returns it to the form that was chosen by the initially reasonable (albeit quarrelsome) F. He also corrects the style - none of these youngsters really know their language - and as a result, we see the option that A would create if C, D, E, F, G and H were not born at all. But this option was created by many people, and it took a lot of time.

No one shied away from work, everyone tried. Only late in the evening does A leave his post to start the long journey home. Now, in all the windows of his institution, the light goes out and the darkness thickens, marking the end of another difficult labor day. And he leaves one of the last, stooping heavily, and thinks with a wry smile that the late hour, like gray hair, is the retribution for success.

(See: Parkinson S.N. Parkinson's laws: Per. from English. - M .: LLC "Publishing House AST", 2002.)

It seems to them that the more complex and unstable the business environment, the more expedient it is to take a wait-and-see attitude and only then move on to concrete actions.”

Common mistakes in personnel planning are focusing on short-term needs and not coordinating with the long-term plans of the organization, which focuses only on problems and crises in the short term.

The following so-called "traps" or "stumbling blocks" of successful planning can be distinguished:

“1) HR planners have to work in an environment characterized by unclear instructions, different directions in the company's policies, diverse management styles;

2) personnel planning should be supported by top management;

3) many workforce planning programs fail due to excessive initial "stress": successful programs "start" slowly and develop gradually;

4) coordination of personnel management and management as a whole is necessary. Otherwise, personnel planning can be carried out "in isolation" from general management firm;

5) personnel planning must necessarily be integrated into general plans organizations. In this case, the interaction between the departments of planning and personnel service;

6) the opposition of quantitative and qualitative approaches can lead to the fact that some consider personnel planning as a kind of numerical technique for organizing the flow of people in an organization. Others focus exclusively on the individual advancement and career development of employees, i.e. on a qualitative approach. The optimal result is given by the synthesis of the first and second;

7) personnel planning is not exclusively a function of the personnel planning department. Successful personnel planning depends on the involvement in this process of other managers who work directly with people "in the field";

8) as personnel planning becomes more and more popular, constantly emerging new technologies, techniques, etc. are increasingly involved in its process. because “everyone uses it”.

4.3. Basic elements of personnel planning

4.3.1. Analysis of the composition of personnel

First of all, an analysis is made of the actual compliance of the qualitative and quantitative composition of the personnel with the tasks facing the organization and the requirements for performers. In this case, the assessment takes the form of continuous monitoring, rather than periodic events (i.e., the answer to the question is always ready: “What is available?”).

The main task of qualitative analysis is to determine and evaluate the knowledge and skills of employees by a well-defined planning time.

The task of quantitative analysis of the composition of personnel is to determine the number of employees for each category of personnel (for example, an employee or worker, trained or unskilled personnel, men and women, youth, etc.).

It is important to establish the nature of the discrepancy between the required and available personnel, since this determines the range of activities aimed at eliminating such a discrepancy.

4.3.2. Personnel planning

The main goal is to determine the quantitative and qualitative need for personnel to ensure the current and future performance of the enterprise.

A specific definition of the need for personnel is a calculation of the required number of employees according to their qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and represents information base for acceptance management decisions in the field of personnel recruitment, training and retraining.

The need for personnel is influenced by external and internal factors in relation to the organization (Fig. 4.2).

Rice. 4.2. Factors influencing the need for personnel

As R. Marr notes, determining the need for personnel can cause the creation and strengthening of "conflict potentials" in cases where:

- determination of the need for personnel leads to results that infringe on the interests of individual employees (for example, layoffs);

- when determining the quantitative need for personnel, it is found that there are either too few or too many employees. In the first case, there is a need for overtime, leading to overloads of employees and causing them a feeling of discontent. In the second case, there is a risk of conflicts with financial services if unproductive costs are identified, caused by an incorrect determination of the need for personnel;

- the results of determining the need for personnel are either not brought to the attention of employees, or do not inspire confidence in them, for example, based on past negative experience;

- Determining the need for personnel serves as a tool for creating or building up power capacities in the organization, in particular by identifying a high need for personnel, since the number of employees is considered an indicator of the importance of the relevant unit in the organization. Conflicts arise in this case in departments where it is believed that their personal resources are too small.

At the same time, an unmistakable determination of the need for personnel serves as a prerequisite for the fact that employees will be at the disposal of the organization in accordance with its quantitative, qualitative, temporal and territorial needs, and thus eliminates conflicts that could arise due to imbalances in the above areas.

4.3.3. Staffing planning

It comes directly from the planning of personnel requirements and also takes into account both quantitative and qualitative aspects. It is divided into four components:

– recruitment planning. Associated with the choice of sources for attracting candidates (external or internal), as well as familiarizing potential candidates with the proposed vacancies using the media (publications, the Internet, etc.);

– selection planning. Associated with the choice of selection tools, as well as the structuring of individual stages of the selection of candidates for vacancies;

– hiring planning. Standards are taken into account labor law and legislation, including when concluding labor contracts;

– employee adaptation planning, i.e. events that help new employees get acquainted with the organization, workplace and team.

4.3.4. Personnel planning

Its purpose is to ensure that the distribution of employees to jobs is consistent, the basis of which is the compliance of qualifications with the requirements of a given job. Comparison of the qualification profile of employees and these requirements makes it possible to assess the coefficient of professional suitability of employees for the workplace.

In addition, when planning the use of personnel, one should strive to ensure the optimal degree of satisfaction of employees with their jobs, taking into account their abilities, skills, and motivation. Planning for the use of personnel is implemented in the development of a plan for filling regular positions.

Another area of ​​this element of planning is employee time planning (development of work shift plans, plans for the use of non-permanent and partially employed labor and auxiliary employees, organization of the use of employees during an unstable work cycle associated, for example, with seasonal changes in trade). It is also necessary to pay attention to the planning of vacations, planning the provision of employees to participate in various educational programs.

4.3.5. Personnel development planning

The goal is to determine the future requirements for the workplace and plan activities that contribute to the professional development of employees. Personnel development planning is designed to use internal resources, and not to look for personnel in the external labor market. It can be divided into education planning, employee development and career planning.

All personnel development activities should be aimed at eliminating the deficit in the knowledge and skills of employees. Many large enterprises to train their employees create their own educational centers as close as possible to the specifics of the company's activities. Small and medium-sized organizations can use the services of external educational centers.

4.3.6. Staff release planning

The goal is to establish and timely or ahead of schedule reduction of surplus personnel. The reasons for the release may be the termination of production due to the inexpediency of the further existence of the enterprise; decline in production; new technical development; changing job requirements; change in organizational structure, etc.

To prevent the splashing of qualified personnel on the external labor market and mitigate social tensions, organizations can use the advanced release of personnel: developing forecasts for the release of personnel and planning ways alternative uses employees. Unfortunately, this area of ​​personnel management has not been developed in domestic organizations.

When planning the release of personnel, first of all, it is necessary to outline activities that do not require a reduction in personnel:

1) termination of employment. This measure makes it possible to employ the laid-off workers at the expense of their own loss of workers;

2) moving surplus labor to other free places;

3) reduction of working hours. In this case, the excess number will be eliminated due to the fact that more workers will be required. There are several options for such a reduction: the abolition of overtime, the transfer of part of the workers to part-time work, etc.;

4) cancellation of the transfer of orders to other organizations, if these orders can be completed on their own, without losing the connections necessary for the organization;

5) the introduction of a shortened working week.

Then measures are planned aimed at reducing employees. Preference is given to those events in which employees leave the enterprise voluntarily. At the same time, cash compensation may be paid upon dismissal (in Western enterprises, up to 7-10 monthly salaries, depending on the length of service and a number of other indicators); early retirement; assistance to the employee in the selection of a new job, etc.

4.3.7. Personnel cost planning

The goal is to establish changes in personnel costs within a certain planned period of time. At the same time, a comparison is made with the expected degree of success of the enterprise, its ability to withstand such a change in costs. This element of personnel planning is closely related to financial planning and business analysis.

In industrialized countries, the importance of cost planning is due to the trend of increasing the weight of personnel costs in the costs of the enterprise, which can be explained by the following factors:

– imbalance of worker productivity and personnel costs;

- the use of new technologies that require more qualified and, accordingly, more "expensive" personnel;

– impact of legislation and tariff agreements.

When planning personnel costs, the following cost items should be borne in mind first of all: basic and additional wages; social security contributions; travel and business travel expenses; expenses for training, retraining and advanced training of personnel; costs associated with supplements for catering, with housing and cultural services, physical education, health care and recreation, providing children's institutions, the purchase of workwear. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and labor ergonomics, technical aesthetics), a healthy psychological climate in the organization, and the creation of jobs.

If the organization has a high turnover of personnel, there are additional costs associated with finding a new workforce, instructing it and mastering the work. When staff turnover is high, pay rises overtime work, the level of marriage and the number of downtimes, the level of morbidity, industrial injuries increases, and early disability occurs. All this leads to an increase in personnel costs, an increase in the cost of production and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

Experience

Planning as a sign of management culture

“Planning is one of the signs of a high management culture in a company. Working in a recruiting agency and discussing recruitment orders with companies, I always ask when the required employee should start working. And often I get the answer: “Yesterday!” Interestingly, in Russian companies this is much more common than in the West. Having a recruitment plan is necessary condition for budgeting the activities of the personnel service. A colleague of mine once said, “If I were allowed to ask an HR manager only one question to evaluate an HR manager, I would ask him about the budget for his HR department.” Indeed, the absence of such a budget or, on the contrary, its presence, volume and structure are important characteristics of the organization of work with personnel in the company.

(Valery Polyakov, President of the Personnel Association "Metropolis")

4.4. Personnel planning methods

When planning personnel requirements, you can use various methods.

balance method is based on the mutual linking of the resources available to the organization and the needs for them within the planning period. If there are not enough resources in comparison with the needs, then there is a search for their additional sources to cover the deficit. The necessary resources can be attracted from the internal or external labor market. The algorithm for calculating the actual need for personnel is presented in Table. 4.1.

The normative planning method is based on planned assignments for a certain period, the cost norms of various resources (in our case, labor) per unit of output (in this case, working time, fund expenditure wages etc.).

Table 4.1 The sequence of calculating the need for personnel

To labor standards include the norms of production, time, service, number. They are established for workers in accordance with the achieved level of development of technology, technology, organization of production and labor. In the conditions of collective forms of organization and remuneration of labor, enlarged complex norms can be applied. As certification is carried out, jobs are rationalized, and new technology, technology, implementation of organizational and technical measures that ensure the growth of labor productivity, the norms are subject to mandatory revision. The normative method of planning is used both independently and simultaneously with the balance sheet.

When using the standard method, the initial data for determining the required number of workers are the production program for the planned period of time; norms of time, norms of production; laboriousness production program; organizational and technical measures to reduce the complexity of the program; reporting (calculated) data on the coefficient of compliance with the norms; the balance of working time of one worker (Table 4.2), etc. The balance of working time is compiled for each structural unit separately.

Table 4.2 The balance of working time of one average worker per year

With simplified calculations, the total need for personnel is determined by production standards:

H pl \u003d Q pl / V pl, (4.1)

where Ch pl - the average planned number of workers; Q pl - the planned volume of output; In pl - the planned rate of output per worker.

The planned number (N pl) of piecework workers and time workers employed in standardized work is determined using data on laboriousness production program according to the formula:

H pl \u003d [T pr / F pl]? K cn, (4.2)

where T pr is the labor intensity of the production program; Ф pl - useful time fund of one worker (determined from the balance of working time); K cn is the coefficient for converting the attendance to the payroll (in discontinuous productions it is determined by the ratio of the nominal time to the attendance, in continuous productions - by the ratio of the calendar to the attendance).

The calculation of the number of workers involved in the maintenance of equipment, its adjustment, repair and other ancillary work is carried out according to service standards according to the formula:

H pl \u003d [(O? C) / H o]? K cn, (4.3)

where O is the number of pieces of equipment; C is the number of shifts; H o - service rate (how many pieces of equipment can be serviced by one worker).

Example . The company has 1000 units. equipment. The service rate of one repairman is 100 units. for a shift. The company operates in two shifts. Nominal fund of working time - 265 days, real - 230 days. The number of repairmen is calculated as follows:

H pl \u003d [(1000? 2) / 100]? (265 / 230) = 23 people

With regard to work for which their volumes and production rates are not established, the number of workers can be determined directly by workplace:

H pl \u003d n? WITH? K cn, ((4.4)

where n is the number of jobs.

Example. The workshop has four cranes. Each of them is served by a crane operator and two slingers. The shop works in two shifts. Data on the fund of working time - as in the previous task. Accordingly, the required number of crane operators will be:

H pl \u003d 4? 2? (265 / 230) = 9 people;

slingers:

H pl \u003d 4? 2? 2? (265 / 230) = 18 people

Calculation according to population standards is carried out when a production facility or equipment is serviced by a group of workers, and their placement within the facility is not predetermined. The number standard is determined on the basis of the service rate or the service time rate according to the formula:

H h \u003d (P / H o)? K cn, (4.5)

where P is the amount of work; H o - service rate (in the same units as the amount of work).

When determining the number of administrative management personnel can be used Rosencrantz formula. It serves to check the compliance of the actual number with the required one, which is set by the load of a given unit or enterprise as a whole:

where N is the number of administrative and managerial personnel of a certain profession, specialty, division, etc.; n - the number of types of organizational and managerial work that determines the load of this category of specialists; m i - the average number of certain actions (calculations, order processing, negotiations, etc.) within the i-th organizational and managerial type of work for a specified period of time (for example, for a year); t i - the time required to complete the unit m within the i-th organizational and managerial type of work; T- work time specialist according to employment contract(contract) for the corresponding period of calendar time taken in the calculations; K nv - the coefficient of the necessary distribution of time; K fr - the coefficient of the actual distribution of time; t p - time for various works, which cannot be taken into account in preliminary (planned) calculations.

The required time distribution factor (Knrv) is calculated as follows:

K nv \u003d K dr? To about? K n, (4.7)

where K dr is a coefficient that takes into account the costs of additional work not previously taken into account in the time required for a particular process

usually within 1.2? To others? 1.4; K o - coefficient taking into account the time spent on rest of employees during the working day, as a rule, is set at the level of 1.12; K p is the coefficient of conversion of the attendance number into the payroll.

The coefficient of the actual distribution of time (K fr) is determined by the ratio of the total fund of working time of any unit to the time calculated as

Experience

Planning example

To determine the number of personnel, the management of the Major automobile holding uses several methods. When a new dealership opens, its staff is formed based on the experience of foreign car companies. The volume of mandatory work per center in the first months of its development is approximately the same, so for each of them there are about 40 standard job positions. They are divided into typical divisions: directorate (director of the center and 2 secretaries), car sales salon (head, administrator and 4 sales assistants), spare parts sales department (manager and three sales assistants), service department (5 general managers and 12 mechanics), warehouse (manager and 2 employees), etc.

Over time, the number of customers of the dealership grows (when and how it will increase, the company knows approximately based on its own market research), so the typical staff needs to be replenished. For example, to determine how many additional technicians need to be hired, Major uses a work rate metric that indicates how much time one employee needs to complete a given amount of work. The production rate base is compiled by the research departments of suppliers - automotive companies. For example, according to these regulations, a mechanic at a Nissan dealership must have time to replace air filter in 0.2 hour, engine oil in 0.4 hour, and front pads in 0.6 hour. Comparing these figures with the projected order volume, it is concluded whether the service staff can cope with it or if additional mechanics are needed.

The Major company also holds functional analysis to find out if employees have new tasks over time that distract them from their main tasks. For example, sales of cars on credit have risen sharply. All issues related to the execution of documents for such purchases were resolved by sales consultants. It soon became clear that because of the paperwork, they had less time to perform their main function - to communicate with customers and sell cars. To relieve sellers, a new position has been introduced in all dealerships - a credit manager.

((According to the materials of the magazine "The Secret of the Firm"))

To mathematical and statistical can be attributed to the following methods of planning the need for personnel.

extrapolation method - transferring the current situation (proportions) into the future. The attraction of this method lies in its general availability; limitation - the inability to take into account changes in the development of the organization and external environment. Therefore, the method is suitable for short-term planning and for organizations with a stable structure operating in a stable environment. Many organizations use an adjusted extrapolation method that takes into account changes in the ratio of factors that determine the number of employees - productivity increases, price increases, etc.

Regression analysis method - establishing a relationship between the number of personnel and the factors influencing it. With linear regression (i.e., Y = a + bX), forecasts are based on the correlation between employment and a business measure such as sales. Since no single factor can fully reflect the need for personnel, such forecasts have little chance of being accurate, except perhaps in small firms in very stable environments. Accordingly, to calculate the state of demand in the future, it may be necessary to enter an extended set of factors, which will lead to multiple regression analysis (i.e. Y = b 0 + b 1 x 1 + b 2 x 2 + b 3 x 3 + b 4 x 4 + ...). The b coefficients are calculated to separate the direction and magnitude of the impact that each variable has on the demand for human resources. After that, the obtained estimates of independent variables are entered into the equation to calculate the need for personnel.

Linear Programming Methods allow, by solving a system of equations and inequalities linking a number of variable indicators, to determine their optimal values ​​in mutual combination. This helps, according to a given criterion, to choose the most appropriate option for the functioning or development of the control object, for example, the distribution of workers, which allows, on the one hand, to serve all customers most fully, and on the other hand, to do this at minimal cost, etc. However, the possibilities of using this methods in the field of personnel planning are limited.

Method of expert assessments is based on using the opinions of specialists to determine staffing needs. Such specialists in the organization are, first of all, heads of departments. The personnel management service is engaged in the collection and processing of assessments. Depending on the size of the organization and the number of line managers, various methods can be used for this - group discussion, a written review (when each manager is asked to answer a questionnaire prepared by the personnel management service), the Delphi method - a written dialogue between the personnel service and a group of experts. The Human Resources Department develops a questionnaire on staffing needs and sends it to the experts, then processes their responses and returns the summarized results to the experts along with the questions. This procedure is repeated until the experts reach an agreement on manpower requirements.

The advantage of the peer review method is the participation of line managers, whose knowledge and experience give the plan additional weight in the eyes of senior management. The disadvantages of the method are the laboriousness of the process of collecting and processing expert opinions, as well as the subjectivity of their judgments.

In order to optimize the number of staff, it can also be used benchmarking method . To do this, companies use open or commercial information sources. At the same time, direct competitors or individual divisions of successfully operating firms can be used as a “role model”. However, this method provides only approximate guidelines. In addition, in most cases, direct copying is not correct and it is necessary to use a number of additional indicators (costs per employee; the ratio of the number of personnel and the volume of work performed; the share of the company's turnover or profit per employee).

Personnel planning tasks

Task 1 . Based on the initial data, calculate the number necessary personnel according to service standards.

The number of units is 8.

The operating mode of the units is 2 shifts.

The number of units working in the 1st shift is 8.

The number of units working in the 2nd shift is 4.

Useful time fund of 1 employee per shift - 7 hours.

Time for additional service unit per shift - 1.4 hours.

The coefficient for converting the attendance to the payroll is 1.15.

Task 2 . Based on the available data, calculate the number of production personnel for each type of work in terms of labor intensity.

Task 3 . The development plan of the company in the forecast period (next year) provides for an increase in production volume only due to an increase in labor productivity, without an increase in the number of employees.

From the analysis of indicators, it was found that 40% of employees who reach retirement age remain working in the company.

The share of employees for whom the retirement age will come in the planned period is 6% of the total number of employees.

The share of attrition of employees due to disability and mortality is 3% of the total number of employees.

The number of people dismissed into the ranks of the armed forces is expected to be around 60 people, in connection with the direction to study - 40 people.

The share of layoffs due to natural attrition, going to study, conscription into the army is approximately 60% of the planned loss.

The staff turnover rate is expected to be reduced in the planned period from 14 to 10%.

Newly recruited personnel after serving in the army is 10% of the number of employees discharged into the armed forces.

Exercise : determine the total number of employees of the company and the number of employees who need to be attracted from external sources.

Questions and tasks for self-examination

1. What are the main tasks and principles of personnel planning.

2. How is the responsibility for personnel planning distributed between the personnel department and line managers?

3. Describe the main elements of personnel planning.

4. What factors influence the organization's need for personnel?

5. Give the characteristic to the basic methods of planning of requirement for the personnel.

6. Solve the tasks of planning the need for personnel.

The most important task of personnel planning is to ensure the full and effective employment of all categories of workers in each enterprise. Full employment means achieving a balance between the number of jobs and the number labor resources for all categories of workers Development of a market mechanism for personnel management at a regional enterprise // Proceedings of the republican scientific and practical conference. / Under. ed. M. Bukhalkova. - Samara: SamGTU, 1995. - S. 94 ..

Assessment of the organization's need for personnel can be quantitative and qualitative. A quantitative assessment of the need for personnel, designed to answer the question “how much?”, Is based on an analysis of the proposed organizational structure (management levels, number of divisions, distribution of responsibilities), production technology requirements (a form of organization of joint activities of performers), a marketing plan (commissioning plan enterprises, the phased deployment of production), as well as the forecast of changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important. A qualitative assessment of the need for personnel is an attempt to answer the question "who?". This is a more complex type of forecast, since, following an analysis similar to that for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel. In this case, it is necessary to take into account, at a minimum, the ability of personnel to “determine rational operational and strategic goals functioning of the enterprise and to carry out the formation of optimal management decisions that ensure the achievement of these goals. An important point in personnel assessment is the development of organizational and financial plans equipment, including:

• development of a program of measures to attract personnel;
• development or adaptation of methods for assessing candidates;
• calculation of financial costs for recruitment and evaluation of personnel;
• implementation of evaluation activities;
• development of staff development programs;
• · Estimation of costs for the implementation of personnel development programs Personnel management. / Ed. Bazarova T., Eremina B. - M .: Banks and exchanges, UNITI, 1998. - P. 110. .

The current need of the enterprise for the main workers is determined by the norms of labor intensity of products. AT general view annual requirement in workers, can be calculated as the ratio of the labor intensity of the annual production program of the relevant work to the effective time fund of one worker according to the following formula:

PP \u003d Tg / Fe (1).

Where PP is the need for workers, man; Tg - total (annual) labor intensity of work, hours; Fe - annual effective working time fund, man-hours.

In the process of planning the need for production workers, their attendance and payroll are determined. The attendant staff includes those workers who must come to work every day to ensure the normal course of production. The list includes all workers who are in the group of industrial and production personnel of the enterprise, including those who are on vacation, absent due to illness, etc. The list of workers changes during the year due to staff turnover. That is why it is necessary to distinguish between the average number of workers of the enterprise, which is their arithmetic average annual number.

The quantitative ratio between secret and scheduled workers or their structure can be represented as the ratio of the effective fund of working hours to the nominal, the corresponding values ​​of which are approximately equal to 225 and 250 working days. From this ratio (225:250 = 0.9) it follows that the number of workers on the payroll is approximately 10% more than the turnout, as can be seen from the formula for the number of workers on the payroll:

Psp \u003d 1.1 Rya (2).

Where Psp is the payroll number of employees, Rya is the undisclosed number of employees.

Headcount planning various categories personnel at domestic enterprises is carried out, as a rule, using integrated methods or economic and mathematical dependencies. Based on the developed models and formulas, it is possible to calculate the need for managerial personnel for all functions performed in production by specialists of various categories:

In the course of headcount planning, it is important to establish an additional need for employees of various categories, which consists of an increase in the required number due to the expansion of production volumes, as well as compensation for the departure or loss of employees of the enterprise under the influence of natural and social factors. At the enterprise, the additional need for personnel of one category or another can be most simply represented by the difference between the planned (current) and actual number:

Рd = Рpl - Рf (4).

Where Rd - additional need for personnel; Рpl - the planned need for personnel; Rf - the actual number of personnel.

AT market economy more difficult is the task of planning the long-term need for personnel necessary for the implementation of the strategic goals of the enterprise Bukhalkov, M. Personnel management. /M. Bukhalkov. - M.: INFRA-M, 2008. - S.229, 232..

Personnel planning is one of the most important areas of personnel planning, which allows you to set the qualitative and quantitative composition of personnel for a given period of time. 2, from 260

As can be seen from the definition, it is necessary to distinguish between qualitative and quantitative need for personnel. These types of needs in the practice of headcount planning are calculated in unity and interconnection.

Personnel planning includes the following steps:

• special analysis various kinds plans of the organization that have an impact on staffing(for example, production and sales plans, investment plans, etc.);
• · analysis of personnel statistics, including information on its business evaluation and promotion;
• determination of the actual state by the quantity and quality of personnel for the planned period;
• Calculation of the qualitative quantitative need for personnel for the same planning period;
• comparison of data obtained at the two previous stages of planning;
• planning of measures to cover the need for personnel.

Qualitative need, i.e. the need for categories, professions, specialties, the level of qualification requirements for personnel, is calculated based on the overall organizational structure, as well as organizational structures divisions; professional and qualification division of works recorded in the production and technological documentation for the work process; requirements for positions and workplaces, enshrined in job descriptions or job descriptions; the staffing table of the organization and divisions, where the composition of positions is fixed, the documentation regulating various organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.

Calculation of quality needs by professions, specialties, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of qualitative need. The total need for personnel is found by summing up the quantitative need for individual qualitative criteria.

The quantitative need for personnel is planned by determining its estimated number and comparing it with the actual availability for a certain planning period. There are several basic methods for calculating the quantitative need for personnel. 2, p. 261

1) The method based on the use of data on the time of the labor process makes it possible to calculate the number of pieceworkers or time workers, the number of which is determined directly by the complexity of the process. For the calculation, the following typical dependence should be used:

Time required to complete the production program (T n)

In its turn,

where n is the number of item positions in the production program; H i - the number of products of the i-th nomenclature position; T i - time of execution of the process (part of the process) for the manufacture of the product of the i-th nomenclature position; T n.pr.i - the time required to change the value of work in progress in accordance with production cycle products of the ith position; K in - coefficient of fulfillment of norms of time.

The number of jobs can be determined differentially according to professional types of work, according to the qualification complexity of work, with an appropriate allocation with qualitative parameters of the need for personnel. The useful time fund of one employee (T floor) and the coefficient for converting the turnout into the payroll are determined from the balance of the working time of one employee. As a variation of the method under consideration, an approach can be presented for determining the number of managerial personnel using the Rosencrantz formula, which in the general case has the following form:

where N is the number of managerial personnel of a certain profession, specialty, division, etc.; n - the number of types of management functions that determine the load of this category of specialists; m i - the average number of certain actions (settlements, order processing, negotiations, etc.) within the i-th type of management functions for a specified period of time (for example, for a year); t i - the time required to perform unit m within the i-th type of management functions; T - working hours of a specialist in accordance with an employment agreement (contract) for the corresponding period of calendar time, taking into account the calculations; To nrv. - coefficient of necessary distribution of time; K fr - the coefficient of the actual distribution of time; t p - time for various functions that cannot be taken into account in preliminary (scheduled) calculations.

The required time distribution factor (Knrv) is calculated as follows:

K nv = K dr K o K p, (1.3)

where - K dr - coefficient taking into account the costs of additional functions that are not pre-set in the time required for certain process(?m t); is usually within

1,2 < К др < 1,4; К о - коэффициент, учитывающий затраты времени на отдых сотрудников в течение рабочего дня; как правило, устанавливается на уровне 1,12; К п - коэффициент пересчёта явочной численности в списочную.

The ratio of the required distribution of time (K fr) is determined by the ratio of the total fund of working time of any unit to the time calculated as (? m і t і).

In general terms, the Rosencrantz formula serves to check whether the actual number (for example, of a unit) is necessary, which is set by the load of this unit.

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

2) Calculation method according to service rates. In foreign literature, it is customary to call the "unit-method", showing the dependence of the calculated number on the number of serviced machines, units and other objects.

The number of temporary workers or employees according to service standards is calculated using the following formula:

In turn, service rates are determined by the formula

where n is the number of types of work to service the facility; t edі - the time required to complete the volume unit of the i-th type of work; n рі - the number of volume units of the i-th type of work per unit of equipment or other calculation object (for example, a unit of production area); T floor - a useful fund of the employee's time per day (shift); T d - the time required for the employee to perform additional functions not included in t ed.

3) Calculation method for jobs and headcount standards.

The population standards are defined as follows:

Some statistical methods can also be used to calculate the headcount. They are conditionally divided into two main groups: stochastic methods; methods of expert assessments. 2, p. 267

Stochastic calculation methods are based on the analysis of the relationship between the need for personnel and other variables (for example, production volume).

The following stochastic methods are most often used: calculation of numerical characteristics; regression analysis; correlation analysis.

The calculation of numerical characteristics is used, as a rule, in the case when the need for personnel is largely related to any factor and this relationship is quite stable.

Regression analysis involves the establishment of a linear relationship between the number of employees and the factors influencing it. The general formula looks like this:

T p = b + b x, (1.9)

where T p - the complexity of the work; b - constant value; b - regression coefficient; x is the influencing factor.

Correlation analysis establishes the tightness of the relationship between several parameters. The tightness of the relationship between the parameters is expressed by the correlation coefficient. The relationship is higher, the higher the correlation coefficient. To calculate the correlation coefficient, the following relationship is used: where m і ,р і - parameter values ​​(between which the tightness of the connection is established) according to the i-th dimension; m cf, p cf - arithmetic mean values ​​of the corresponding parameters; n - the number of measurements of the parameters m and p (for example, the number of calendar periods of time during which the values ​​of the parameters are taken into account).

The application of methods of expert assessments is carried out using the experience of specialists and managers. These methods are divided into simple and extended assessment, including both single and multiple peer review.

These methods allow you to determine the overall need for staff. However, a more important value for personnel planning is the actual need for staff. The calculation of the actual need takes into account the need to cover the planned or unscheduled departure of personnel, as well as its planned receipt. The return of employees after training, military service, etc. should be considered as a planned income.

The planned retirement of personnel includes a reduction in the number due to the reorganization of production or services, the direction of employees for training, internships, conscription into the army, and retirement. In these cases, the departure of personnel can be predicted and measures taken to receive or relocate employees.

A great difficulty for planning is the departure of personnel for unplanned reasons (dismissal due to own will, at the initiative of the employer, additional holidays etc.).

In these cases, personnel departure planning can be carried out on the basis of statistical data on employees laid off for the indicated reasons over the past 3-5 years.

Personnel planning is part of the overall planning process in an organization, the task of which is to compile a list of the necessary specialists that the company may need in the near future for strategic development and implementation of the plans.

Workforce planning is necessary to achieve the following goals:

Providing the enterprise with the necessary personnel while minimizing costs;

Opportunities to provide the enterprise with the necessary number of employees of the required qualifications in the shortest possible time;

To reduce or optimize the use of redundant personnel;

The use of personnel depending on their abilities, skills and knowledge.

Requirements planning is carried out by categories of personnel: managers, specialists and workers.

In turn, managers and specialists are grouped by type of activity in accordance with the functions of managing the organization. The need for workers is planned separately for the main and auxiliary production by profession, and then, based on the complexity of the work - by qualification.

Planning takes into account the following changes.

1. The need for replacement of personnel in connection with retirement, dismissal, disability due to the assignment of a group, etc.;

2. The need to reduce the number of personnel due to rationalization or reduction in production volumes, downtime, non-payments, etc..

3. The need to expand the number of personnel in connection with the expansion of production, with the development entrepreneurial activity etc.

Comparison of the planned needs and the actual number of employees allows you to determine the change in the number of professions and job groups(Fig. 2).

Figure 2. Comparison of the planned need and the actual number of employees.

When comparing the need for staff and the actual availability of staff, the following options are possible:

1. The planned need for personnel and the availability of personnel are equal to each other. This means that in the period under review, the total number of personnel required to fulfill the goals of the enterprise fully corresponds to the projected number of personnel.

2. The need for staff is greater than the actual availability of staff. This means that the required number of staff is greater than the number expected for the future. In this case, the need for staff will be a positive value, which indicates a shortage of staff. So, the company needs to take measures to attract staff.

3. The need for staff is less than the availability of staff. This means that there are more staff available than is required to meet production targets. This situation is called overstaffing. The need for staff is in this case a negative value. To change this situation, it is necessary to take measures to reduce staff.

Ultimately, successful workforce planning is based on knowing the answers to the following questions:

? how many workers, what skills, when and where needed;

? how to attract the required number of employees and reduce or optimize the use of redundant staff;

? how best to use staff in accordance with their abilities, skills and intrinsic motivation;

? how to provide conditions for staff development;

? what costs will be required by the planned activities.

To answer these questions, it is necessary to take into account the factors influencing the need for labor. Conventionally, internal and external factors that affect the organization's need for labor force are distinguished.

Internal factors. These are, first of all, the goals of the organization, for the implementation of which human resources are needed. The goals of the organization can be presented both in the form of a long-term strategic goal and in the form of a business plan. The more specific organizational goal, the easier it is to determine the needs for the labor force necessary for its implementation.

Another source of changes in the needs of the organization in the labor force is the intra-organizational dynamics of the labor force (voluntary layoffs, retirements, disability certificates for pregnancy and childbirth, parental leave).

External factors. Among the many external factors There are several most important ones that have a direct impact on the state of the labor market.

Macroeconomic parameters - economic growth rates, inflation and unemployment rates, structural changes (development of one sector of the national economy by reducing the other) - have a strong impact on both the company's strategy (needs for human resources) and the situation on the labor market (human resources supply) . At the same time, there is an increase in the demand for labor and, accordingly, wages.

Development of engineering and technology can dramatically change an organization's workforce needs. It suffices to recall an example personal computers that have replaced millions of accountants around the world. Human resource specialists should work closely with the company's technical experts to assess in advance the impact of a possible introduction of a new technique or technology on the organization's staffing needs.

Political changes can influence the need for human resources and the situation in the labor market through changes in legislation (tax regime, social insurance system, labor legislation), regulation of macroeconomic parameters, creation of a certain political climate in the country. Lowering mandatory social security payments automatically reduces labor costs and can make it profitable for a company to hire additional workers who previously could not be hired because of high costs. In relation to this factor, the difficulty for human resource specialists is not so much in predicting the impact of certain political changes on labor needs, but in predicting the changes themselves.

Competition and market conditions , which change under the influence of many factors, have the most direct impact on the company's needs for human resources. Increasing competition in a stable or shrinking market usually means that a company needs to consider downsizing its workforce. Conversely, a rapidly growing demand for an organization's products is an indicator of the need to recruit additional workforce. Successfully solve this task is possible due to the close interaction of human resources and marketing specialists involved in market dynamics research.

Assessment of the organization's need for personnel can be quantitative and qualitative.

quantitative need in personnel - this is the need for a certain number of workers of different specialties. The following approaches can be used to determine the quantitative need for personnel:

a method based on taking into account the time required to complete the work (the number of employees is determined from the product of the coefficient for converting the turnout number into the payroll number by a fraction, the numerator of which is the time required to complete the production program, and the denominator is the useful time fund of one employee);

calculation of the number of personnel based on data on the labor intensity of the work process;

method of calculation according to service standards;

calculation method for jobs and headcount standards (the headcount standard is determined from a fraction, in the numerator of which is the amount of work, and in the denominator - the service rate);

statistical methods that allow linking the need for personnel with production volumes, labor intensity of work, etc. Analysis of the trend of the coefficient change: this approach is based on studying past relationships between, for example, the number of direct (production) and indirect (non-production) workers and predicting this correspondence for the future ;

expert assessment methods: simple expert review(the need for staff is assessed by the head of the relevant service) and extended peer review (the need for staff is assessed by a group of experts). Such an estimate can be very rough if there is no reliable data on projected increases in performance levels or new skill needs.

quality need in personnel - this is the need for workers of certain specialties, a certain level of qualification. Various approaches can also be used to determine the qualitative need for personnel. Among them, the main ones are the following:

professional and qualification division of work on the basis of production and technological documentation;

analysis of regulations on departments, job descriptions and job description;

staffing;

analysis of documentation that determines the professional and qualification composition of performers for the performance of specific types of work.

When determining the need for personnel, the opinions of experts are often of decisive importance, allowing a better understanding of what qualitative changes in the personnel structure an organization needs to make in order to successfully achieve its goals. Both employees of the organization with the necessary experience, knowledge and training, as well as external experts can act as experts.

The need and readiness of the enterprise to introduce systematic workforce planning increases as the size of the organization, the scale and complexity of the company's activities increase. There are changes in the content of labor, technologies and the tools themselves. These changes bring to the fore all the new requirements for employees, which must be taken into account when selecting personnel. Workforce planning should ideally provide answers to all questions related to providing the company with the necessary workforce and determining the associated costs. At the same time, mistakes in personnel planning often lead to significant losses for the organization.

The workforce planning process can be divided into four stages.

First stage , from which the workforce planning process begins and is based, is analysis of the organization's strategic plan . What are the goals of the organization in the future? What performance, quality, customer service goals does the organization plan to achieve in the next six months, one year, two years, five years? A clear definition of strategic goals is the benchmark against which all important human resource decisions will be judged.

Second phase - This forecasting the organization's need for personnel . What subdivisions (departments, departments, etc.) will arise as a result of the implementation of the strategy? What specialties are required? How many people? What job positions will no longer be needed? How will the process of improving technologies affect the qualitative and quantitative need for personnel?

At this stage, it is necessary to compare the needs of the organization and the available human resources. Is there a gap between what we need and what we currently have? What job positions are key to achieving the set strategic goals? Who is currently ready to occupy these key positions? Is the organization ready for the necessary personnel changes? Personnel planning, solving the problem of filling the qualitative or quantitative shortage of personnel, allows you to outline specific areas of personnel work.

One of the approaches to assessing the needs of an organization in personnel is the forecast of vacancies for various positions. In this case, statistical data on the movement of personnel related to the main professional groups, allowing you to identify the key factors causing this movement.

Third stage . The most important area of ​​work in the framework of personnel planning is associated with an assessment of the state of the organization's internal labor resources. What are the capabilities of the staff in relation to the goals set by the strategic plan? Does the staff have sufficient knowledge, skills and experience to implement the developed strategy? When answering these questions, it is necessary to analyze a significant amount of personnel information: demographic data and educational level, the results of surveys and tests, the results of periodic evaluation of personnel performance (attestations), job requirements, actual performance levels and more.

Since the organization's own ability to meet the growing quantitative and qualitative need for personnel is often insufficient, personnel planning almost always requires the study and evaluation of external sources of labor. Workers with what knowledge, skills and experience are easy to find in the external labor market? What characteristics are hard to find? Which institutions (educational institutions, associations, agencies) should be contacted to facilitate the search for a workforce?

Fourth stage. Preparation of plans, determination of the time frame for solving the entire range of tasks to provide the company with the necessary personnel. The meaning of personnel planning is to timely determine measures to meet the organization's need for additional labor, taking into account the time schedule for the development of the company, its divisions or individual areas of its activity. The plans prepared should answer the question of how the need for the selection of the necessary number of workers to support the planned commissioning of new production capacity or the release of a new product range. The planned activities are intended to indicate what should be done to fill the existing or perceived shortage of a workforce with the required level of knowledge, skills and experience.

The development of comprehensive action plans in personnel planning aims to reduce the gap between today's human resources and the future needs of the organization.

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