Development of an information system for “accounting for work with clients” using the example of Kirovenergosbyt OJSC. Software Development Process Overview

Modern companies and employees are required to perform their duties with maximum efficiency in order to withstand competition in the market for goods and services. Many organizations pay great attention to personnel and use modern methods management to improve production levels. Therefore, at the progressive stage of development of economic relations, great importance is given to the question: how to work with personnel?

In developed foreign countries and there are numerous approaches to this issue, but the main directions are:

• application of effective methods in personnel selection;
• promotion of young specialists.

HR management

The main goal of working with personnel is to obtain maximum output from a company employee. In order to clearly establish the production process, it is necessary to set a goal for each direction in working with the employees of the enterprise, establish an internal routine and regularly check how certain provisions, rules, and instructions are being followed.

Reliability in achieving your goals is the right approach to personnel. All foreign prosperous companies work using this method. At our enterprises, there is a formal approach to the employee, insufficient understanding, he is not given due attention, and only weak support is given.

The main goal of personnel management is to realize the ability of employees to work with pleasure and with full force in the interests of the company, to value the workplace and be proud to work in the structure of a prosperous enterprise. The technological process of personnel management consists of compliance with the necessary conditions and actions to obtain a positive result.

A positive trend in personnel management is a high level of managerial qualifications and due attention to the working class. Great importance should be given to training company employees, creating organizational activities that influence the work process and motivate full productivity from the employee.

Rules for working with personnel

In the modern economy, high demands are placed on the professionalism of company employees. Taking into account all views on the implementation of the production plan, personnel planning is created. Its purpose is to provide people with places to work, taking into account the requirements of the company. Provided workplace should develop the employee’s abilities, improve his qualifications, the efficiency of the work process, and create favorable working conditions.

Personnel planning in working with personnel includes the following indicators:

1. Organized HR policy process.
2. Personnel planning.
3. Professional division: requirements for employees according to their job responsibilities and professional skills.
4. Recruitment and selection criteria for company employees.
5. Payroll calculation based on the qualifications of the company's employees. Incentives: benefits, bonuses, awards, etc.
6. Familiarization of new personnel with job descriptions.
7. Training, professional development, assistance in career growth.
8. The process of assessing the professional qualities of employees and their work activities.
9. Marketing assessment of market relations and personnel.
10. Improving work with company employees.

Personnel planning for an enterprise will be of high quality when it is included in the overall structure of the company.

Effective work with company employees

Using the personal data of employees, you can develop a plan for how to work with personnel at the enterprise in the future. Such forms should display the following information:

• information about the company employee (passport details, date of entry to the enterprise);
• information about the composition of employees (qualifications, nationality, gender, age, number of disabled people, etc.);
• staff turnover rate;
• downtime of the production process due to illness, absenteeism, equipment breakdown;
• information about the duration of the work shift: how many people work part-time, full-time, per shift; what is the duration of vacations;
• assessment of employee pay, including incentives, payment above the tariff;
• information about social needs (health improvement, vacations, sick leave).

Such data helps in planning the production process and in personnel policy.

Principles of working with personnel

Work with personnel is interconnected with the main goal of the company, assessing the costs of training employees and their impact on economic performance. The administrative center of the company is designed to identify shortcomings in personnel planning, combine and coordinate all areas into a single whole.

Principles are the basic rules that must be followed and followed. The main ones are:

• Efficiency: it is assumed that management will be organized with minimal costs and the greatest economic result. If the amount of resources for improving the system of working with employees has increased, then the efficiency of the work performed should also increase
• Progressiveness: the organization of management of the company's employees complies with all foreign and Russian standards.
• Prospects: when forming management goals, the main direction is towards the implementation of competitive goods or services.
• Comprehensiveness: When planning work with personnel, all the driving forces that can affect it are taken into account.
• Optimality: processing of various directions in the management system and optimal choice for a specific enterprise.
• Efficiency: quick and timely decisions for the formation of personnel after the marketing analysis in working with personnel.
• Simplicity: Progressive work is achieved through simplicity of guidance. At the same time, the simplicity of the management system should not work to the detriment of the company.
• Scientific: work with personnel should be based on scientific achievements in this area and legislative norms.
• Hierarchy: in any direction of the system, it is necessary to adhere to hierarchical interaction between the management level, which transmits information to employees, clearly dividing their responsibilities.
• Autonomy: Each structural element of the horizontal and vertical division of labor must have logical autonomy.
• Alignment: Actions between leaders must be aligned with the company's core goals and communicated to employees in sync with time.
• Sustainability: To ensure a sustainable system for working with employees, the administration provides for a local regulator that puts an employee at a disadvantage if he deviates from any internal company rule.
• Planning: each work from the very beginning must be planned with given directions, time, parameters for the development of the enterprise, and be associated with the personnel structure.
• Remuneration: based on individual interest and efficient work companies.
• Selection and placement of personnel: to achieve the desired result, the company is developing a system for selecting, recruiting and placing personnel. For this purpose, training, educational and development programs are used to improve the skills of employees. All these activities should be aimed both at the benefit of employees and at the development of the enterprise.
• Effective employment: directly related to the company's business, each job should be profitable and occupied by a capable employee.

A professional leader guides subordinates in the right direction, helping them to discover their abilities, and forms a team of like-minded people around him.

Human resource management systems have undergone global changes in the last decade. Today, personnel management is less and less based on administrative methods of work and increasingly focused on conscious personnel policies. It is the carefully developed personnel policy of the organization that is the basis for effective work with personnel. In each organization, the procedure for working with personnel is regulated in its own way. However, there is certain rules And regulations, according to which personnel work will be organized.

Why is a personnel management system being formed?

The establishment of a personnel management system is impossible without defining a goal. In addition, you need to clearly understand the principles by which it is formed. The main tasks in creating a personnel management system are usually the following:

1. provide the organization with qualified personnel)
2. provide the employee with comfortable working conditions so that his work is as effective as possible)
3. create an objective and high-quality system of motivation and remuneration)
4. increase employee satisfaction with work results)
5. provide each employee with opportunities for professional growth and development)
6. to create a favorable moral and psychological climate in the team)
7. improve existing and introduce more effective methods of personnel assessment)
8. motivate the HR department to develop the company's organizational strategy.

An effective personnel management system is based on the following principles:

1. efficiency in the selection and placement of personnel)
2. fairness of remuneration and motivation)
3. career and professional growth of an employee in accordance with the needs, abilities and results of his work, depending on the capabilities and needs of the organization itself)
4. providing assistance in solving personal problems of the employee.

Thus, the personnel management system is formed on the basis of the principles that determine its effectiveness, as well as the quality of its work as a whole.

What does HR work consist of?

Work with the team is usually concentrated in the HR department. If the organization has a personnel manager, then the development and determination of the main directions in personnel work is part of his task. At the same time, the strategy must be understandable to the head of the organization and approved by him. If there is no HR director, it is advisable to assign supervision of the HR department directly to the manager.

• Personnel records management. This section includes personnel registration support for all natural movements of employees in the organization:

1. hiring, dismissal and transfer)
2. registration of business trips, vacations (study, annual, maternity leave))
3. registration sick leave}
4. accounting of employees of the organization.

• Analytical work. Different kinds personnel analysis, usually according to specified criteria:

1. reporting)
2. carrying out assessment procedures)
3. studying the effectiveness of each specific employee in various job positions
4. drawing up various plans for working with personnel.

• Personnel training work:

1. planned training)
2. organization of training in specialized training centers)
3. organization of trainings of various types.

• Work to provide the company with qualified personnel:

1. recruitment and selection of personnel)
2. placement of employees by position)
3. conducting adaptation of personnel and supporting them at each stage.

• Formation of the organization's personnel policy. In working with personnel, this point is decisive. Personnel policy is formed jointly with the head of the organization and line managers.

In each specific organization, these areas can be expanded and supplemented, depending on the specifics of the organization’s work and its needs. The content of work with organization management personnel should be planned in two types: short-term and long-term.

Development of a HR plan

The personnel plan is the basis of the personnel management system. After all, an effective personnel policy is possible only if there are well-designed plans and programs. These documents describe in detail the entire cycle of working with personnel. As a rule, two plans are drawn up: operational and strategic.

Operational plan

Current personnel work is consolidated here. It can be compiled for different periods depending on the goals and needs of the organization (from a month to one year). It can also be compiled with an emphasis on a particular process, or in general for each of the areas of work with personnel.

For example, an operational plan may contain planning:

• needs for specialists,
• personnel adaptation,
• staff reductions for a certain period of time,
• expenses for recruiting and maintaining employees,
• training of personnel in various fields,
• careers of employees in the organization,
• formation of a personnel reserve,
• personnel movements,
• promoting the values ​​of the organization and building work with personnel on their basis.

Strategic plan

Its goal is to formulate the overall personnel policy of the organization. It is usually drawn up for 5 years. Its content is determined primarily by the presence of a strategic plan for the development of the organization as a whole. Depending on the goals set, the content of work with personnel there is determined taking into account the future.

Both operational and strategic plans of an organization for working with personnel can change, be supplemented and adjusted. First of all, it depends on the influence of internal and external factors, as well as from changes in the direction of the organization as a whole.

Documents regulating work with personnel

Regulations are normative documents that establish the goals, content and procedure for performing individual operations, and also determine the work of the organization in a strategic aspect.

Regulatory documents are developed in the organization as it develops and expands. For very small companies, they are, as a rule, not needed, but for large companies they are simply necessary, since without them it is impossible to systematize and organize effective personnel work.

The personnel management system is especially effective if its regulations comply with the organization’s standards and are aimed at achieving its goals.

Personnel work is based on the following regulatory documents.

Regulations on working with personnel.

A fundamental document establishing the distribution of functions in the company relative to each division. It contains the goals, objectives, functions, and share of responsibility of each participant in this work process, and also defines the relationships between departments.

Internal labor regulations

Mandatory local document, which is developed for the following purposes:

• formation and maintenance of labor discipline at the proper level)
• effective organization of the labor process)
• rational distribution of time for work and rest)
• ensuring high quality of work.

Job description

This document is necessary to clearly regulate the employee’s work activities and contains the following points:

• list of employee duties)
• determination of the employee’s area of ​​responsibility)
• the order of employee relationships with various departments)
• procedure for replacing an absent employee.

The presence of job descriptions in an organization allows you to evenly distribute the load on the organization’s personnel and qualitatively control the activities of both an individual employee and the team as a whole.

Staffing table

This document contains information about the number of staff in the organization. The official salary and, if any, a bonus to it are also stated here.

Regulations on the formation of a personnel reserve in the organization

This document is applicable in large organizations that form a personnel reserve based on strategic development plans. This may include candidates both from the company’s internal resources and from the external labor market.

Regulations on the stages of personnel adaptation

A document that defines the directions for social, psychological and professional adaptation of personnel. High-quality implementation of a personnel adaptation system significantly reduces staff turnover and improves the quality of work for newcomers.

Regulations on recruitment and selection of personnel

This document establishes the procedure for recruiting and selecting specialists. It also establishes deadlines for the completion of each operation and responsibilities between all participants in this process.

This list is far from complete and, depending on the needs of the organization, it can be supplemented with other local documents that will determine the procedure for work in one of the areas of personnel activities.

Competent personnel policy is a way to resolve conflicts

It is known from scientific theory that any systemic formation is periodically subject to a state of instability. Simply put, sooner or later in any organization tensions accumulate in employee relations. The result is the emergence of conflicts. During this period, work efficiency decreases and planned indicators deteriorate.

Conflict resolution is traditionally associated with the field of psychology. However, properly structured work with personnel can play a significant role in this process. In this case, the most important is the initial stage, that is, the selection of a candidate and its preliminary analysis. The goal is a situation in which employees with psychological compatibility work in the same department. Thus, the importance of personnel work is difficult to overestimate.

Personnel policy is the basis of an effective personnel management system

The purpose of the organization’s personnel policy is to provide the organization with personnel who meet the requirements in a timely manner. The personnel policy of an organization is influenced by various factors, under the influence of which it can be adjusted or completely changed. These factors are divided into:

1. External. These include labor legislation, relations with trade unions, the economic situation in the country and the labor market.
2. Internal. These include the goals and objectives of the organization, territorial location, technologies used, internal culture of the organization, moral and psychological climate in the team.

The main directions in the formation of personnel policy are the following:

• recruitment)
• wage system)
• training)
• formation of personnel procedures)
• social relations.

Regulation of personnel policy, depending on the size of the organization, can be enshrined in the form of local documents or exist in the form of unwritten rules established by the manager.

In any case, it is not enough to develop a personnel policy. To obtain an effect, it is necessary to introduce it into the organization’s activities as efficiently as possible. The mechanism for its implementation is based on the development of plans and standards, administrative, organizational, economic and social measures that are aimed at solving various personnel problems of the organization, as well as meeting its personnel needs.

Thus, efficient system for working with personnel can be built with the integrated application of all elements of this complex process. Only in this case can we guarantee the order and clarity of work with company personnel.

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1.1 Human Resource Management Concepts

1.2 Personnel policy

1.3 Recruitment

1.4 Personnel assessment

1.5 Personnel placement

1.6 Personnel adaptation

1.7 Staff training

2.1 Philosophy of the organization

2.2 Personnel structure

2.3 Management regulation

2.4 Scientific organization of labor

2.5 Leadership Essentials

2.6 Team formation

3.2 Remuneration of personnel

3.4 Communications and etiquette

Used Books

Application

1. Personnel management system

1.1 Human resource management concept

The labor market is a set of socio-economic relations between the state, employers and workers regarding the purchase and sale of labor, training of workers and their use in the production process.

The labor market is a set of socio-economic relations regarding the hiring, training and use of labor resources.

Labor resources are understood as the population of both sexes of working age, with the exception of non-working war and labor invalids and persons receiving an old-age pension on preferential terms, as well as persons of disabled age employed in the economy.

The concept of “personnel” unites the components of the organization’s workforce (performing production or management operations and engaged in the processing of objects of labor using labor tools).

Let's consider the relationship between the subsystems of work with personnel and the regulatory documents of the organization (Fig. 1). The data is presented using the example of the logistics company Vector LLC. On the image green Used documents are highlighted, yellow - to varying degrees, red - absent.

1.2. Personnel policy

Personnel policy determines the general line and fundamental principles in working with personnel for the long term and is expressed in the form of administrative and moral standards of behavior for employees at the enterprise.

Leadership style refers to the ways in which a leader interacts with his subordinates. There are: authoritarian, democratic, liberal and mixed styles.

Rice. 1. Interrelation of subsystems of work with personnel with regulatory documents of the organization.

Characterizing the type of leadership at the enterprise in question, we can classify it as an authoritarian style. This is manifested in the following: The leader always makes decisions alone, is an adherent of formal strict discipline and strict routines, and considers punishment the main method of stimulation.

Let's consider the basic principles of working with personnel used in the organization in question (Table 1.)

Table 1. Principles of working with personnel.

1.3 Recruitment

Personnel selection is the process of selecting suitable candidates for vacant jobs based on the existing personnel reserve at the labor exchange and at the enterprise.

Professional personnel selection includes the following stages: creation of a personnel commission, formation of job requirements, announcement of a competition in the media, assessment of the psychological stability of candidates, comprehensive assessment of candidates by rating and formation of a final list, conclusion of a personnel commission on the selection of a candidate for a vacant position. position, approval of the position, conclusion of an employment contract, registration and submission of the candidate’s personnel documents to the HR department.

The decisive factor when hiring is currently an interview with a potential candidate for a vacant position. There are several interview methods: British, German, American, Chinese method.

At the enterprise in question, interviews with potential candidates take place in two stages, which makes it possible to more accurately determine and evaluate the capabilities and abilities of each candidate. At the first stage, the British method is applied - i.e. personal conversation between members of the personnel commission and the applicant. Based on the results of the first stage, a number of suitable candidates to fill the vacant position are determined. At the second stage of the interview, the Chinese method is used: all successful candidates are sent a series of tasks related to the position held, which must be solved. Next, the commission reviews and evaluates the completed tasks, determining the most suitable candidate, with whom an employment contract is subsequently concluded.

An important role for the reliable functioning of the enterprise is played by the formation of a personnel reserve - this is part of the personnel undergoing systematic training to occupy related jobs of higher qualifications.

Analysis of the situation “Trust but verify.”

1. The main conclusion of the situation under consideration is contained in the name itself. You cannot build relationships in a team on trust alone; there must always be clear control on the part of management over the activities of the staff, no matter how close the relationships within the team are.

2. In my opinion, the director of the company in this situation should do the following: first, try to resolve financial issues with Sergei peacefully. If Sergei refuses to give the money, then the director probably has only one way to return the money, since the facts of theft are obvious and confirmed by the audit, he can recover the money from Sergei in court.

3. As for personnel decisions, I would proceed as follows: Sergei should be fired under the article, legal adviser Maria, secretary Natalya and bodyguard Evgeniy should be offered to resign of their own free will, and the deputy. Director Vladimir and chief accountant Irina apply disciplinary sanctions.

4. To prevent such situations, the accounting department of an enterprise must strictly follow the established rules for working with documents, and also not sign blank forms and strictly check and control all the figures indicated in the documents.

1.4 Personnel assessment

Personnel assessment is carried out to determine the employee’s suitability for a vacant or occupied workplace, and can be performed in three ways: assessing the employee’s potential, assessing the employee’s individual contribution and personnel certification.

The main assessment methods include: source research, interviewing, questionnaires, sociological surveys, observation, testing, expert assessments, critical incidents, business games, case studies, rankings, exams and others.

At the enterprise in question, personnel assessment methods are used in the form of an exam and a business game. The employee is presented with a number of specific production situations to analyze and develop actions to resolve these situations. Thus, the professional knowledge and skills of the employee are tested, and also developed optimal options actions in the situations under consideration.

Certification is a form of comprehensive personnel assessment, based on the results of which decisions are made on further career growth, relocation or dismissal of an employee.

Of the widely known methods for certifying management personnel, the most appropriate is a complex method, which is based on a combination of original methods: brainstorming, questioning, comparative analysis, sociological survey and expert assessments.

Based on the results of filling out the “Certification” questionnaire, a calculated score was received - 135 points. This assessment shows fairly good professional qualities of the person being certified and confirms suitability for the position held, or the employee can be transferred to an equivalent position.

1.5 Personnel placement

Personnel placement ensures effective replacement of jobs based on the results of a comprehensive assessment, planned career path, conditions and remuneration of personnel.

There are four main career models:

- “springboard” - the worker’s life path consists of a long climb up career ladder with a gradual increase in his potential, experience and qualifications;

- “ladder” - each step in a career represents a specific position that the employee holds for a fixed period of time, but not more than 5 years; after occupying the highest position, a systematic descent down the career ladder begins;

- “snake” - provides for the horizontal movement of an employee from one position to another by appointment and occupation of each for a short time(1-2 years);

- “crossroads” - involves, after a certain fixed or variable period of work, a manager or specialist undergoing a comprehensive assessment (certification), based on the results of which a decision is made on promotion, transfer or demotion.

Career planning involves choosing typical career models for various stages the employee’s life path and their connection with the improvement of personal qualifications and the strategic interests of the organization in personnel development.

Table 2 shows the career plan.

Table 2. Career plan.

Analysis of the situation “Conflict”

Analyzing the presented situation, we can say that the director of the research institute acted in the only possible way. When there is an alternative - to increase the salaries of employees, but at the same time jeopardize the further activities of the organization or to direct all efforts to preserve the organization, then the choice is obvious. A mistake was made earlier when an unsecured salary increase was promised. A leader must always weigh his promises against the capabilities of the organization, not only based on the results of previous periods, but also in the future. He must see and assess the situation in perspective; this is where the talent of a leader lies.

1.6 Personnel adaptation

Personnel adaptation is the process of adapting the team to the changing conditions of the external and internal environment of the organization.

Adaptation of an employee is the adaptation of an individual to the workplace and work collective.

One of the most interesting types of adaptation is the adaptation of young specialists. There are two main forms of adaptation for young professionals: mentoring and consulting.

Mentoring is a process in which one person (mentor) is responsible for the promotion and development of another person (newcomer or mentee) outside the normal manager-subordinate relationship. Characteristics of a mentor include: strong motivation to help others develop, significant and recognized experience in skills, ability to identify the strengths and weaknesses of the mentee and formulate actions to develop or correct them, knowledge of the interests, abilities and desires of their subordinates, trust in subordinates and expecting the same from them.

Counseling - individualized advice to an individual employee and providing him with the opportunity to find ways to solve a problem or reduce his anxiety due to problems in areas that are significant to him. Counseling requires the leader to pay attention, understand, analyze, interpret and respond in order to make the learning process successful for both the newcomer and the counselee.

It seems to me that the best form of adaptation of young specialists for the organization in question is mentoring. The use of this method would contribute to a more flexible entry of a new employee into the scope of his duties, would avoid many “pitfalls” and production errors“due to inexperience”, as well as an informal relationship with a mentor will allow you to integrate more smoothly into the team.

1.7 Staff training

Education is one of the most important subsystems of the social sphere of the state, ensuring the process of obtaining systematized knowledge, skills and abilities by a person in order to effective use in professional activities. Training of workers and employees includes four main types:

Vocational training - there are primary, secondary and higher (training period from 1 to 6 years):

Advanced training - carried out at professional courses, at management schools, advanced training faculties (duration from 1 day to 6 months);

Retraining of personnel - carried out in educational institutions where employees acquire a second specialty (duration from 6 to 24 months);

Postgraduate professional education is carried out to obtain higher professional or scientific qualifications in graduate school or doctoral studies (duration of study 2 - 4 years).

1. Make sure you have a license to provide educational services.

2. View the prospectus of the educational institution, the curriculum program.

3. Check the availability and condition of the training base.

4. Get to know the teaching staff.

5. Find out if there are handouts (books, textbooks, manuals).

6. Find out what educational document graduates receive (diploma, diploma, certificate, certificate).

7. Determine the full cost of training.

8. Make a summary table for several educational institutions and select the best option.

The first chapter examined the system of working with personnel, in particular, the concept of personnel management, elements of personnel policy, methods of assessment, adaptation and training of personnel were considered, and a career plan was developed

2. Organization of work with personnel

2.1 Philosophy of the organization

The philosophy of an organization is a set of intra-company principles and rules for the relationship between workers and employees, a unique system of values ​​and beliefs, perceived voluntarily or in the process of education by all personnel of the organization. This is a kind of “moral code of conduct in the organization.”

1. The purpose of the organization is to provide high-quality cargo delivery services by car. The criteria for achieving the goal are:

Maximizing profits from all activities,

Reducing the cost of work and services,

Improving the quality of services,

Maximizing employee income and living standards.

2. Declaration of employee rights. Each person is guaranteed the following rights: personal and civil rights of an employee, social rights, the right to labor protection, the right to fair remuneration, the right to leave, the right to protect one’s interests, rights and freedoms, the right to education.

3. Promotions and prohibitions.

The organization encourages employee initiative aimed at: saving material, energy and information resources, improving the quality of work and services, improving qualifications and increasing the professional knowledge and skills of employees.

The organization prohibits: disclosure of information constituting a trade secret, consumption of drinks in work time and appearing at work under the influence of alcohol or drugs.

4. Working conditions. The organization provides each employee with comfortable working conditions in an office equipped modern furniture and equipment, free access to a computer and office equipment, use of a company telephone.

5. Remuneration. The organization has adopted a time-based bonus system of remuneration, which consists of the following elements: basic salary, remuneration for the final result achieved, bonus for main results, financial assistance.

6. Social benefits. The list of social benefits used in the organization includes: partial compensation for food expenses during the working day, payment of travel and entertainment expenses, gifts for anniversaries, payment of expenses in the event of a wedding or the birth of a child.

7. Social guarantees. Each employee is guaranteed the following social rights: annual paid leave of 28 calendar days, payment of sick leave in case of temporary disability or injury in the manner established by the Labor Code of the Russian Federation.

2.2 Personnel structure

Organizational structure is the composition and subordination of interconnected management units. It is presented in the form of a diagram reflecting a set of structural divisions and administrative connections between them.

The organizational structure of Vector LLC is shown in Fig. 2.

The functional structure reflects the division of management functions between management and individual divisions.

The role structure of a team characterizes the division of team members into creative, communication and behavioral roles.

The social structure characterizes the workforce according to social indicators (gender, age, profession and qualifications, nationality, education, etc.).

The staffing structure determines the composition of the unit and the list of positions, the size of official salaries and the wage fund.

Rice. 2. Organizational structure of Vector LLC

Let's develop a matrix for the distribution of management functions among the organization's divisions (Table 3).

Table 3. Matrix of distribution of management functions.

2.3 Management regulation

Regulations are a set of rules that determine the procedure for the activities of a government body, enterprise, institution and organization, as well as the procedure for holding meetings and conferences.

Internal labor regulations regulate the procedure for hiring and dismissing employees, working and rest hours, the main responsibilities of employees and administration, incentive and penalty measures, as well as issues of disclosure of official and commercial information.

Regulations on structural divisions determine the purpose and place of the unit in the enterprise, the main functions and tasks of management, the rights, responsibilities and forms of incentives for the unit’s employees.

A job description is the main document regulating the appointment and place of an employee in the management system, his functional responsibilities, rights, responsibilities and forms of incentives.

1. The dispatcher belongs to the category of specialists.

2. A person who has a secondary vocational education without requirements for work experience or primary vocational education and work experience in the operational regulation of the management (production) process for at least 3 years, including at least 1 year at this enterprise, is appointed to the position of dispatcher.

3. Appointment to the position of dispatcher and dismissal from it are made by order of the director of the enterprise.

4. The dispatcher must know:

4.1. Regulatory legal acts, methodological materials on production planning and operational production management.

4.2. Organization of production planning and dispatching at the enterprise.

4.3. Means of computer technology, communications and communications.

4.4. Fundamentals of economics, labor organization and management.

4.5. Internal labor regulations.

4.6. Rules and regulations of occupational health, safety, industrial sanitation and fire protection.

5. The dispatcher reports directly to the head of the logistics department.

II. Dispatcher responsibilities:

1. Using computer technology, communications and communications, carries out operational regulation of transportation and other types of core activities of the enterprise or its divisions in accordance with production programs, calendar plans and daily shift assignments.

2. Takes measures to prevent and eliminate violations, involving, if necessary, the relevant services of the enterprise.

3. Keeps a dispatch log, draws up reports and other technical documentation about the progress of production.

III. Manager rights:

1. Get acquainted with the draft decisions of the enterprise management concerning its activities.

2. Submit proposals for the management’s consideration to improve work related to the responsibilities provided for in this job description.

3. Request personally or on behalf of the immediate supervisor from the heads of departments of the enterprise and specialists information and documents necessary to fulfill his official duties.

IV. Responsibility

1. For improper performance or failure to fulfill one’s job duties as provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.

2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

An employment contract is an agreement between the administration and the hired employee. It contains the procedure for hiring, organization of work and rest time, characteristics of business and moral qualities, payment and incentives for work, social benefits and guarantees, the procedure for extending and terminating the contract.

2.4 Scientific organization of labor

The workplace is a spatial zone equipped with technical means where activities take place. work activity workers sharing work or operations.

Organization of the workplace is a set of measures to equip the workplace with means and objects of labor and their placement in a certain order.

The work area is a part of the workplace space, limited by the extreme points of reach of the worker’s arms and legs with a shift of one or two steps from the conditional center of the workplace.

Layout of workplaces - layout of employees, furniture and technical equipment in the premises.

The passport (standard design) of the workplace includes the following sections: purpose and General characteristics, workplace layout, furniture, equipment and technical means, functional responsibilities (main elements of work), labor methods and techniques, remuneration, organization of service, regulatory documentation, workload (rationing), labor protection and safety precautions.

Since the workplace passport is a fairly voluminous document, and many of its provisions are reflected in sufficient detail in other sections of the work, we will present here only the main provisions of the developed document relating to equipment and technical means.

The dispatcher's workplace includes a comfortable office chair and computer desk, equipped with a modern computer with Internet access, laser printers and a landline telephone. In addition to a landline telephone, the dispatcher's workplace has the following means of communication: mobile phone, as well as electronic communication channels via the Internet (icq, skype).

Target planning is setting life goals, developing criteria for their achievement and drawing up work plans for the organization as a whole and for individual employees.

The manager’s personal work technique involves the use of labor mechanization tools: a calendar, an “organizer,” a time manager (TM), an electronic notebook (EDB), and a computer system.

Labor standard is an established measure of labor costs for the manufacture or production of a unit of product.

Depending on the research methods used, all standardization methods are divided into four main groups.

1. The microelement rationing method is based on dividing management work into very small labor operations and timing the time spent.

2. The analytical standardization method is based on the division of management work into elements of the structure of working time costs and timing of time costs.

3. The statistical standardization method consists of collecting data on labor costs or the number of personnel for a set of similar organizations and deriving standards using statistical methods.

4. The expert standardization method is based on expert estimates of labor costs for groups of identical management tasks and basic organizations.

2.5 Leadership Essentials

Leadership is a key tool for improving the efficiency of production management and is considered as a specific set of qualities, styles and types of behavior of leaders and approaches to solving situations. Leadership is built on management relationships such as “leader-follower” and “boss-subordinate” and is a specific method of managerial influence based on a combination of power, production interests and encouraging people to achieve common goals.

Management is the process of influencing groups of people in order to effectively coordinate their actions in production. Leadership does not replace management and does not exist outside of it, but complements management in cases where traditional management methods do not produce high results and do not allow one to effectively achieve the goal.

A manager is a person who directs the work of others and is personally responsible for its results. The leader inspires people and instills enthusiasm in employees, conveying to them his vision of the future, helping them adapt to the new and go through the stage of change.

Theory leadership qualities(“great people”, “charisma”) is based on the possibility of defining a universal set of leadership qualities (physiological, psychological, intellectual and personal), which make it possible to form groups of followers to solve problematic problems. This theory is based on the deification of leaders, but it does not explain the success of leaders with different sets of qualities.

The concept of leadership behavior states that the effectiveness of a leader is determined by the manner of behavior in achieving results and the style of leadership in relation to subordinates, the ability to psychologically influence people to achieve goals and depends on the leader's orientation towards the work or person.

Situational leadership - leadership behavior can vary depending on different situations. The situational approach to the study of leadership examines the interaction of various situational variables in order to discover the cause-and-effect relationship in the leadership relationship that allows one to predict the leader's possible behavior and the consequences of that behavior.

Working with a “difficult” leader requires knowledge of the types of leaders, their strengths and weaknesses, and how to deal with various types“difficult” managers, as well as methods of adaptation of subordinates.

2.6 Team formation

A social group is a relatively stable set of people with common interests, values ​​and norms of behavior, developing within the framework of a historically defined society. There are large, medium and small social groups.

In management theory, it is customary to divide groups into formal and informal. A significant difference between a formal group is that it is always created on the initiative of the administration and is included as a division in the organizational structure and staffing table of the enterprise. Informal groups are freely formed small social groups of people who enter into regular interaction based on interests to achieve certain goals.

The most important signs of people joining informal groups: belonging, help, protection, communication, sympathy.

Collective is an average social group that unites people engaged in solving specific tasks, based on common goals, principles of cooperation, a combination of individual and group interests and working in one enterprise.

There are seven stages of team development: grinding in, “palace” coup, effectiveness, efficiency, mastery, aging, death.

Creating an effective team inevitably involves determining the relationship between the elements of homogeneity and diversity in the team. At the same time, you need to be able to combine obviously incompatible things.

The effective work of the team is limited by the discrepancy between the leader and the team, unqualified and undeveloped employees, poor socio-psychological climate, unclear goals and work criteria, and low performance of the team.

We examined the theoretical foundations of organizing work with personnel, including: the philosophy of the organization, the structure and regulation of management, the scientific organization of work, the basics of leadership and team building, a matrix for the distribution of management functions and a job description for a dispatcher were developed.

3. Motivation, payment and efficiency

3.1 Staff motivation and needs

Motivation is generally understood as the process of motivating a person to act in order to achieve goals. The motivation process includes 4 stages:

The emergence of a need;

Developing a strategy and finding ways to meet needs;

Determination of activity tactics and phased implementation actions;

Satisfying a need and receiving material or spiritual reward.

Needs are the need for something objectively necessary to maintain the vital functions and development of the organism, personality, or social group.

Incentives are of great importance in satisfying needs - this is the motivation for action or the reason for human behavior. There are four main forms of incentives: coercion, material incentives, moral encouragement, and self-affirmation.

A brief analysis of the main foreign theories of motivation, as well as the possibility of their application in the organization under consideration, is presented in Table. 4.

Table 4. Analysis of foreign theories of motivation.

From the point of view of personnel management, the social typology of a person’s personality, which is based on three components, is of great importance:

I want - reflects the material and moral needs of the individual, the internal motivation of a person and is driving force all spheres of human activity.

I know - characterizes a person’s mental potential in the form of accumulated hypotheses, models, and theory schemes.

I can - shows a person’s rational experience in the form of a set of skills and techniques.

In relation to the organization under consideration, we can say that the organization’s management belongs to the “I want, I know, I can” category. If we consider ordinary employees, then two types of personality will probably prevail here: “I want, I know, I can’t” and “I want, I don’t know, I can.”

The quality of working life is the most important condition for the growth of labor productivity, based on the growth of material needs and the concept of comprehensive personal development.

The quality of working life includes the following groups of indicators: the workforce, remuneration, workplace, management of the organization, career, social guarantees and social benefits.

3.2 Remuneration of personnel

Wages mean the price of labor power, corresponding to the cost of consumer goods and services that ensure the reproduction of labor power, satisfying the material and spiritual needs of the worker and his family members.

In the modern theory of labor organization, the following main remuneration systems are distinguished:

The tariff system is a set of standards with the help of which the wages of various categories of personnel are regulated. The components of the tariff system are tariff rates, qualification categories, official salaries, qualification categories, ETSC, KSDS.

The tariff-free system is flexible system remuneration based on the use of qualification level coefficients that take into account the profession, qualifications, experience of the employee and, most importantly, his contribution to the final results of production. In fact, there is a rejection of constant labor standards and a rigid tariff system.

Piece-rate wages - provides for wages based on the actual volume of work performed in natural meters (units of finished products) and established wage standards (rates) per unit of finished products. There are several types: individual, collective, direct piecework, piecework-bonus, piecework-chord, chord-bonus.

Time-based wages are used in cases where it is not possible to normalize labor costs or wages are calculated based on the number of hours worked and the qualifications of the employee, determined using the tariff rate or official salary. There are: individual, collective, direct time-based, time-based bonus and salary-bonus forms of remuneration.

Labor bonuses are an additional form of personnel remuneration, along with wages, paid in the event that the enterprise as a whole and its specific division achieve planned results.

The total amount of wages for time-based payment consists of three main components:

The basic salary includes the established official salary, calculated from the actual time worked.

Additional wages contain various additional payments and compensations for unfavorable working conditions, combination of professions, class, academic degree, title, etc.

Key Performance Award economic activity paid upon achieving certain final results: growth in production volumes, balance sheet and net profit, etc.

The main regulatory document of the organization regulating the forms, systems, standards and wage rates for the main categories of managers, specialists, employees and workers is the Regulation on Remuneration.

The wage regulations developed for the base organization are presented in Appendix 1.

The regulations on remuneration include main sections by type and form of payment (tariff, time-based, piece-rate, bonus) and categories of workers.

The regulations on remuneration are regulated by state laws (Tax Codes of the Russian Federation, Labor Code of the Russian Federation), regional peculiarities in remuneration and the economic capabilities of the organization (revenue, wage fund, profit).

Analysis of the “Percentage of Remuneration” situation.

The presented case describes a conflict situation that arose at the enterprise as a result of the inflated, unreasonable ambitions of one of the organization’s employees (Vladimir). Vladimir, who achieved significant success in his work and was appointed commercial director, demanded additional remuneration for himself for the development and implementation of a development program commercial activities enterprises. Essentially, the implementation of these activities is direct job responsibilities commercial director, for which he receives his remuneration. In my opinion, there is elementary greed of the employee at work here. No matter how much he receives, these amounts will always not be enough for him and he will demand more. In my opinion, the director did the right thing. You cannot follow the lead of such an employee, even with very valuable ideas, because this will lead the situation to a dead end and as a result everyone will be dissatisfied. The only expedient way to resolve this conflict was the dismissal of this employee, since on the one hand, Vladimir did not do his job properly, and the director could not satisfy his inflated ambitions.

3.3 Personnel management methods

Management methods are ways of implementing management influences on personnel to achieve production management goals. There are administrative, economic, sociological and psychological methods, which differ in the ways they influence people.

Administrative methods are based on power, discipline and penalties, known in history as the “whip method”. There are five main methods of administrative influence: organizational influence, administrative influence, disciplinary liability and penalties, financial liability and penalties, administrative liability and penalties.

Administrative management methods are a powerful lever for achieving set goals in cases where it is necessary to subordinate the team and direct it to solve specific management problems. The ideal condition for their effectiveness is a high level of management regulation and labor discipline, when management influences are implemented by lower levels of management without significant distortion.

However, the unpreparedness of the director corps to work in market economic conditions, the lack of a clear strategy for the development of the organization and modern marketing, as well as a low level corporate culture led to the emergence of a negative administrative impact on the team and a decrease in the overall effect of the use of administrative methods.

Economic methods are a way of implementing control actions on personnel based on the use of economic laws, known as the “carrot method”. Economic methods include: planned economic management, economic accounting, wages, labor, market pricing, securities, tax system, forms of ownership, phases of social reproduction, factors of production.

Sociological methods are based on ways to motivate social influence on people through the “opinion of the collective.” The following methods are distinguished: social planning, sociological methods research, personal qualities, morality, partnership, competition, communication, negotiation, conflict.

Psychological methods are based on knowledge of human psychology, his inner mental world and are known as the “method of persuasion.” In the process of specifically solving management problems, it is very useful to organize effective communications and use a combination of various methods management that allows you to take into account “other people’s mistakes” and provides ways to solve economic and personnel problems. The main elements of psychological methods include: psychological planning, branches of psychology, personality types, temperament, character traits, personality orientation, intellectual abilities, methods of cognition, psychological images, methods of psychological influence, behavior, feelings, emotions and stress.

The main feature of psychological methods is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the internal potential of a person to solve specific problems of the organization.

3.4 Communications and etiquette

Communication is a way of communicating and transmitting information from person to person in the form of oral and written messages, body language and speech parameters. People communicate through verbal and nonverbal communications.

Verbal communications are realized through oral and written messages. Nonverbal is the language of communication understood by all people through body movements, facial expressions, posture and pupils.

Negotiation is a process of exchanging views to reach an agreement on a specific issue (concluding a contract, obtaining investments, hiring personnel). Negotiations include three main stages: preparation of negotiations, negotiation process and analysis of results.

The negotiation process can be significantly facilitated by good knowledge of negotiation techniques, which include:

Elimination of negative ratings,

Ignoring

Questioning

Remarks during a conversation

Active listening

Clarification,

speaking,

Paraphrasing,

Further development of thoughts,

Description of your emotional state,

Description of the partner's emotional state,

Summing up intermediate results.

Secular etiquette is the generally accepted rules of behavior for people in society. It includes rules for dating and introductions, behavior at home, on the street and in the living room, recommendations for clothing, behavior at the table, and small talk.

A presentation is a formal presentation of a person or organization to the general public. There are different types of presentations - personal and organizational. To carry out the presentation, a business and cultural program is developed and presentation documents are prepared.

3.5 Staff efficiency

IN economic theory efficiency is determined based on the goals set as a function of the results achieved and the resources spent on it. Index economic efficiency is calculated as the ratio of the resulting savings to the costs of its creation.

The efficiency of an organization using the BOERO method is calculated as the ratio of the actually achieved criterion indicators to the basic values ​​of the final performance results, correlated with each other using weighting coefficients and incentive functions with a standard efficiency value of 100 points.

Indicators of economic efficiency (final results), quality and productivity of labor, and social efficiency of personnel activities are taken as criteria for personnel performance.

CTV evaluates the individual contribution of an employee to the results achieved over a certain period of time based on the comparison of achievements and omissions in work relative to the standard value of the coefficient for good work, equal to one.

The CTV assessment methodology allows you to objectively distribute the bonus fund (bonuses) and additional wages (rewards) based on a quantitative assessment of the achieved labor results for a specific period of time.

Tables 5 and 6 present the calculation of the distribution of the cable TV premium for the Logistics department of the organization in question.

Table 5. Distribution of bonuses among employees of the logistics department in proportion to salaries and cable TV.

Table 6. Distribution of bonuses among employees of the logistics department in proportion to KTV.

As can be seen from the tables, the use of different approaches to calculating premiums gives slightly different results. So in the first case, workers with high salaries find themselves in a more advantageous position, while the second calculation method is beneficial for workers with low salaries.

We reviewed the theoretical foundations of motivation, remuneration and efficiency, in particular: motivation and needs of personnel, remuneration of personnel, personnel management methods, communications and etiquette, personnel efficiency, developed regulations on the remuneration of the organization and options for distributing bonuses among the organization's employees.

Used Books

1. Egorshin A.P. Fundamentals of personnel management. Textbook for universities. M: INFRA-M, 2006.

2. Organizational personnel management. Textbook / edited by A.Ya. Kibanova. M: INFRA-M, 2004.

3. Woodcock M. The liberated manager. M: Delo, 1994.

4. Bazarov T.Yu. Personnel Management. Tutorial. M: Academy, 2003.

management personnel labor leadership

Annex 1

REGULATIONS ON WAGES

1. General Provisions

1.1. This Regulation on remuneration (hereinafter referred to as the Regulation) regulates issues related to the remuneration of employees of Vector LLC (hereinafter referred to as the Company, employer), including the concept of remuneration, types of remuneration, rules for bonuses for Company employees.

1.2. This Regulation applies to all employees of the Company with the exception of the General Director of the Company, as well as...

1.3. General control in the Company over the calculation of wages and bonuses for employees is exercised by the Director of the Company. The Company's chief accountant is directly responsible for organizing the calculation of wages and bonuses for employees.

1.4. Every month, no later than the date of payment of wages, the employee is presented with a payslip, which must reflect the components of wages, the amount and grounds of deductions made, and the total amount of money to be paid. The fact that the employee’s signature is on the pay slip also indicates that the employee has received a pay slip.

1.5. The Company establishes the following forms of remuneration:

1.5.1. Salary calculated in the manner described in section 2 of these Regulations.

1.5.2. Remuneration for work in conditions deviating from normal conditions, described in section 3 of these Regulations.

1.5.3. Premiums calculated in the manner described in section 4 of these Regulations.

1.5.4. Other payments that may be established by other local acts of the Company, collective agreement, an employment contract with a specific employee.

2. Employees' wages

2.1. The Company establishes piece-rate and time-based wages.

2.2. To receive a time-based portion of remuneration, an employee must fulfill the following labor standards during the working hours established by the Company.

2.3. Rates of the time-based part of wages for certain categories of workers are established in staffing table Company, approved by the Director of the Company.

2.4. Deductions are made from the employee's salary as provided for by current labor legislation.

2.5. Salaries are paid monthly by paying an advance and the main part of the salary. Salaries are paid exclusively in cash.

2.6. The advance is paid no later than the 25th day of the month for which wages are calculated.

2.7. The main part of the salary is paid no later than the 7th day of the month following the month for which the salary is calculated. When issuing the main part of the salary, a payslip is issued, drawn up in the form given in Appendix No. 1 to these Regulations.

2.8. Salaries are paid at the Company's accounting office by an accountant-cashier.

3. Rules for remuneration in conditions deviating from normal ones.

3.1. When performing work under conditions that deviate from normal conditions, employees are paid in the manner prescribed by current labor legislation and (or) paid time off is provided, if provided for by labor legislation.

3.2. Conditions that deviate from normal include working under the following conditions:

3.2.1. In special conditions (workers engaged in heavy work, work with harmful, dangerous and other special working conditions, in areas with special climatic conditions).

3.2.2. In other cases of performing work under conditions deviating from normal.

3.2.3. When performing work of various qualifications.

3.2.4. When combining professions and performing the duties of a temporarily absent employee.

3.2.5. Outside normal working hours.

3.2.6. On weekends and non-working holidays.

3.2.7. At night time.

3.2.8. Failure to comply with labor standards (job duties).

3.2.9. When manufacturing products that turn out to be defective.

3.2.10. When idle.

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I have been working in IT for the last 15 years, although I started programming much earlier. The main focus of my activity as a system architect was organizing program development, developing concepts and top-level architecture, and monitoring the implementation of the concept throughout the project. In addition to managing software development and creating architecture, I occasionally work on solving complex technical problems and writing some critical sections of code, where it is necessary not only to know the language and development environment itself, but also their internal organization, which sometimes presents unpleasant surprises.

The projects I work on most often involve the development of custom or investment software. I also had to work with embedded software and programs aimed at releasing “hits” (which, with light hand Joel Spolsky, I call hereafter gaming software, although in fact some gaming projects are closer to investment ones).

Custom software can be intended for an internal or external customer. The customer receives exclusive rights to the developed system, and work on the development of the system can subsequently be transferred to another contractor.

Unlike custom software, work on investment software is carried out by the contractor himself with money from an internal or external investor. As a rule, the rights to the system code remain with the contractor, which stimulates continuous work to improve their product and the consistent release of versions with more advanced functionality.

The firmware is supplied together with the hardware and, roughly speaking, is not subject to maintenance, since the recall of a batch of devices by the manufacturer is a very expensive and therefore exceptional matter.

The development of game hits also contains virtually no maintenance phase. In addition, users of gaming programs, even when faced with an error in the game, very rarely download an updated version. Therefore, game development, as a rule, has its own economics and its own development process.

Our customers are government agencies, large government and commercial organizations and, of course, ourselves. Therefore, in terms of custom software, there is often some difference in our process between developing products for internal and external customers. I will indicate some nuances in this article. The level of formalization of relations with the customer varies widely from project to project. In general, the larger the project budget, the higher the formality. A government customer or large commercial enterprises (especially those with state participation) usually have legislative restrictions on the formation, placement of an order and acceptance of the results of work. Another limitation of large organizations is the fact that their personnel, who are the source of requirements and the main user of our systems, have very limited availability for performers, if only due to their busy schedule. However, for small organizations the level of formalization drops and sometimes goes to the opposite extreme, where insufficient level responsibility of the customer within the project.

Another side of our custom projects is high requirements for functionality. This includes a high load on all systems, a large geographical distribution, and high requirements for the accuracy of calculations within a very limited time frame. Often in our projects there appear elements of research work and creative search aimed at solving non-trivial design problems. Sometimes we have to combine different methodologies within one development process, for example, inserting one or more stages of almost pure Scrum into a common process close to RUP, giving rise to something like a project within a project. This allows us to maintain a low level of user involvement due to the nature of the project, with development flexibility in conditions of high uncertainty of requirements. In this regard, the preparatory stage is important for me, during which you can choose the necessary methodology and build an optimal development process. I described one example of the use of flexible methodology in the article “Using agile when developing a project for a government customer.”

As an example of working on an investment project, I can cite the development of a comprehensive security system, which we created as a “boxed” product. Under my leadership, four versions of this system were released in succession, the users of which were a variety of commercial and state organizations, including the Moscow City Hall, AFK Sistema, banks, business centers and, of course, our own office. The first version was not very successful, but we had a development strategy that allowed us to successfully capture the market and survive difficult times of crisis. The experience of working on this and several other investment projects was also taken into account when forming the development process I used.

Our process is a sequence of specific stages. The classification of software I have given is made only to show the possible difference in the organization of the development of various software tools. In reviewing the development process, I will focus only on the differences in the process itself with regard to different types of software. However, we must remember that the differences between the development processes of different types of software are much deeper, so when planning each stage it is necessary to take these nuances into account.

It is important to understand that the transition of the process from one stage to another does not have a clear boundary. As a rule, work at the next stage begins as 80-90% of the work at the previous stage is completed. This is especially true for developing requirements, when in some cases the removal of uncertainty occurs only towards the end of the project. Of course, the presence of such uncertainty in a project is a significant risk and should be under constant control.

Custom software development process

Figure 1. Custom software development process.

Work on the project begins with the preparatory stage. The purpose of the stage is to create, based on the customer’s proposals, some concept of the future system and, starting from this concept, to assess the demand and feasibility of the project. If the decision to engage a contractor is made by the customer on a competitive basis, then the preliminary stage is actually the stage of preparing a potential contractor for the competition, including the preparation of the necessary documentation.

There is no need to waste time and resources on a project whose concept is considered unclaimed or unrealizable. This project must be completed. In some cases, some iterative work with the customer is required to correct the project concept until either an acceptable balance of customer requirements and contractor costs is achieved, or a decision is made to curtail the work.

A project whose concept looks acceptable for implementation enters the requirements development stage. At this stage, the contractor must create a list of all the explicit and hidden needs of the customer. It often turns out that the customer either has not decided on his needs, or his needs conflict with each other, with the capabilities of the customer or with the capabilities of the contractor. The goals of the stage are to identify all hidden needs, resolve conflicts of requirements, formulate a holistic technical solution and analyze the feasibility of the prepared solution.

Sometimes clarification of requirements leads to a revision of the project concept. If, after clarifying all the requirements, it is not possible to find an acceptable technical solution, the project has to be curtailed or postponed for some time while waiting for more acceptable circumstances.

If a technical solution is found, the contractor begins to develop the architecture of the future system. The purpose of this stage is to determine the top-level logical and physical architecture that fully covers all customer requirements. When developing an architecture, the concept, requirements and preliminary technical solution are reviewed and clarified, which makes it possible to prevent the most dangerous risks.

After completing the architectural design, it is necessary to again review the main parameters of the project and decide whether the contractor is able to complete the project. It is useful to abandon unnecessary and too cumbersome functions at the architecture development stage. Optimizing an architectural solution often helps to fit within acceptable project parameters. In other cases, a more radical reduction in the functionality of the developed system is required. However, even stopping the project at this stage, if it occurs for good reasons, should be perceived as a victory: continuing work in this case can only lead to even greater losses.

If a balance has been found and an acceptable system architecture has been created, the contractor can proceed to the implementation and delivery of the system. Implementation may take place in one or more stages. For small projects, one-stage delivery of all system functionality may be quite acceptable. However, the larger the project, the higher the dependencies of the subsystems within the created system. In these conditions, the implementation should be divided into several stages so that at the end of each stage the development team has a product ready for delivery. However, the most important, fundamental functionality should be developed early, and add-ons that work on top of these core components should be implemented later. In this case, the most dangerous errors for the system will be corrected at the first stages, and the risk that the application functionality of the system will be based on an unstable basis will be significantly reduced.
Once a fully completed system has been delivered, a custom software project typically moves into the trial phase. The purpose of this stage is to check the quality of the developed system under real operating conditions. As a rule, at this stage, the contractor, together with the customer, measures quantitative metrics that make it possible to determine the quality of the created system. First of all, functional quality characteristics are checked, then non-functional ones. If there are inconsistencies, the contractor adjusts the system code.

A fully debugged and configured system is introduced into industrial operation. As a rule, the contractor must maintain the system at least during the warranty period. Identified inconsistencies must be corrected. Users and service staff the customer should receive prompt advisory support.

Finally, a moment comes when the system ceases to suit the customer for some reason. The stage of decommissioning of the system begins. However, for custom software this stage is not always relevant, since the customer can take advantage of his exclusive rights to the system and remove the contractor from further work on the maintenance and development of the system even before it loses its relevance.

Any project eventually comes to its completion. The project termination stage aims to analyze the results, make changes to the development process based on the experience gained, and replenish the developers’ knowledge base with new ones. effective solutions and warnings, as well as new ready-made components that can be used in future projects.

It remains to note two more stages of the development process. It happens that circumstances do not allow the project to continue, but the results of the work done show that the project may have a future. It is premature to close such a project. Therefore, instead of completely stopping work, the contractor can temporarily suspend project activities, recording the results achieved. As soon as circumstances allow, the project can be resumed by reactivating the infrastructure, returning developers to the project and restoring the state of the project. It is important, however, to resume work from the stage at which the project was interrupted, re-auditing the results achieved.

Investment software development process

Figure 2. Investment software development process.

As you can easily see, when developing investment software, the same stages take place that were discussed above for the process of developing custom software. But the difference is that the stages do not apply to the entire product, but to a specific version of the product. The exception is the project termination stage: the project cannot be completed while work is ongoing on at least one version of the product.

Please note when work begins on the next version of the product. This moment comes as soon as the stage of creating the architecture of the current version under development has been completed. Before this, at the stages of forming requirements and creating an architecture, there is usually a discussion about which functions should be implemented in the current version and which ones should be transferred to the future. And only when the requirements for the current version are formulated, reviewed and confirmed by the system architecture, does it make sense to think about the next version.

In addition, after the architecture is developed, as a rule, project analysts and architects have some freedom of action, since at the delivery stages the main burden falls on programmers. This freedom can be used to develop the concept and requirements for the next version.

In principle, you can postpone the start of work on the next version to a later date. late date. For example, it is entirely acceptable to first put the current version into pilot or even production use, and only then begin work on the next version. But you need to remember that such a solution is not applicable in the case of high competition: you will simply be ahead of you and squeezed out of the market. The decision must be made based on the entire range of circumstances affecting your business.

Speaking about the process of developing investment software, you need to understand that working on several versions has a number of obvious and hidden interdependencies between parallel branches of the process.

First, corrections to inconsistencies identified in an earlier version must be made to the version in which they were discovered and to all later versions, including development ones. This applies not only to the program code, but also to all other project artifacts: technical and user documentation, help system, estimates and work plans, etc. Moreover, corrections must be made immediately, since you will not be able to reduce the cost of corrections, but if you do not make corrections immediately, their cost at later stages can increase tens or even hundreds of times.

Secondly, for parallel work on several versions, a special project infrastructure is needed, including the organization of code and documentation version control, task and inconsistency control, automatic assembly and testing utilities, etc. Work on one version of a product cannot be allowed to block work on other versions simply because the project infrastructure does not allow running two build processes simultaneously for different versions of the product.

Particular attention should be paid to the stands on which testing is carried out: all versions of the product that were released earlier (at least those versions that are supported) and all versions that are currently being developed should be deployed on them.

Thirdly, the same participants may be involved in working on several versions at the same time. There is a high risk that a key employee may get bogged down in working on one version of the program and significantly exceed deadlines on tasks associated with another version.

Fourth, the opposite situation occurs when personnel working on one version know nothing about what decisions are being made as part of the work on another version. Part of the problem is resolved if corrections to all documentation and code are immediately distributed to all later versions, as I mentioned above. But the matter should not be limited to corrections alone. It is necessary for the team working on one version to understand why certain decisions were made when working on another version. To do this, we need a knowledge base for developers - a special information system that should describe all the problems that developers encountered when working on a particular version of the product, and ways to solve these problems. The knowledge base should send notifications to all project participants about the receipt of new records. The interaction between two teams working on different versions one product.

Embedded Software Development Process

Let's say you produce programs for refrigerators. Once the software is delivered to the manufacturer, tens of thousands of devices begin to disperse around the world, and you have no idea where they will end up. And if one of the refrigerators fails due to the fault of your software, then it is easier to pay a penalty than to return the refrigerator to the factory and carry out diagnostics. Of course, it is possible to train dealership engineers who can perform on-site diagnostics and update your system's firmware, but this is still very expensive.

Thus, when developing embedded software, several important limitations arise at once.

Firstly, the delivery is carried out in only one stage: no one will embed half-working software into devices.

Secondly, when delivering, you must pay special attention to the quality of the program, since from the moment it is implemented inside the iron box, it will be very difficult to change it. Particular attention should be paid to the pilot operation stage, when the program is implemented in a limited batch of devices, and these devices undergo comprehensive testing in various operating modes. You must collect as much information as possible about the dynamics of your system's behavior, analyze this information and modify the software.

Thirdly, once the device with your software has gone into production, you have very little opportunity to correct errors. In fact, such fixes are only possible in the event of a software defect that leads to the inoperability of the entire batch of devices, which is why the manufacturer will be forced to recall this batch, and you will receive a large black spot on your reputation.

Fourth and finally, there is no decommissioning phase for embedded software. The program is simply thrown away along with the device. Therefore, as soon as the batch of devices running your software expires guarantee period, you can proceed to closing the project.

The firmware development process is shown in Figure 3.

Figure 3. Embedded software development process.

Game development process

Another factor that makes game production stand out is the fact that the game is interesting to the user either until he has completed the last level or until he has a fatal error. This means that he will not buy the second version of the game or even download it for free just to fix a few bugs.

These factors affect the process of developing game software. The process is presented in Figure 4.

Figure 4. Gaming software development process.

The following features of the game software development process should be noted.

First of all, the quality of the concept is extremely important when producing games. If the concept of the game does not allow you to create a hit, then further work meaningless. The situation when most projects end at the preparatory stage is typical for game software development.

When developing requirements and architecture for gaming software, work learned from previous projects is often reused. In this regard, the project termination stage also receives additional weight, when all useful developments must be recorded in the developers’ knowledge base.

Gaming software is delivered in one single stage. Even if a certain kernel, an “engine” of a gaming system, is first created, its operation cannot be checked without implementing all the functionality of the system.

There are no stages of trial operation and decommissioning for gaming software. Games go on sale immediately, and after use they are simply deleted by the user as they lose interest in them.

Conclusion

I note that the process diagram considered here is the result of a generalization of my personal experience development of various software tools. Like any generalization, my diagram is an abstraction. And, like any abstraction, it has its limits of applicability. You cannot thoughtlessly apply this scheme to a specific project. It is important to understand that each project has its own nuances that affect the organization of the development process. And therefore, for each project, the scheme presented here needs to be adapted, and in some cases it will be necessary to develop a fundamentally different approach.

Company. The confectionery factory “Zolotoy Orekh”, created on rented premises 5 years ago, is managed by the general director, who is also the sole owner.

Type of business. Production and sales chocolates(weighted and sets), chocolate bars, chocolate figures. Own distribution, warehouse, transport, company store.

Market position- sustainable. The customer base includes wholesalers and large stores.

Financial position- sustainable. The increase in turnover over the past year was 15%.

Staff. Number of people - 1000 people, average age- 35 years old, annual turnover - 10%, share of employees with higher education - 35%.

Three main options for enterprise strategy:

1) Innovation strategy- production unique product

2) Quality strategy- offering high-quality goods and services to consumers

3) Cost leadership strategy- planned policy results,
aimed at "avoiding extra costs»

Exercise. For one of the strategy options:

1. Develop strategic goals for working with personnel

2. Develop a draft personnel policy

3. Develop goals for working with personnel for 1 year

We choose a quality strategy, since the production of a unique product is not the best option for an enterprise that produces a large range of consumer goods; The financial position of the enterprise is stable, so there is no need to adopt a low-cost leadership strategy.

1. Strategic goals of working with personnel:

Achievement of a high level of professionalism by all personnel

Increasing the share of workers with higher education

Involvement of personnel in the corporate environment, employees’ perception of the values ​​and objectives of the enterprise as their own

2. Draft personnel policy

It is necessary to develop an action program based on strategic goals. Approve general principles and HR goals with the goals and principles of the organization. Next, you need to distribute the functions of personnel services and establish their responsibility for the actions taken.

It is necessary to introduce a system of remuneration and incentives that meets the goals, ensure the professional growth of employees, and ensure the implementation of a quality management system. For permanent employees it is necessary to develop a system of social guarantees. It is also worth establishing work with the trade union.

3. Goals for working with personnel for 1 year:

Reduce staff turnover to 7%

Attract highly qualified workers of at least 30 people

Create a personnel management system that meets the selected personnel policy

Increase staff satisfaction

Implement a remuneration system that takes into account quality indicators

Exercise. The author of the book “On the Ability to Work with People,” the head of the famous space company Mary Kay, writes: “We believe that our own leaders need to be raised within the company. We don’t need to hire someone from outside if we have already prepared our own qualified specialist. When a position becomes available, the department manager must submit a description of the nature of the job to our Human Resources department, which in turn posts this information on bulletin boards in all company buildings. Any employee can nominate himself. It doesn't matter what he's doing at the time. If a person doesn't like his current job or feels like a new position offers an opportunity for further advancement and believes he can handle those responsibilities, he applies. All applicants are invited to an interview, and sometimes up to twenty-five people apply for one place...”

What features of Mary Kay's personnel policy can be noted based on this example?

The peculiarities of personnel policy is its closed nature, that is, filling vacant positions with one’s own people, and not with new employees; personnel policy is directed rather inside the organization; the policy is quite liberal, since any company employees can apply for vacant positions

When assessing the effectiveness of personnel policy, both quantitative and qualitative indicators are taken into account. List their:

Priority of human and intellectual potential in working with people

The degree of implementation of the company’s personnel policy, the use of resources allocated for the targeted tasks of this policy

Attention to the problem of personnel policy from the highest bodies of the company

Degree of information support

The accepted style of work of the company's top managers with people

The degree of cohesion and qualifications (in matters of personnel management) of the management team

Specific efficiency of personnel decisions

Employee satisfaction with the existing corporate system of labor organization and social relations

Achieving a specific end result

Management's ability to work according to plan

Having our own rules for executing personnel orders and decisions within a strictly established time frame and at a certain quality level

Section III. Personnel planning.

Personnel planning– this is a targeted activity for training personnel, ensuring the development of personnel, calculating their professional and qualification structure, establishing general and additional needs, and monitoring their use.

Personnel planning is a critical element common system organization planning.

Principles of personnel planning:

· participation of the maximum number of employees of the organization;

· continuity;

· flexibility;

· continuity;

· harmonization of plans through their coordination and integration;

· compliance with labor legislation requirements;

· taking into account the individual and collective psychology of workers;

· creating the necessary conditions for the implementation of the plan;

· maximum disclosure of employees’ abilities;

· taking into account economic and social consequences.

Personnel planning is carried out using various methods.

Exercise. List the main planning methods and reveal their essence. Show the advantages and disadvantages of these methods. What methods of determining personnel needs would you recommend to a large commercial bank, McDonald's company, or police department?

Quantitative methods planning:

Budgetary: a table is built that reflects the receipt and expenditure of resources;

Balance sheet: drawing up a system of balance sheets;

Regulatory: the use of standards (numbers, controllability);

Statistical: use of statistics from previous periods and other enterprises;

Extrapolations: projecting the current situation into future periods of time

Qualitative planning methods:

Expert assessments;

Group assessments (brainstorming);

Delphi method (expert and group);

SWOT analysis;

Computer models

For a large commercial bank, the budget method in combination with the use of computer models is most suitable.

For the McDonald's company, you can offer a SWOT analysis, an extrapolation method.

The most suitable methods for ATC are statistical and budgetary.

Indicators used in planning are divided into: approved and calculated, natural and cost, absolute and relative, quantitative and qualitative. The methodology for calculating and presenting labor indicators should be established by the Ministry of Health and Social Development of the Russian Federation together with the relevant line ministries and departments. For analysis and planning, as well as assessing the competitiveness of the organization, a system of labor indicators is used.

Exercise. Provide an approximate list of labor indicators and enter them into the table.

Personnel planning is carried out in various time frames. List levels of personnel planning:

1. strategic

2. tactical

3. operational

Define.

Total staffing requirements- this is a basic need determined by the volume of production, and an additional need

Additional staffing requirements is the difference between the total demand and the availability of personnel at the beginning of the billing period

Situation “Planning to attract personnel”

Description of the situation. It is necessary to draw up an operational plan for working with personnel at OJSC Kalugaputmash. One of the sections of this plan is the section “Planning for the attraction of personnel.” The analysis showed that the organization has an additional need for personnel.

Formulation of the problem. Determine through which internal and external sources it is expected to meet the need for personnel in the planned year, reveal the advantages and disadvantages of the sources and determine specific personnel needs.

Guidelines

Sources for meeting staffing needs are shown in the table.

Workforce planning

Covering the need for personnel at the expense of the enterprise's employees themselves is useful because there is no need to waste efforts on attracting new employees, recruiting them and adapting them. Current employees are already familiar with the situation at the enterprise and with the work itself. But it is unlikely that it will be possible to completely cover the need for personnel using internal sources. It may also place undue strain on existing staff.

Hiring new people through the labor exchange and educational institutions will help cover the need for personnel; new employees will receive low wages. But you will need to spend money on their design and adaptation, professional additional training, which will take some time.

A targeted search for employees who already have the required experience and qualifications will attract highly qualified specialists, but this method requires additional time and costs for search and selection.

Exercise. Write a job description for the head of the product promotion group at Elmat OJSC according to the following scheme.