Why is the number of employees decreasing? Increasing the number of employees in the enterprise

The larger the business and the faster its growth, the larger the staff of the company. And the higher the number of employees of the enterprise, the more difficult it is not only to manage people, but also to determine the effectiveness of their activities. In this article, we will talk about how to determine the optimal staff size for your business.

What is the number of employees of the enterprise

First of all, it is a statistical and economic indicator that reflects the number of people included in a particular category of workers.

There are several subgroups of employees included in the total headcount:

1. payroll

The headcount of the enterprise's staff is absolutely all the people hired by the company: full-time, seasonal employees, temporary, etc. It is important that each of them has an entry in the work book, and each such employee is listed in only one company . This composition takes into account all employees who left and did not go to work for any reason. When employment is calculated, it is this list that is used (if a person is included in the payroll, then he is not unemployed).

2. Contract employees civil law

Contracts or labor agreements are concluded with these people. Such employees during the reporting period may work in several companies and be considered full-time employees.

3. part-timers

The number of personnel of the enterprise cannot be determined without taking into account external and internal part-time workers. External part-timers are employees who are usually on the list of one firm, and part-time and no more (according to labor laws) are employed on projects in another. Internal part-timers, as a rule, are full-time employees of the enterprise who additionally perform paid tasks in their own company. When calculating the average number of employees of the enterprise, the work of external part-time workers is taken into account according to the time they spent.

The subgroup in which the new employee is included is stated in the order of employment and in the contract concluded with the company. Part-time workers and contract workers are not included in the list for determining the employed share of the company in order to avoid double counting. Therefore, for more accurate measurements of headcount indicators in companies, there are various types of it.

• Examples of corporate standards and tips for developing them

What are the types of personnel in the enterprise

1. Planned headcount

It is determined by the factors of labor productivity and the specifics of the organization in the market. This indicator for the company is close to reality (compared to the standard headcount) in the current conditions and at the present time.

2. Normative number

An ideal indicator dictated by the labor standards in the industry and how much work will be required to achieve the goals of the enterprise.

3. Headcount

It consists only of the number of full-time employees on the company's schedule. Seasonal and temporary workers are not included in this number.

4. Average headcount

To calculate this indicator, a reporting time period is determined, for which the average number of employees involved in the company, both full-time and part-time, is calculated relative to their real working time.

5. Turnout number

Only that part of the staff that this moment is at work.

6. Actual number of employees

The number of people actually employed by the company on any particular date.

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Enterprise personnel: number and structure

Employees are combined into various groups and functioning units in accordance with various relative and absolute characteristics - this is the structure of the enterprise. The following groups are distinguished:

• non-industrial personnel - employees who are not directly involved in the production and maintenance of the production part of the company, as well as employees of the social segment of the business (for example, staff of children's institutions on the company's balance sheet);
• those who are employed in the production itself are included in the group of industrial production personnel (or PPP).

The PPP, according to the nature of the work performed, is divided into such categories of workers as:

1. The smallest part of them are the heads of the companies. There are three main levels of leaders: grassroots (those who directly manage the performers - foremen, heads of bureaus), middle (managers of the main structural divisions of the enterprise - departments, sectors, workshops) and top (general director, directorate and all their deputies).
2. Technical performers (or employees) - secretaries, cashiers, timekeepers, freight forwarders, etc. That is, those employees who work on paperwork, are engaged in financial and settlement work and the economic part of the enterprise.
3. They include specialists - engineers, economists, lawyers, technologists, personnel officers, accountants, etc. Specialists in the company perform administrative, economic, engineering and legal tasks.
4. Workers are employees who create the company's products, produce the final product, or provide transportation or manufacturing services. The main workers are employed in production, while auxiliary workers are employed in its maintenance.

The following factors influence the structure of the enterprise's personnel:

1. First of all, it depends on how automated and computerized production is.
2. Are modern technologies used in the production process.
3. Whether new or alternative consumables and forms of energy are being used.
4. How production is organized in the company.

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How to quickly identify "vampires" and "terrorists" in your company, the editors of the magazine "Commercial Director" will tell.

Why you need headcount planning for an enterprise: two main stages of the planning process

Headcount planning personnel of the enterprise - development of plans to ensure the company necessary quantity qualified personnel.

These plans should address the following issues:

• shortage of workers in production and in the administrative staff;
• insufficient level of qualification and inability to set and perform new tasks for business development.

Planning the number and composition of the enterprise's personnel goes through the following stages:

Stage 1. Analysis of the current composition of employees

At this point, it is extremely important to find out whether the employees meet the requirements of the position.

Stage 2. Assessment of the current and long-term need for hiring new employees

For this you need to consider:

• types of work at the enterprise;
• features of the market and industry;
• the volume of production and other activities in the company;
• managerial tasks;
• the financial capacity of the firm.

The number of personnel of the enterprise is planned in accordance with how technically equipped the company is, what productivity is required, how much finished products are required to be produced. The composition of the staff also largely depends on these factors and should be planned in the short and long term.

Calculation of the number of personnel at the enterprise based on labor standards

There are various labor standards, for example: production rates, time rates, service and number rates, etc. Calculations based on these rates are used to determine how many people will be required to perform a certain amount of work.

Relying on standards allows for the planning of the number and composition of the enterprise's personnel, which in reality will lead to a level of productivity that meets the technical conditions. Here are some examples of calculation options:

Method 1. according to production standards

The norm of production is considered to be a certain amount of work (for example, a certain number of finished goods), which a team or an individual employee, with sufficient qualifications, must have time to perform in the existing organizational and technical conditions per unit of working time. The rate of production is the reciprocal of the rate of time.

Method 2. According to the norms of the number of personnel of the enterprise

The basis of this calculation is the established number of employees of a certain qualification composition, which is required to solve specific managerial or production tasks in the existing organizational and technical conditions.

The main disadvantage when using this standard is not particularly high accuracy of indicators. This is explained by the fact that the determination of the norms of the number of personnel at the enterprise takes into account only the typical volumes and scope of work for employees of this professional category. The more the real workflow deviates from the typical one, the lower the accuracy of the calculation. Number norms are usually presented in the format of calculated dependencies.

Method 3. By the rules of time

The norm of time is the amount of working time spent on the execution of a unit of the production process by an individual employee or team in the current organizational and technical conditions with the necessary qualifications. The smaller the percentage of work not covered by the norm of time and not taken into account by the estimating method, the higher the accuracy and the smaller the error in calculating the number of employees of the enterprise.

Method 4. according to service standards

This calculation is based on the estimated number of production facilities (for example, jobs, machines, livestock) that a group of employees or an individual worker manages to serve within a certain time and in the presence of the necessary professional level in the technical conditions of the enterprise.

This norm is practically the same production norm, only for employees performing service functions. For this reason, service times that depend on the current norm are often determined (for example, a standard time for cleaning one square meter of a room can be determined for a cleaner).

Often, when calculating the number of employees of an enterprise (both regular and standard), the results are fractional and require rounding. In reality, it is customary to use staff units at least a quarter of the rate. The obtained indicators are used as arguments for certain managerial decisions in the field of personnel policy.

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Expert opinion

How to determine the minimum number of employees of an enterprise using standards

Alexey Shibaev,

Head of Labor Standards Department, Federal State Unitary Enterprise "Research Institute of Labor and Social Insurance", Moscow

It is impossible to determine and fix the standards of the enterprise without clearly regulated work functions of each staff unit. To do this, you will need to describe in detail the scope of work and the workflow - only this will allow you to objectively estimate the time required to perform all the functions.

To detect wasted working time and improve existing production processes, you need to calculate the average time indicators for each work procedure. To do this, use experiments, timing and analysis of statistics on the execution of these tasks in previous reporting periods. With this information, you will be able to determine the standard for the number of employees of the enterprise.

In order to process the collected data as quickly and accurately as possible, it is best to involve an employee of the personnel department or marketing in the process.

You should describe all the operations performed for each employee of the company, as well as indicate the average time spent on them. An assistant (HR or marketer) summarizes the collected information. To find out the complexity of the task, you will need to know the time standards for each of them, as well as the annual amount of work.

In small and medium-sized businesses, the number of employees of the enterprise is too small to determine the standards for the entire company, since there is usually only one employee or department per function, and this will not give correct statistics.

In order to avoid this mistake, companies turn to other enterprises with a similar structure and organization of production processes, jointly analyze the time costs of their employees, exchange lists of functions and tasks, prescribe similar operations, and then draw more adequate conclusions on the complexity of work and form labor standards for their firms.

The data obtained allow us to estimate the minimum number of skilled workers that will be required to solve the company's planned tasks.

How is the optimal number of employees of the enterprise determined?

• Number of key production workers

Method 1 Timing

For measurements, they use a stopwatch and note how long each next stage of the workflow takes. Then all the obtained values ​​are summed up. The timing method is mainly used by production managers, economists and raters. But if necessary, any workers can use this method.

The main disadvantage of the method is its laboriousness and duration, especially with a high number of employees of the enterprise. For example, the average production time for a part can only be calculated after 30 measurements, during which the work is performed by different workers. In this case, the measurement accuracy will not be high enough. And primarily because the speed of work is reduced for people who know that they are now being watched.

Another disadvantage of timing is the lack of flexibility. If it is necessary to calculate the production rate of the same type of parts with minor differences, then this can only be done by measuring for each such part.

Method 2 Comparison with competing companies

The optimization of the number of personnel in the enterprise is also carried out by comparing the number of employees you have and those of your competitors who use the same production processes. This is a very fast method, but it will only bear fruit if you have complete information about the work of competing companies. Comparison also helps you understand where you are in the market in terms of headcount and business performance.

Method 3 microelement planning

This method is based on the hypothesis that any work operation can be reduced to a certain number of elementary relatively simple actions, and the time spent on these actions is already known. Then, to calculate the time standard, only the sum of the measurement results is required. And on the basis of these data, it will be possible to optimize the number of personnel at the enterprise.

Rationing with the help of microelements of operations is suitable only for those types of work that are performed manually and consist of repetitive actions. To apply the method, you will need an economist or a production employee who has undergone special training (a week of theory, two weeks of bringing skills to automatism). Preparing a pilot planning project will take a couple of months.

• Support staff

Usually, comparing the number of employees of an enterprise with the number of employees of a competitor company shows that this indicator is significantly higher for you. What then to do? First you need to find answers to the following questions:

1. What problems should be dealt with by full-time employees, and what can be delegated to outsourcers?
2. Which of the tasks of support staff can be transferred to workers in production?

If, after this analysis, you still have a need to reduce the number of employees of the enterprise, use one of the following methods: time measurements, microelement rationing of the workflow, or factor rationing.

Factor normalization method is fairly accurate, but very time consuming. For this method, it is important to determine the key factors for each process and operation in production. There are usually more than one such factor.

The degree of influence of factors on the number of personnel of the enterprise is determined as follows: the entire workflow is divided into constituent elements, each of which should depend on one factor and no more.

The results of factor normalization are compared with similar results in comparable divisions of the company, to identify lagging employees and leaders in production. In order to regulate the rules, two main approaches are used:

1. Produced by average values.

With this approach, departments leading in production expand their staff, and lagging behind reduce the number of employees. However, it is believed that this method is suitable only for those cases where the quality of the work of production leaders is not high enough.

2. The indicators of the leading units become the standards (if the results of their work are of proper quality).

With this approach to rationing, all departments, except for the leading ones, reduce their staff. This should influence their motivation to increase productivity and learn from the best in production. To optimize the number of personnel in the enterprise, this path is considered the most effective.

• Office staff

In order to calculate the optimal number of office workers for a company, you need to determine the optimal number of workers in production, because there is a certain ratio of one number to another in different areas.

In the railway industry, there should be 4–5 office employees for 10 production workers, for the mining industry it is a ratio of 10 to 3, and in the oil and gas industry, 3–4 office employees are required for every ten production workers. At the moment, the best ratios of the number of employees of functional departments to the total number of employees of enterprises have also been determined. For example, for the personnel department, this is 1 person in 100. Of course, these are approximate figures, but they can be used as a guide in matters of staff optimization.

If a company needs to reduce the number of office employees, then it is important to work in two directions at once: firstly, it is necessary to improve business processes at the enterprise and refine the organizational structure, and secondly, it is necessary to carry out factorial rationing and, based on its results, reduce staff.

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Expert opinion

What performance indicators allow you to determine the optimal number of employees of the enterprise

Sergey Mishin,

head of the department of own offices of the block of Moscow operations. Employee of the Vimpelcom group of companies, Moscow

When deciding how many vendors will be required, we conduct research in our offices. During the analysis, the number of visits to each point per individual employee is calculated, the time spent in the sales office and the speed with which we serve the client, the efficiency of work, the amount of information that is provided to the buyer, etc. As a result of this study, we determined eg that the average service time is 15 minutes.

Optimizing the number of employees in an enterprise requires determining the load on each outlet, and for this it is important to refer to the key performance indicators of each salesperson. This can be either the quality of service or revenue, or the average check value or the number of additionally connected services.

We distribute the workload in the offices in such a way that during peak hours for trade, as many employees as possible are in the workplace. At the same time, we are preparing universal sellers who could simultaneously perform the functions of a consultant, cashier, logistician, and even set up services. This is a trend for the cellular retail segment.

Analysis of the number of personnel of the enterprise: 4 stages

The analysis of the number of personnel of the enterprise consists of four stages:

1. Compare the size of the state (and the number freelancers) with the same performance in another company in your industry.

The main role here is played not even by the total number of employees, but by the ratio of different professional and qualitative categories (workers in production, administrative staff, employees with auxiliary functionality, etc.). For each such category, the personnel service must determine the normative attitude to the total number of employees of the enterprise.

Set the proportions: how the number of production workers relates to the number of other employees; how many support staff per worker (if production is the main task of the company, then the former should be at least two times less than the latter).

2. Benchmark profit and cost growth across the entire company.

If the rate at which the wage fund grows is faster than the rate at which profits increase, then the efficiency of employees is declining. When introducing new staff positions, also refer to this analysis.

3. Recalculate the company hierarchy.

How many people in your company out of the total number of employees of the company must apply for their visa to complete the simplest documentation (bypass sheets, ordering office supplies, etc.)? How many employees do not read the documents they sign? Perhaps some of the administrative staff is not needed, and you can remove unnecessary links in the chain of control, as well as stop the overgrowth of staff.

4. Audit personnel.

In order to create a portrait of the most effective employee who brings the maximum benefit to the business, and to identify weaknesses in the structure of the team, study the personnel composition of the company. This work can be done by human resources specialists or external audit firms. In the process, it is important to clarify the structure of the team and categories of employees by various parameters (position, experience, education, gender and age), as well as to identify the productivity of employees and the functional load in the field.

There are 2 main reasons for overstaffing:

Reason 1. The company does not have tools for managing the number of employees of the enterprise:

1. There is no clear definition of the areas of responsibility of employees and departments, no division of powers and no clear job descriptions.
2. Specialists who were required for temporary work are accepted into the state on a permanent basis.
3. The recruitment of new personnel does not occur in accordance with the drawn up plan, but spontaneously, for example, through an acquaintance. This also includes cases when positions are invented for specific people.
4. HR specialists do not have legal knowledge and do not resolve labor disputes according to the law. The staff is not updated, but only supplemented when recruiting new employees. No one is fired, and, therefore, he grows unnecessarily.

Reason 2. The company does not think over the organizational structure:

1. An organization that has developed spontaneously does not adapt to changing market conditions and does not take into account its needs.
2. In an effort to improve work productivity, the company's management expands the management staff and strengthens control.
3. There is a mixture of divisional and functional enterprise management systems. For example, some issues and problems the branch has the right to resolve independently, while others - only after agreement with the head office. When creating new services and divisions in the branches of the company, many functions of employees may be duplicated.

• Organization structure: how to correctly put together a business puzzle

Expert opinion

The number of employees may increase as a result of a prompt decision

Vladimir Artemenko,

General Director of the audit and consulting group "Your Advisor", Krasnodar

The number of employees of the enterprise in our company is managed by an employee relations specialist and the company's management. With a business as fast growing and expanding as we do, it's hard to plan for staff size. The planning is carried out by the company's strategic development groups, based on the sales plans for our services. But we also have experience in changing the number of employees and on the basis of a prompt decision at the time of the rapid growth of the enterprise. Consulting is a very active and mobile type of business, in which one can often meet with spontaneous changes in the structure of personnel.

How and why the optimization of the number of personnel in the enterprise is carried out

essence of this process is that the number of employees employed at the enterprise is reduced to the minimum indicators, but subject to two conditions:

1. The production program must be guaranteed to be carried out qualitatively and in full.
2. The budget allocated for the company's personnel is determined in advance, and it is unacceptable to go beyond it.

Too much large numbers personnel of the enterprise goes hand in hand with factors such as:

• outdated technology,
• worn equipment,
• low-quality products that cannot win the competition.

For these reasons, it is important to maintain support workers who maintain production and repair equipment.

When reducing staff, it is important to maintain the efficiency of production as a whole. In order to avoid a drop in the quality of work or labor productivity, it is recommended to update the equipment and introduce modern technologies, as well as improve management methods.

If management decides that it is necessary to optimize the headcount indicators of the enterprise, then this process should be approached as a serious project, and the following steps are important for the project:

• process planning,
• selection of project team specialists,
• definition of the list of works,
• determining the order in which work will be performed,
• time limits for each stage of the project,
• assignment of persons responsible for each task.

The main stages of optimizing the number of personnel in the enterprise

Stage 1. Diagnostics

This is a preparatory stage at which an audit of the current state of affairs in the company is carried out, labor productivity and the number of employees (both in general and by departments) are analyzed, and the duration and intensity of work are measured. Having collected information about the actual workload of employees, they plan to regulate business processes and optimize the number of personnel in the enterprise, offer options for implementing more modern technologies and modernization of production.

Already at this step, it is possible to determine which jobs are redundant and can be reduced without loss.

Stage 2. Project work

After optimizing business processes, it becomes clear what number of employees will be the best to perform the necessary work in the company. In order to determine what size of staff is required, various methods of rationing the number are used. As a result, compare real number employees with the optimal and calculate how many jobs will have to be cut. However, in practice, optimization is carried out not only by reducing the staff, but also by redistributing forces among the structural divisions of the organization (for example, if you need to strengthen a weak department or unload an overloaded task).

When, when optimizing the number and composition of the enterprise's personnel, the question arises of whether it is worth hiring new employees or transferring old ones, one should evaluate the costs of replacing an employee with the costs of retaining or retraining him. The adaptation of a person who has been working for you for a long time will be easier and faster, since you have established a level of trust with him, and he knows the company. But on the other hand, he may not be suitable for the tasks of another department, refuse to transfer or insist on a salary increase. A new employee, one might say, is a “pig in a poke”: you don’t know how the adaptation will go (and it can take more than one month), how much he will join the team and work process. However, a newcomer, although not able to work at full capacity from the first day, may be the most suitable candidate for this position.

Further, a program to reduce staff is planned. Here they decide how and in which departments the number of personnel of the enterprise will be cut. In order to make it easier to decide which employees you can work on without losing efficiency, they turn to the concepts of “personnel periphery” and “personnel core”. It is intuitively clear what is meant by both:

The core of the company is made up of specialists who play key roles in the main business processes, as well as bring the greatest profit to the enterprise or reduce costs. These are employees with the highest qualifications and efficiency, or very narrow specialists, for whom it will not be possible to find a replacement immediately.

The personnel periphery consists of all other employees of the company who do not have unique skills.

The Pareto principle states that only 20% of the employees of the enterprise bring 80% of the profits and results, and the remaining 80% of the personnel bring only 20% of the income. The personnel periphery forms the last unproductive group. Despite the fact that these employees also perform some functions in the company, during a crisis they are reduced without fatal consequences for the business.

Stage 3. Downsizing

In this step, downsizing methods are selected and applied.

• Reducing the staff in modern conditions

Reducing the number of personnel in the enterprise: 3 approaches

1. Hard approach

In this situation, the CEO of the company signs an order on the need to reduce a specific percentage of personnel for each unit. The order may determine which specialists can be fired first and last. Employees in this case receive a warning two months before the dismissal, they are paid compensation, and a proposal is made to move to another position.

But this method has its own significant drawbacks. First, hasty and harsh dismissals can lead to mistakes, which in turn threaten conflicts with unions and laid-off employees. Secondly, the workers remaining at the enterprise find themselves in an emotionally difficult atmosphere. Thirdly, in the situation with city-forming enterprises, such a decision can stimulate social protest and spoil the relationship between the company's directorate and the city government.

Example

The engineering and production center of Lipetskenergo separated from the larger enterprise into an autonomous company, but after operating in the new mode throughout the quarter, it turned out that the new company was operating at a loss. To reduce costs, the directorate decided to lay off some of the employees.

Before the reduction, the company employed 65 people, of which it was decided to dismiss 28 employees of the design bureau (PKB). The bureau was identified as a loss-making division of Lipetskenergo as a result of an analysis of the workload matrix and functions of the department's employees and an assessment of the financial benefits of PKB. As a result, it turned out that the cost of maintaining the bureau exceeds the proceeds from its work, and 57% of the projects being carried out do not require the participation of highly qualified personnel.

The analysis prompted management to decide to reduce the size of the design office by 40%, as well as to identify specific positions to be reduced. At the same time, the idea was put forward to attract students of the architectural institute to the enterprise for internships, because interns will be able to prepare simple projects together with experienced employees. The latest innovation was the project method of managing processes in the office.

This optimization of the number of personnel in the enterprise has led to a reduction in the cost of jobs and fund wages, and also allowed to increase the overall productivity of the company.

2. Soft approach

To avoid the need to massively reduce staff, often the company's management does not initiate someone's dismissal, but creates conditions under which the employee leaves of his own free will.

Among these conditions: tightening and complicating the certification of enterprise personnel, changing the system of non-material motivation and bonuses. In the event that someone does not pass the re-certification, the company has the full right to dismiss the employee due to inconsistency with the position held or transfer to a low-paid position that matches the qualifications of the employee. Both of these options push a person to resign of their own free will, just to avoid being fired under an article or a demotion entry in the work book.

Also, in order to persuade an employee to leave on his own initiative, sometimes he is offered compensation more substantial than that which would be if he lost his job to reduce.

To reduce the number of staff in the enterprise, you can use a natural business process - staff turnover. If the turnover is quite high, then it will be enough for the company to announce a ban (even a temporary one) on the extension of temporary labor agreements and the recruitment of new employees - this will already reduce the number of employees

Example

In 2007, a deal was arranged to combine the assets of Sual, Rusal and Glencore. As a result of the merger, United Company Rusal emerged, while many employees from the Sual holding were not transferred to the new company and got jobs at the Demidovsky plant and the Kamensk-Uralsky metallurgical plant. Other employees received large compensation - the annual salary had to be paid to everyone.

At the same time, the company signed an order stating that all emerging vacancies (even when they leave of their own accord or when full-time employees retire) are closed. This measure leads to a natural reduction in the number of personnel at the enterprise.

In case these decisions are not enough to bring the company's balance sheet back to normal, United Company Rusal launched a personnel audit for further optimization.

3. Creativity

Before firing good professionals, even in a crisis, evaluate how it is possible to maintain partnerships with them outside the company's staff. These employees can switch to work on the terms of outsourcing and outstaffing. Even large businesses often shift support functions and secondary tasks to freelancers.

There is also the practice of creating subsidiaries to engage in non-core activities: these smaller companies are transferred to laid-off employees. This division into different legal entities makes it possible to reduce the number of personnel of the parent enterprise, and at the same time remove service, repair or transport services from its balance sheet.

Often reputable companies that are trying to maintain their reputation help laid-off employees get a new job. The social responsibility of business is especially characteristic of city-forming enterprises, since such support affects investments in the region to create jobs. Employment assistance programs are developed by companies together with the city administration.

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Expert opinion

How to turn former employees into partners

Alexander Mokeev,

business scaling consultant, branch network expert at Moscow Business School, Moscow

The experience of the production company Trud (Nizhny Novgorod), where I worked, is interesting: at a certain stage of development, it became clear that forced layoffs were coming, since the maintenance of 60 drivers with cars turned out to be redundant, because the transport department was never loaded with more than by 20%. In order not to abandon laid-off employees, the company offered them the opportunity to rent cars from the fleet on a preferential basis and with the right to buy. As a result, drivers were able to offer their transportation services to other companies, and Trud OJSC enjoyed priority if a driver was needed. Thus, the company not only cut personnel costs, but also retained partnerships with former employees.

What to do so that the reduction of the number of personnel at the enterprise is not required

First of all, do not allow the growth of the staff. If you want to hire a new employee, then first make sure that it is urgently needed and that all the company's labor resources are currently exhausted. Only those specialists without whom it will not be possible to work in the long term should be taken for permanent work.

More often resort to fixed-term employment contracts so as not to hire people with temporary or seasonal functionality. The main thing is to clearly define the boundaries of duties and responsibilities and justify to the employee the temporary nature of his activities. Also, in some cases, cooperation under work contracts or even leasing, often practiced in the West (staff leasing and temporary staffing), is suitable.

Rotation of personnel within the company can also be an inoculation against excessive growth in the number of employees of the enterprise: conduct a personnel audit, analyze the workload of departments (what reinforcement is needed, where there are extra staff positions) and assess the potential of current employees (what they can and can do professionally, in addition to the main functionality ). Auditors (external or internal in the form of HR) can examine the data and determine the actual workload of each person in the enterprise, and then make recommendations on who can redirect their skills in a new direction. For example, the driver can also act as a freight forwarder, and the machine tool adjuster can also work in the repair service.

Information about experts

Alexey Shibaev, Head of the Department of labor standards of the Federal State Unitary Enterprise "Scientific Research Institute of Labor and Social Insurance", Moscow. Research Institute of Labor and Social Insurance. Field of activity: applied and fundamental research on issues of labor relations, employment, wages, social insurance, pensions, public service, social partnership, labor rationing. Territory: head office in Moscow, branches in Irkutsk, Krasnoyarsk, Omsk. Number of staff: 131.

Sergey Mishin, Head of the Department of Own Offices of the Moscow Operations Block of the VimpelCom Group of Companies, Moscow. Vimpelcom. Field of activity: voice and data communication services, broadband Internet access (Beeline and Kyivstar brands). Territory: headquarters - in Amsterdam; Group companies operate in Russia, Armenia, Vietnam, Georgia, Kazakhstan, Cambodia, Kyrgyzstan, Tajikistan, Uzbekistan, Ukraine. Number of personnel: 36,355 (in Russia and CIS countries, Vietnam, Georgia, Cambodia).

Vladimir Artemenko, General Director of the audit and consulting group "Your Advisor", Krasnodar. The audit and consulting group "Your Advisor" operates in the market of the Southern Federal District. Accompanies the business of large Russian companies in the Krasnodar Territory. Activities: consulting, audit, evaluation, investment projects. She has an international certificate of quality in the field of consulting and audit, recognized as compliant with ISO 9001:2000.

Alexander Mokeev, business scaling consultant, branch network expert at Moscow Business School, Moscow. Professional experience. More than 16 years in the B2B market, 9 of them in the status of a top manager in commercial and logistics divisions of federal and international companies: 2011–2013 – PartKom, commercial director, 2006–2011 – TNT Express, branch director, 2004–2006 – National factoring company, marketing director.

The increase in the number of production personnel is explained by similar reasons.

The growth of labor resources is of great importance for the successful operation of production.

Firstly, this is one of the main factors of expanded reproduction, which is observed in the analyzed period on the "Royalty".

Secondly, this leads to the improvement of the qualifications of each individual member, the accumulation of work experience in the specialty.

The increase in the number of personnel of the enterprise is largely due to high level wages. The influx of labor force indicates a favorable socio-psychological climate in the team, which contributes to the achievement of such high results.

We will analyze the qualitative composition of the personnel of LLC "Royalty" by examining the level of education and age composition.

The data of the survey of employees of the enterprise and the analysis of documentation on the above excellent features showed that all employees, including managers and specialists, have higher education. This suggests that the image of the enterprise is high, and the level of material and technical base, and, consequently, the complexity of the work performed, require a high level of education.

Employees received their higher education at the Kostroma State Technological University and the Kostroma state university them. ON THE. Nekrasov, as well as in the Kostroma branches of Moscow universities.

The distribution of production personnel by level of education is clearly shown in fig. 2.3.

Rice. 2.3. Distribution of workers by level of education

A significant proportion of workers with higher education due to the high level of the technical base of production, complex equipment, requiring certain technical calculations to perform the work.

Another explanation for this situation is the relatively high wages for the city of Kostroma. The amount of wages is a trade secret, however, more than 50% of these workers noted that it corresponds to the labor return. This conclusion is confirmed by the results of the test "Material and moral incentives" conducted by the author during the preparation of this work. (See Appendix 1)

More than half of the workers with higher education noted that they are satisfied with the social and psychological climate at the enterprise. So the workers note that the management organizes corporate celebrations, which really unite the team as a whole.

The share of workers in the amount of 72% with secondary vocational education is an average indicator and indicates the existing reserve for the growth of professionalism. Secondary vocational (secondary special) education employees of the management apparatus received in educational institutions of Kostroma: Kostroma Power Engineering College, Kostroma Technological College, Kostroma Polytechnic College.

It should be noted here that the management pursues a policy of mandatory retraining of employees when they receive a new job (position) at the expense of the enterprise. Note that such trends are not sufficiently common in Kostroma industrial enterprises, especially small businesses. In this case, we are talking about both workers and employees. The distribution of employees of the enterprise by age is shown in fig. 2.4

The main factors of production at the enterprise are the means of labor, objects of labor and personnel. But the main role belongs to the personnel potential of the enterprise. It depends on them how efficiently the means of production are used at the enterprise and how successfully the enterprise as a whole operates. Therefore, each enterprise should develop and implement a personnel policy, which should be aimed at creating a healthy and efficient team, at improving the skill level of the company's employees, creating a labor team that is optimal in terms of gender and age structure, in terms of skill level. And also the personnel policy of the enterprise should strive to create a highly professional management team that is able to respond flexibly to changing circumstances, feel and implement everything new and advanced and able to look far ahead. Therefore, it is necessary to analyze the use of personnel at Aqua-Don Firm LLC, as well as to identify reserves for increasing production efficiency due to labor productivity, more rational use of the number of workers and their working time.

The study of the use of personnel begins with an analysis of the staffing of the enterprise. Before starting the analysis, it is necessary to consider the composition and structure, the availability of the qualification and professional composition of workers, and also to study the dynamics of the movement of the labor force. Let's start the analysis of staffing with a study of the structure and composition of the staff. The data will be presented in tables 10 and 11.

Table 10 - Analysis of the structure and composition of personnel

Table 11 - Analysis of the enterprise staffing

Indicator		Change
basic	reporting	absolute	relative
Average headcount
including workers
of which the main
Auxiliary
Technical performers
managers and specialists
Composition of core business employees by gender
of which workers
of which workers
Composition of employees by length of service
1 to 2 years
2 to 5 years
5 to 10 years
10 to 20 years
over 20 years
Composition of employees by age
from 19 to 35 years old
from 35 to 50 years
over 50 years
Composition of employees by education
managers and specialists
higher, incomplete higher
secondary technical
higher, incomplete higher
secondary technical
professional
Qualification composition of workers
I, II category
III, IV category
V, VI category

The structure of personnel depends on the characteristics of production, and the proportion of each category of workers changes with the development of technology, technology and organization of production. The data in Table 11 show that a larger share in the personnel structure is occupied by workers, and their number over the past period increased by 19% and amounted to 213 people. The largest weight among the workers is occupied by auxiliary workers. This is explained by the fact that the company uses only modern automatic lines, which practically do not require the labor of the main workers. It is only necessary to maintain the production lines and monitor their condition, which is what auxiliary workers do. The number of men working in production significantly exceeds the number of women, which is explained by the peculiarities of the enterprise. Most managers and specialists have higher education, which indicates a sufficient level of education for this category of workers. In addition, during the reporting year, the number of managers and specialists with higher education increased by 10 people, which positively affects the composition of the staff and the activities of the enterprise as a whole. An analysis of the level of qualification of the workers of the enterprise showed that it practically does not change. In the structure of workers, the main share is occupied by workers of the 3rd and 4th categories. In the reporting period, there was an increase in the number of highly qualified workers, but the proportion of unskilled workers remains quite large. It is necessary, when planning staffing, to plan and improve the skills of employees.

The most important stage in the analysis of the provision of an enterprise with a labor force is the study of its movement, since changes in the qualitative composition occur as a result of the movement of the labor force. Therefore, the analysis of the movement of personnel and the dynamics of the main coefficients will be presented in Table 12.

Table 12 - Analysis of the movement of personnel and the reasons for dismissal

Indicator
Number at the beginning of the period
Adopted by the enterprise during the period
Left the company during the period, including
fired voluntarily
dismissed for violations of labor discipline
maternity leave
conscription into the army
Number at the end of the period
Average headcount
Acceptance turnover ratio
Retirement turnover ratio
Flow rate
Personnel retention rate

Acceptance turnover ratio2010 = 48 / 270 = 0.18

Acceptance turnover ratio2011 = 47 / 307 = 0.15

Retirement turnover ratio2010 = 12 / 270 = 0.04

Retirement turnover ratio2011 = 9 / 307 = 0.03

Yield factor 2010 = (8+1) / 270 = 0.03

Yield factor 2011 = (6+3) / 307 = 0.03

Constancy factor2010 = 247 / 270 = 0.91

Constancy factor2011 = 283 / 307 = 0.92

Table 12 shows that due to the expansion of the enterprise and the commissioning of a new line, the number of personnel has increased over the past 2 years. At the same time, the number of laid-off workers was minimal. This is also evidenced by the values ​​of the retirement coefficients. An important role in the activity of the enterprise is played by staff turnover. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, create a certain business atmosphere in the team, actively influencing labor productivity. Over the past two periods, the value of the turnover coefficient has not changed and remained at a minimum level of 3%. And the persistence rates were 91% and 92% in 2010 and 2011, respectively. This reflects the satisfaction of employees with working conditions, labor and social benefits, as well as the level of remuneration.

But the indicators of the provision of an enterprise with personnel do not yet characterize the degree of its use and, of course, cannot be factors that directly affect the volume of output. Output depends not so much on the number of workers, but on the amount of labor spent on production, determined by the amount of working time, on the efficiency of social labor, its productivity. Therefore, it is necessary to study the efficiency of using the working time of the labor collective of the enterprise.

In this regard, the analysis of the use of funds for wages at each enterprise is of great importance. In the process, it is necessary to carry out systematic monitoring of the use of the wage fund, to identify opportunities for saving money by increasing labor productivity and reducing the labor intensity of products.

The completeness of the use of labor resources can also be assessed by the degree of use of the working time fund. The working time fund depends on the number of employees, the number of days worked by one employee on average per year and the average length of the working day. To identify the causes of loss of working time, we will draw up a balance of working time, in which actual and planned data are compared. We present the balance of working time in table 13.

Table 13 - Balance of working time

Indicator			Deviation
Calendar fund of working time, days
Weekends and holidays
Nominal working time fund, days
Absenteeism, days
Labor holidays
Study leave
Absenteeism due to illness
Leave due to childbirth
absenteeism
All day downtime
Turnout fund of working time, days
Estimated working time fund, hour
Nominal duration of a work shift, hour.
Working time budget, hour.
Intra-shift loss of time, hour.
Holidays (abbreviated)
Useful working time fund, hour.
Duration of the work shift, hour.

The enterprise planned a useful fund of working time, with also the average length of a work shift. To do this, it was supposed to reduce absenteeism by combating absenteeism, as well as reduce intra-shift loss of time. But the measures taken did not give the desired result. According to the work time balance data, it can be seen that absenteeism increased against the plan for 12 days. This increase was caused by the excess of the planned amount of absenteeism due to illness by 4 days, as well as absenteeism. In addition, intra-shift time losses have increased significantly. Need to be given Special attention loss of working time as a result of absenteeism. It is necessary to find out the reasons for absenteeism and other violations of labor discipline and take measures to reduce absenteeism.

To analyze the qualitative use of working time, we determine the following coefficient:

Krf = (Ff - Pf) / (Fpl - Ppl),

where: Krf - the coefficient of the real fund of working time;

Pf, Ppl - loss of working time in the reporting and base periods;

Ff, Fpl - the estimated fund of working time in the reporting and base periods.

Krf = (2400 - 347) / (2408 - 278) = 0.964

The resulting value of Krf<1, что указывает на недостаточно эффективное использование рабочего времени.

Now let's determine what factors and how influenced the change in the fund of working time. To do this, we will carry out its factorial analysis.

Base model:

FRV \u003d H H Drab ChTcm

FRVB \u003d 270 * 270 * 7.88 \u003d 574452

FRVf \u003d 307 * 262 * 7.83 \u003d 629798.22

1. Change in the working time fund due to the number of employees:

FRHF \u003d (Ch f - H b) H Drab. b. H Tcm b.

HPRF = (307 - 270) * 270 * 7.88 = 78721.2

2. Change in the working time fund due to the number of days worked by one employee on average per year:

FRVDrab \u003d H f H (Drab f - Drab b) ChTsm b.

FRDPrab \u003d 307 * (262 - 270) * 7.88 \u003d - 19353.28

3. Change in the fund of working time due to the average length of the working day:

FRVTsm \u003d H f. Ch Drab f. H (Tsm f - Tsm b)

FRVTcm \u003d 307 * 262 * (7.83 - 7.88) \u003d - 4021.7

Balance of influence of factors:

FRVf - FRVb = ? HPRF + ? FRVDrab + ? FRVTsm

629798,22 - 574452 = 78721,2 - 19353,28 - 4021,7

55346,22 = 55346,22

The balance of the influence of factors is fulfilled, which means that the factor analysis was carried out correctly. In the reporting year, the working time fund increased by 55346.22 hours. But as a result of factor analysis, it was found that this increase occurred only due to an increase in the number of employees. The increase in the average number of employees caused an increase in the working time fund by 78721.2 hours. But, along with this, the number of days worked by one employee, as well as the average duration of the work shift, decreased, which led to a reduction in the working time fund by 19353.28 hours. and 4021.7 hours. respectively.

To assess the level of intensity of the use of labor resources, a system of generalizing, particular and auxiliary indicators of labor productivity is used. We calculate the most important indicators and present them in Table 14.

Table 14 - Labor productivity indicators

The data in Table 14 reflect an increase in labor productivity per worker by 10%, in the reporting year it amounted to 991.7 thousand rubles. Due to a significant increase in the company's net profit over the past period, the share of net profit per employee, as well as by 1 ruble of wages, also increased. At the same time, it should be noted that labor productivity is growing faster than wages, which is the optimal ratio of growth rates.

The most general indicator of labor productivity is the average annual output of products by one worker. Its value depends not only on the production of workers, but also on the share of the latter in the total number of personnel, as well as on the number of days worked by them and the length of the working day. To determine the influence of these factors on the change in the level of average annual output, we will conduct a factor analysis of labor productivity. We present the initial data in table 15.

Table 15 - Initial data for factor analysis of labor productivity

Indicator	Base period	Reporting period	Deviation
The volume of production, t.
Average headcount, people
including workers
Share of workers in total headcount, %
Worked by all working man-days
Average number of days worked by one worker, days
Worked by all workers man-hours
Average working day, hour.
Average annual output per worker, t.
Average annual output per worker, t.
Average daily output per worker, t.
Average hourly output per worker, t.

The factor model of the average annual output of workers has the following form:

1. The absolute change in the average annual output per employee amounted to 91.13 thousand rubles.

2. Change in labor productivity due to the share of workers:

0,0257*270*7,88*0,74 = 40,4

3. Change in labor productivity due to the dynamics of the number of working days per year:

0,5961*(-8)*7,88*0,74 = -27,88

4. Change in labor productivity due to the average length of the working day:

0,5961*262*(-0,05)*0,74 = - 6,99

5. Change in labor productivity by changing the average hourly output per worker:

0,5961*262*7,83*0,07 = 85,6

Balance of influence of factors:

PTmeg/year o - PTmeg/year b = + ++

991,71 - 900,58 = 40,4 - 27,88 - 6,99 + 85,6

The conducted factor analysis led to the conclusion that the increase in the share of workers in the total number of personnel by 2.57% led to an increase in labor productivity of workers by 40.4 thousand rubles per person. In addition, an increase in the average hourly output per worker by 0.07 thousand rubles. caused an increase in the average annual output of workers by 85.6 thousand rubles per person. And a reduction in the number of working days by 8 caused a decrease in labor productivity by 27.88 thousand rubles. Also, the reduction in labor productivity was affected by the reduction in the average length of the working day.

Of great importance for assessing the efficiency of the use of labor resources at an enterprise in a market economy is the indicator of personnel profitability, that is, the ratio of profit to the average annual number of industrial and production personnel. Since profit depends on the profitability of sales, the capital turnover ratio and the amount of operating capital, the factor model of this indicator can be represented as follows:

where P - profit from the sale of products;

CHR - the average number of employees;

B - proceeds from the sale of products;

KL - the average annual amount of capital;

This model allows you to determine how the profit per employee has changed due to changes in the level of sales profitability, capital turnover ratio and capital-labor ratio. Using it, we will conduct a factor analysis of profit per 1 employee. We present the initial data in Table 16.

Table 16 - Initial data for the analysis of profit per 1 employee

1. Change in profit per employee due to a change in the profitability of sales:

(0,1682 - 0,1337)*1,84*489,99 = 31,1

2. Change in profit per employee due to changes in capital turnover:

0,1682*(1,85 - 1,84)*489,99 = 0,81

3. Change in profit per employee due to changes in the capital-labor ratio:

0,1682*1,85*(536,04 - 489,99) = 14,41

Balance of influence of factors:

166,85 - 120,44 = 31,1 + 0,81+ 14,41

Factor analysis allows us to see that the increase in profitability of sales by 3.45% had the greatest impact on the change in profit per employee. Due to this factor, profit per employee increased by 31.1 thousand rubles. In addition, by 14.41 thousand rubles. profit per worker increased due to the increase in capital-labor ratio. And a slight change in profit per 1 employee had an increase in capital turnover by 0.01.

Analysis of the use of labor resources in the enterprise must be considered in close connection with wages. With the growth of labor productivity, prerequisites are created for raising the level of its payment. At the same time, the rate of growth in labor productivity should outpace the rate of growth in wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction. In this regard, the analysis of the use of funds for wages at each enterprise is of great importance. In the process, it is necessary to carry out systematic monitoring of the use of the wage fund, to identify opportunities for saving money by increasing labor productivity and reducing the labor intensity of products.

Before starting the analysis, consider the dynamics of the wage fund. The data will be presented in Table 17.

Table 17 - Dynamics of the payroll

According to table 17, we can conclude that the payroll has increased by 18%. As a result, the average annual salary of employees also increased, but not significantly, by only 4%, since the number of employees was also increased.

The current wage fund includes not only the wage fund attributable to the current costs of the enterprise, but also payments from social security funds and net profit remaining at the disposal of the enterprise. Information on the use of funds allocated for consumption is presented in Table 18.

Table 18 - Analysis of the types of material incentives

Payment type		Change
payroll fund
Based on rates and salaries
Performance Awards
Payment for annual leave
Overtime pay, weekends and holidays
Competency bonuses
Other surcharges provided by law
Year-End Award
Material aid
Dividends on securities
Social payments
Temporary Disability Benefits
Payment for trade union tickets
Other payments provided for by the employment contract of the enterprise (charter)
Total funds allocated for consumption
Share in the total amount, %
payroll fund
Payments from net income
Social payments

staff products range sales

According to Table 18, it can be concluded that the largest share in the total amount spent on consumption is occupied by the wage fund.

When starting to analyze the use of the wage fund included in the cost of production, it is first necessary to calculate the absolute and relative deviation of its actual value.

The absolute deviation is determined by comparing the actually used funds for wages with the planned wage fund as a whole for the enterprise, production units and categories of employees:

81048 - 68400 = 12648

But do not forget that the absolute deviation in itself does not characterize the use of the wage fund, since this indicator is determined without taking into account the degree of fulfillment of the production plan.

The relative deviation is calculated as the difference between the actually accrued amount of wages and the planned fund, adjusted for the coefficient of fulfillment of the production plan. The percentage of fulfillment of the production plan is 100.4% (304454 thousand rubles / 303300 thousand rubles).

When calculating the relative deviation in the wage fund, you can use the so-called correction factor, which reflects the share of the variable salary in the total fund. It shows by what fraction of a percentage the planned wage fund should be increased for each percentage of overfulfillment of the plan for output:

This means that the enterprise has a relative overspending in the use of the wage fund in the amount of 12,481 thousand rubles.

Let us now perform a factorial analysis of the payroll fund. We present the initial data for analysis in Table 19.

Table 19 - Initial data for the analysis of the constant part of the wage fund

Over the past year, the payroll increased by 12,648 thousand rubles. consider the influence of factors on change. Let's carry out a factor analysis.

1. Change in the wage fund by increasing the number:

(307-270) * 270 * 7.88 * 0.12 \u003d 9445.54 thousand rubles.

2. Change in the wage fund due to a change in the number of working days:

307 * (262 - 270) * 7.88 * 0.12 \u003d - 2502.92 thousand rubles.

3. Change in the wage fund due to a change in the duration of the work shift:

307 * 262 * (7.83 - 7.88) * 0.12 \u003d - 592.6 thousand rubles.

4. Change in the wage fund due to a change in the average hourly wage:

307 * 262 * 7.83 * (0.13 - 0.12) \u003d 6297.98 thousand rubles.

Balance of influence of factors:

81048 - 68400 = 9445,54 - 2502,92 - 592,6 + 6297,98

The increase in the wage fund was influenced by the increase in the number of employees and their average hourly wages. The reduction in the number of working days by 8 led to a decrease in the wage fund by 2502.92 thousand rubles. In addition, the increase in the length of the working day led to a reduction in the wage fund by 592.6 thousand rubles.

For expanded reproduction to obtain the necessary profit and profitability, it is necessary that the growth rate of labor productivity outstrip the growth rate of its payment. If this principle is not observed, then there is an overspending of the salary fund, an increase in the cost of production and, accordingly, a decrease in the amount of profit.

The change in the average earnings of employees for the period is characterized by its index, which is determined by the ratio of the average wage for the reporting period to the average wage in the base period. The labor productivity index is calculated in a similar way:

Jzp = 264 / 253.3 = 1.04;

Jpt = 991.71/ 900.5 = 1.1;

The growth rate of labor productivity must outstrip the growth rate of average wages. To do this, the lead coefficient Kop is calculated and analyzed in dynamics:

Kop \u003d Jpt / Jzp;

Cop \u003d 1.1 / 1.04 \u003d 1.057.

Then, the amount of savings (overspending) of the wage fund is calculated in connection with a change in the ratio between the growth rates of labor productivity and its payment:

E \u003d 81048 * (1.04-1.1) / 1.04 \u003d - 4675.8 thousand rubles.

The enterprise is overspending the wage fund, so it is necessary to revise the existing plan for labor and wages, since its goal is to find reserves for improving the use of labor and, on this basis, labor productivity. At the same time, the plan should be designed in such a way that the growth rate of labor productivity outstrips the growth rate of wages.

In conditions of high inflation, when analyzing the average wage growth index, it is necessary to adjust the basic average wage indicator for the consumer goods and services price growth index, which is 112.1%:

Jzp \u003d 264 / (253.3 * 112.1%) \u003d 0.93

Consequently, the average annual salary of employees in the reporting period decreased by 7%, which also indicates the insufficient efficiency of the use of the wage fund.

Another important performance indicator is the specific output per 1 ruble. salary:

SW = 991.7/264 = 3.75. This means for 1 rub. wages produced 3.75 rubles. products. But the high value of the indicator was affected by too low wages, which also indicates the inefficiency of the use of the wage fund.

In general, the number of employees at the end of the year in the reporting year, compared with the previous year, increased by 17 people. The increase in the number of personnel was due to an increase in all groups of employees, but to a greater extent due to an increase in the main staff by 10 people.

The total number of employees of the Rybinsk post office at the end of 2008 amounted to 802 people, compared with 2007 (785 people), the number increased by 17 people due to filling existing vacancies, and to a greater extent due to an increase in the number of main and auxiliary industries.

The structure of the number of personnel for the past and reporting years is clearly shown in Figure 4.2:

Figure 4.2 - Structure of the number of personnel

The most important stage in the analysis of the number of personnel is the study of the movement of labor. The movement of labor force at communication enterprises is due to various reasons of an objective and subjective order. Objective reasons include: expansion or reduction of production, admission of workers to study, conscription into the armed forces, retirement, etc. Among the subjective reasons, one should especially highlight such negative factors as dismissal due to violation of labor and production discipline, due to not passing the probationary period or professional unsuitability. Excessive movement of labor has a negative impact on the economic performance of the enterprise:

a) costs increase (training, admission);

b) labor productivity decreases;

c) the quality of work deteriorates.

To characterize the movement of workers and assess the stability of labor collectives, the coefficients of turnover and staff turnover are used. Labor turnover is understood as any change in the number of employees in connection with their hiring or dismissal, regardless of the reasons. The turnover ratio is calculated as a percentage of the average number of employees. It can be determined separately both for hiring and dismissal, and in general, i.e. as a percentage of the total number of hired and laid off workers for a certain period to the average number of production personnel for the same period.

When evaluating turnover indicators, a distinction is made between the so-called necessary turnover of labor, i.e. hiring and dismissal of employees for good reasons, and the turnover rate is associated with subjective reasons. Its increase should be considered as a negative factor that reduces the efficiency and quality of work.

Table 4.6 - Analysis of the movement of personnel

The name of indicators	Last year, pers.	In the reporting year, people	Absolute change, +,-
1 Number of employees at the beginning of the year
2 Number of hired employees during the year
3 Number of retired employees
including the number of dismissed employees at their own request and for violation of labor discipline
4 Acceptance turnover ratio, %
5 Retirement turnover ratio, %
6 Total turnover ratio, %
7 Flow coefficient, %

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