HR plan for the first quarter. HR Department Annual Action Plan

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HR department work plans, personnel movement and analysis

Work plan of the HR department of LLC "PARUS" for the month of December 2019

No.	List of events	Deadlines	Attracted forces and means	Execution control
1.	Preparation and approval of a new staffing table for 2020.	Until 20.12	Accounting,
2.	Filling out and submitting time sheets for the month of November	01-03.12	Chiefs structural divisions
3.	Preparation and approval of the OK work plan for 2020.	Until 24.12	General manager(specify the main and priority areas)
4.	Prepare a report for 2007 and a work plan for 2020 military registration	Until 20.12	OK
5.	Prepare and submit an updated list of employees of the organization to receive new medical compulsory insurance policies	02.12	OK
6.	Conversation with department heads and assistance in working with personnel.	03.12 08.12 10.12 14.12 16.12 21.12 23.12	Ivanov S.Yu. Vorobtsov D.A. Egorov V.S. Petrov A.I. Kuzmin N.Yu. Akatiev I.A. Reva D.V.
7.	Prepare and conduct a lesson with middle managers on the topic: “Organization of the personal daily activities of the head of the department” with an analysis of work plans for the day and month	08.12	Heads of structural divisions
8.	Analysis of the work on hiring and adaptation of new employees	22.12	Heads of structural divisions
9.	Prepare and conduct a seminar with the heads of all structural divisions based on the results of work with personnel in 2019 and drawing up a business plan for 2020 for key direction activities of departments - staffing with qualified personnel (search and selection of new employees, training personnel reserve and career planning)	Until 24.12	Heads of structural divisions
10.	Analysis of the reasons for dismissal of employees of the organization	27.12	Heads of structural divisions
11.	Coordination and approval of the vacation schedule for 2020	Until 15.12	Heads of structural divisions
12.	Development of a plan for training, retraining and advanced training of personnel for 2020 and what costs will be required for this	Until 28.12	Heads of structural divisions
13.	Archival and reference work on the formation of long-term storage documents for 2016-2018.	Until 30.12	OK
14.	Working with the media on recruitment and design reporting documentation	02.12, 06.12, 09.12, 13.12, 16.12 from 10 to 11.30 h	Labor exchange, Recruitment, Vacancy, Profession, Job center, k/a "Baltika"
15.	Draw up and approve the OK work plan for the month of January 2020	24.12	OK
16.	Draw up and approve the list of OK cases for 2020	Until 28.12	OK
17.	Prepare an estimate of the necessary consumables for the months of December and January for the rhythmic work of the OK and the formation of an archive.	Until 06.12	OK
Head of HR Department T.A. Petrova

Analysis of the reasons for staff turnover at PARUS LLC from July to October 2019

Position by staffing table		Questionnaires compiled	Approved for review new period	Of these, workers were fired			Note
				Total	Reason for dismissal
1	Production site foreman	9	4	3	2	Inability to perform required functions	1	Inconsistency with the position held
					1		1	Professional role conflicts
2	Driver	91	17	7	3	Desired salary level
					2	Lack of a fixed work schedule, a lot of overtime, technical condition ATSmeans
					1	Unfavorable working conditions (old equipment, high requirements for labor discipline, accounting for downtime and repair time)
					1	Alcohol consumption
3	Welder	48	15	10	5	Low actual qualifications
					2	Irregularity in work, unclear work assignments, constant changes in work assignments
					2	Mismatch real earnings with expectations (there is no possibility of having high stable income)
					1	Living conditions work (shower, hot water, eating)
4	Electrician (electrician)	10	5	3	2	Salary (stability, opportunity to have the desired salary)	1	Change of residence
					1	Inconstancy of daily tasks, irregular work schedule, salary level	1	Salary level
5	Electrical Master	9	3	2	2	Inconsistency between actual competencies and required ones. High responsibility. Lack of a fixed work schedule, long overtime
6	Installers	25	10	3	2	Payment terms, remoteness of objects and, as a consequence, a decrease in the number of working hours	1	Truancy
					1	Work schedule, difficult working conditions, fear of heights
7	Graphic designer	6	1	0		Irregularity of work, non-compliance with the requirements (knowledge of a plotter, ability to stick self-adhesive film in large volumes)	1	Alcohol consumption
8	Printer	5	2	1	1	Alcohol (not going to work), low qualifications
9	Administrator	3	3	1	1	Alcohol syndrome (after weekends)	2	Schedule, salary
10	Accounting	4	1	1	1	Inability to integrate into a commercial structure
11	Marker	3	3	1	1	Difficulty adapting to new working conditions. Low labor productivity
12	Car mechanic	4	2	1	1	Working conditions, alcohol consumption
TOTAL:		217	66	33

CONCLUSION: The main reasons for staff turnover:
1) Irrhythmic (emergency) method of work, leading to overload, the need to work in weekends,
deadlines for completing work.
2) Large processing, difficult working conditions.
3) Goals and tasks are not clearly set and there is no constant monitoring of their implementation, as well as evaluation of the trainee’s work
at the end of the working day or trial period.
4) Low actual qualifications and, as a consequence, inability to perform the required functions.
5) A thorough analysis of work assignments, standards and wage rates is necessary.
6) Discrepancy between real earnings and expected earnings (in this mode of operation).
7) Drinking alcohol.

Personnel movement and its analysis

In fact, the staff is not something frozen: it is in constant motion due to the hiring of some and the dismissal of others. The process of renewal of a team as a result of the departure of some of its members and the arrival of new ones is called turnover (turnover) of personnel. Retirement may be due to objective and subjective reasons, including: biological (deterioration of health), production (reduction of staff due to complex mechanization and automation), social (approach of retirement age), personal (family circumstances), government (conscription for military service).
The degree of personnel mobility is determined by the following factors:

1. The need to change jobs, determined, for example, by dissatisfaction wages, working conditions and regime, climate.
2. Investments related to work and living conditions (having your own farm, the specifics of the profession).
3. The desirability of a new place of work that provides improved living and working conditions.
4. The ease of adaptation to new conditions, determined by the associated costs, qualifications, experience, and age.
5. Possession of information about vacancies and the degree of its reliability.

In terms of its consequences, the process of personnel movement is far from clear. For leaving employees, the positive aspects are: expected income growth in a new place, improved career prospects, expanded connections, acquisition of a more suitable job, and improved moral and psychological climate. At the same time, during the period of employment, they lose wages, continuous work experience in the organization and related benefits, incur costs for finding a new place, are subject to adaptation difficulties and the risk of losing their qualifications and being left without work.
New advancement opportunities are available for remaining employees, extra work and earnings, but workloads increase, familiar functional partners are lost, and the socio-psychological climate changes.
For an organization, personnel mobility makes it easier to get rid of outsiders, makes it possible to attract people with new views, rejuvenate the workforce, stimulate changes, increase internal activity and flexibility, but generates additional costs associated with recruitment and temporary replacement of personnel, training, disruption of communications, and large losses. working hours, a decline in discipline, an increase in defects, underproduction.
Increased personnel turnover, no matter what the reason, reduces the staffing of workplaces with performers, the effectiveness of training costs, distracts highly qualified specialists from their duties who are forced to help newcomers, worsens the moral and psychological climate, reduces labor productivity of those who are planning to leave, and as a result causes economic losses.
In a mobile team, labor efficiency is lower than in a stable one due to the lack of established norms, the necessary mutual demands, and the unpredictability of reactions to management influences.
There is a direct connection between a person’s length of stay in an organization and the results of his work, since if he has a lot of experience, he knows the intricacies of the place of work better, and therefore shows higher performance.
Economic losses associated with personnel mobility are determined based on current reporting data and special surveys. They consist of losses from disruption of the stability of the team, labor discipline, losses from increased defects, direct losses of working time. The method for calculating their values ​​will be discussed below.
Statistics characterize the movement of personnel by relative and absolute indicators of turnover and turnover. Absolute indicators of personnel movement are the turnover of admissions and the turnover of departures.
Turnover by reception represents the number of persons enrolled in work after graduation educational institutions, by organizational recruitment, by transfer from other organizations, by distribution, by referral from employment authorities, by invitation of the organization itself, as well as those undergoing practical training.
Disposal turnover characterized by the number of people who left the organization during a given period, grouped by reasons for dismissal. Depending on these reasons, it can be necessary or unnecessary. Excess turnover on disposal is called differently staff turnover.
Required turnover for disposal has objective reasons: legal requirements (for example, on military service), natural factors (state of health, age), and therefore is inevitable. It can be predicted, forecasted and even calculated quite accurately (joining the army or retiring). The unfavorable consequences of such turnover are weakened by the fact that people often do not break ties with the organization and provide it with assistance and assistance whenever possible.
Fluidity is related with subjective reasons (care for at will, dismissal for violations of labor discipline). It is usually typical for young employees and after three years of work it decreases significantly. It is believed that normal staff turnover is up to 5% per year.
It is advisable to additionally determine the following absolute indicators of personnel condition:
a) the number of replaced employees, which is the smaller number of those hired and dismissed;
b) the number of people who worked for the entire period as the difference between the payroll number at the beginning of the period and the number of people who quit during the period. This indicator characterizes the constancy of the team over a certain period of time.
Relative personnel turnover can be characterized using a number of indicators:
When analyzing personnel, the composition of workers is also studied by profession, age, forms and systems of remuneration, shifts, and length of service.
The measure of a worker's qualifications is called professional competence. It determines the employee’s ability to perform his functions efficiently and accurately both in normal and extreme conditions, to successfully master new things and quickly adapt to changing conditions.
The following types are distinguished.
Functional competence characterized professional knowledge and the ability to implement them.
Intellectual competence expressed in the ability to think analytically and implement integrated approach to fulfill their duties.
Situational competence means the ability to act in accordance with the situation.
Social competence presupposes the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one’s own, correctly perceive and interpret other people’s thoughts, show an attitude towards them, conduct conversations, etc.
Requirements for professional competence largely depend on the level of management and the nature of the position. Today for senior managers value is reduced special knowledge and skills, but the role of methodological and social abilities in the field of communication, employee management, and the ability to perceive and interpret information is growing.
The basis of professional competence is professional suitability - a set of mental and psychophysiological characteristics of a person necessary for the implementation of effective professional activities.
In the conditions of the current stage of scientific and technological revolution, there is a clearly visible tendency towards rapid obsolescence of the knowledge and experience of personnel, which is expressed in the lag of individual knowledge and experience from modern requirements to position and profession.
Age structure personnel is characterized by the proportion of persons of corresponding ages in its total number
When studying the age composition, the following groupings are used:
16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49, 50-54,
55-59, 60-64, 65 years and older.
The structure of personnel by length of service can be considered in two ways: in terms of overall length of service and length of service in a given organization.
The level of labor productivity is directly related to overall length of service. The total length of service is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35.36, 37, 38, 39, 40 years and more.
Work experience in this organization characterizes the retention of personnel. Statistics highlight the following periods for calculating this indicator:
up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.
Personnel structure according to level of education(general and special) involves the identification of persons who have higher education, incomplete higher education (more than half of the study period), specialized secondary, general secondary, incomplete secondary, primary.

At this stage, the same PROFESSIONALISM and COMPETENCE will be required, negotiation skills will also help, and perhaps even NLP techniques. With middle management, the plan of action is the same as with the director. The only difference is that line managers often perceive the HR manager as a rival who is encroaching on their domain - their subordinates. It is very difficult for a personnel manager, especially a beginner, to be a commander without a large army: after all, he has only two employees directly subordinate to him. Therefore, he needs to be able to manage personnel without directly managing employees, that is, manage processes, not people. This is one of his fundamental differences from middle managers. Successful relationships with line managers require the support of the director.

HR Department Annual Action Plan

That is, the person beautifully “sold himself and his plan” to everyone, but there seemed to be no meaning behind him. Where to start writing a work plan for a new manager If you have clearly defined your goals for new position If you understand that there is serious work ahead, and at the same time you intend to write a plan that will be useful for the company, we suggest starting with the following:

1. Document analysis management accounting predecessor
2. Meeting the employees (public presentation, plus personal interviews with each)
3. SWOT analysis of the company
4. Description of the first 10 steps that will seem logical to you

Then, with these sketches, you go to the owners, discuss, and get feedback.
Sometimes owners involve business coaches, who help them look at the developments from the outside and draw the right conclusions for each of the parties.

HR budget planning for personnel

At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial.
During development long-term plan HR department activities should take into account tasks that meet the requirements labor legislation, namely:

• mandatory conclusion employment contracts(Article 57 Labor Code Russian Federation);
• maintaining a time sheet (Art.

Forms

They must present the HR manager in such a way that employees perceive him as an “important player in the business”, and not as a “six” of management. The HR manager, in turn, needs to remember that the purpose of his work is to increase the profit of the enterprise, and not to “extort” funds from the employer for employees.

Important

The authority earned by professionalism is much more reliable than the authority gained by “bending” to the team. An HR manager should be the standard of corporate standards for employees; his loyalty to the company is a prerequisite for his professionalism.

Employees evaluate the usefulness of an HR manager by how their problems are solved and whether managers hear their opinions and requests.

HR department action plan

However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project.

It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.

1500 articles about hr

The application contains organizational plan activities of the HR department for the first quarter, which covers such areas of HR activities as selection and adaptation of new employees, maintaining personnel records management, work with the military registration table, development and training, preparation of documents for submission to the archive, etc. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column.

Based on such an analysis, it will be possible to adjust and stabilize actions in the next reporting period. HR planning is only fully effective if it is consistent with the overall work process in the organization. In this case, its positive impact is obvious.

• Hiring procedures are being improved, because

Work plan and first steps of a manager in a new place

Attention

Appendix 2) and the efficiency of personnel use, the company's supply of employees in accordance with its goals (in terms of quantity and quality). — image of the enterprise (external and internal). To evaluate it, you can use: surveys of clients and employees, as well as information from the labor market.

It is advisable for clients to be interviewed by uninterested third parties (e.g. potential clients). Employees can be interviewed in writing (Appendix 3) or orally (using a sample interview), or in both ways.
For information about the company’s image on the labor market, you can ask recruitment agencies. It is also necessary to conduct in-depth interviews with each senior and middle manager. To collect information systematically and quickly, it is advisable to use special forms.

Current tasks of the HR service and assessment of the effectiveness of its work

It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year. The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column.

IN lately in many organizations the question arose about planning the current activities of departments in accordance with overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas personnel work.

A list of future events can be compiled for a certain period - month, quarter, year. Well, one of the departments is, of course, the HR department. Conventionally, the process of developing operational measures by the HR department can be divided into three stages.
Labor Code of the Russian Federation);

• drawing up a vacation schedule for next year(Article 123 of the Labor Code of the Russian Federation);
• development of local regulations (Articles 40, 86, 189 of the Labor Code of the Russian Federation);
• maintaining a time sheet (Article 91 of the Labor Code of the Russian Federation);
• accounting for work outside the established working hours (Articles 97, 99 of the Labor Code of the Russian Federation);
• guarantees to the employee in case of temporary disability (Article 183 of the Labor Code of the Russian Federation);
• guarantees and compensation to employees sent by the employer for training for advanced training (Article 187 of the Labor Code of the Russian Federation);
• execution of written agreements on full financial liability workers (Articles 244, 245 of the Labor Code of the Russian Federation);
• carrying out medical examinations workers (Art.

HR director's plan for the year

He must explain to them what the place and tasks of the HR manager are and show them the importance of these tasks for the enterprise. The HR manager himself must show the benefits of cooperation with him, and also defend his position as a leader, since many managers will want to “crush” him under themselves, making him their freelance secretary. In order to have authority among managers, it is important for an HR manager to clearly understand his position in organizational structure, know the boundaries of your responsibilities, take responsibility for the results of your work. The result of activities at this stage is support for middle managers when working with employees of their departments. SIXTH STEP. Building relationships with the enterprise team. At this stage, leadership skills and support from the director and department heads will be required.

Increased personnel turnover, no matter what the reason, reduces the staffing of workplaces with performers, the effectiveness of training costs, distracts highly qualified specialists from their duties who are forced to help newcomers, worsens the moral and psychological climate, reduces labor productivity of those who are planning to leave, and as a result, it causes economic losses. In a mobile team, labor efficiency is lower than in a stable one due to the lack of established norms, the necessary mutual demands, and the unpredictability of reactions to management influences. There is a direct connection between a person’s length of stay in an organization and the results of his work, since if he has a lot of experience, he knows the intricacies of the place of work better, and therefore shows higher performance.

Action plan for working with company personnel

It is important to keep in mind that workforce planning is only effective when it is integrated into the overall planning process of the organization. Personnel planning must respond to the following questions: How many workers, what qualifications, when and where will they be needed? — how can we attract the necessary personnel and reduce unnecessary personnel without causing social harm? — how best to use personnel in accordance with their abilities? — how to ensure the development of personnel to perform new skilled work and maintain their knowledge in accordance with production requirements? — what costs will the planned personnel activities require? Personnel planning is implemented through the implementation of a whole set of interrelated activities, combined in the operational plan for working with personnel. 1.2.

HR planning

Attention

Planning of personnel work in production is carried out on the basis of principles common to the entire planning and forecasting system, the most important of which are the scientific nature of planning and forecasting and their continuity. Balance between resources and needs, a combination of sectoral and territorial approaches to planning, an integrated and systematic approach to the development of plans. For ministries and departments, it is advisable to draw up plans for working with personnel of all three types, taking into account the basic principles of planning, and in associations and organizations only five-year and annual plans.

Contents of the operational plan for working with personnel

Prepare and conduct a lesson with middle managers on the topic: “Organization of the personal daily activities of the head of the department” with an analysis of work plans for the day and month 08.12 Heads of structural units 8. Analysis of work on the reception and adaptation of new employees 22.12 Heads of structural units 9. Prepare and conduct a seminar with the heads of all structural divisions on the results of work with personnel in 2010 and drawing up a business plan for 2011 in the key area of ​​department activity - staffing with qualified personnel (search and selection of new employees, training of personnel reserve and career planning) Until 24.12 Heads of structural divisions divisions 10.

Analysis of the reasons for the dismissal of employees of the organization 27.12 Heads of structural units 11.

HR department action plan

Info

It avoids the transfer of qualified personnel to the external labor market and the creation of social difficulties for this personnel. Until recently, this area of ​​personnel management activity has received virtually no development in domestic organizations. Planning work with dismissing employees is based on the employee’s dismissal from the organization: - at his own request; - at the initiative of the employer or administration; - due to retirement.

Important

The task of personnel management services when working with resigning employees is to mitigate in every possible way the employee’s change of occupation. This especially applies to the last two types of dismissals. Planning for the use of personnel is carried out by developing a plan for filling regular positions.

HR Department Annual Action Plan

Labor Code of the Russian Federation). The content and structure of personnel planning are significantly influenced by the labor market, economic situation, demand for manufactured products and services. Some events can be planned in any month of the calendar year, for example, checking the availability of documents in the personal file, advanced training, development of local regulatory acts of the organization . However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project.
It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals.

HR planning (page 1 of 11)

At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:

• mandatory conclusion of employment contracts (Art.
  57 Labor Code of the Russian Federation);
• drawing up a vacation schedule for the next year (Article 123 of the Labor Code of the Russian Federation);
• development of local regulations (Articles 40, 86, 189 of the Labor Code of the Russian Federation);
• maintaining a time sheet (Art.

Planning of personnel work at the enterprise

Movement of personnel and its analysis In fact, personnel is not something frozen: it is in constant motion due to the hiring of some and the dismissal of other workers. The process of updating a team as a result of the departure of some of its members and the arrival of new ones is called turnover (turnover) of personnel. Retirement may be due to objective and subjective reasons, including: biological (deterioration of health), production (reduction of staff due to complex mechanization and automation), social (approach of retirement age), personal (family circumstances), government (conscription for military service).

The degree of personnel mobility is determined by the following factors: 1. The need to change jobs, determined, for example, by dissatisfaction with wages, working conditions and conditions, and climate.2.
Low labor productivity 12 Auto mechanic 4 2 1 1 Working conditions, alcohol consumption TOTAL: 217 66 33 CONCLUSION: The main reasons for staff turnover: 1) Irrhythmic (emergency) method of work, leading to overload, the need to work on weekends, deadlines for completing work. 2) Large processing, difficult working conditions. 3) Goals and tasks are not clearly set and there is no constant monitoring of their implementation, as well as evaluation of the trainee’s work at the end of the working day or probationary period. 4) Low actual qualifications and, as a consequence, inability to perform the required functions. 5) A thorough analysis of work assignments, standards and wage rates is necessary. 6) Discrepancy between real earnings and expected earnings (in this mode of operation). 7) Drinking alcohol.

Comprehensive action plan for working with personnel

It is usually typical for young employees and after three years of work it decreases significantly. It is believed that normal staff turnover is up to 5% per year. It is advisable to additionally determine the following absolute indicators of the state of personnel: a) the number of replaced employees, which is a smaller value from the number of hired and dismissed; b) the number of those who worked the entire period as the difference between the payroll number by the beginning of the period and the number of people who quit during the period. This indicator characterizes the constancy of the team over a certain period of time.
The relative turnover of personnel can be characterized using a number of indicators: When analyzing personnel, the composition of workers is also studied by profession, age, forms and systems of remuneration, shifts, and length of service. The measure of a worker's qualifications is called professional competence.
However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project. It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals.

It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.
Investments related to work and living conditions (having your own farm, the specifics of the profession).3. The desirability of a new place of work that provides improved living and working conditions.4. Ease of adaptation to new conditions, determined by associated costs, qualifications, experience, age.5. Possession of information about vacancies and the degree of its reliability. In terms of its consequences, the process of personnel movement is far from clear. For leaving employees, the positive aspects are: expected income growth in a new place, improved career prospects, expanded connections, acquisition of a more suitable job, and improved moral and psychological climate.

HR department action plan

Recently, in many organizations, the question has arisen about planning the current activities of departments in accordance with the overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas of personnel work. A list of future events can be compiled for a certain period - month, quarter, year.

Well, one of the departments is, of course, the HR department.

Conventionally, the process of developing operational measures by the HR department can be divided into three stages. At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of personnel, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information about the average wages and provided social package.

At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - day and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:

• mandatory conclusion of employment contracts ();
• drawing up a vacation schedule for the next year ();
• development of local regulations (,);
• maintaining a time sheet ();
• accounting for work outside the established working hours (,);
• guarantees to the employee in case of temporary disability ();
• guarantees and compensation for employees sent by the employer for training to improve their skills ();
• drawing up written agreements on the full financial responsibility of employees (,);
• Conducting medical examinations of employees (,).

Some events can be planned in any month of the calendar year, for example, checking the availability of documents in a personal file, advanced training, and the development of local regulatory acts of the organization. However, it is better not to postpone them until December due to possible time shortages during this period. Department heads should involve the employees under their subordination in the development of a detailed project. It is well known that if the employee's role is not reduced to passive, he will delve deeper into the problem, will be ready to accept the well-founded conclusions and recommendations of the manager, and will also invest more diligence in achieving the intended goals. It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services.

The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.

The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column. Based on such an analysis, it will be possible to adjust and stabilize actions in the next reporting period.

HR planning is only fully effective if it is consistent with the overall work process in the organization. In this case, its positive impact is obvious.

• Hiring procedures are being improved, because planning is a source of information about the organization's personnel needs. This allows you to minimize costs and avoid crisis situations associated with labor shortages.
• The use of personnel is optimized, since the unclaimed potential of workers is revealed through expansion job responsibilities and reorganization production processes based on new technologies.
• Carefully designed training and professional development personnel allows us to ensure the necessary qualifications of employees and achieve results with the least loss.
• Are being reduced total costs on labor thanks to thoughtful, consistent and active personnel policy organizations internally and foreign market labor.

APPLICATION

At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of the staff, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information on the average salary and the social package provided. At the second stage, an action plan is drawn up, which should contain a list of activities to achieve each intended goal, defining deadlines (preferably indicating the exact date - date and month), intermediate results and resources used. At the same time, it is advisable to keep records of the necessary organizational resources - human, material and financial. When developing a long-term action plan for the HR department, tasks that meet the requirements of labor legislation must be taken into account, namely:

• mandatory conclusion of employment contracts (Art.

HR department action plan

Prepare and conduct a lesson with middle managers on the topic: “Organization of the personal daily activities of the head of the department” with an analysis of work plans for the day and month 08.12 Heads of structural units 8. Analysis of work on the reception and adaptation of new employees 22.12 Heads of structural units 9.
Prepare and conduct a seminar with the heads of all structural divisions on the results of work with personnel in 2010 and drawing up a business plan for 2011 in the key area of ​​​​departmental activities - staffing with qualified personnel (search and selection of new employees, preparation of a personnel reserve and career planning) Until 24.12 Heads of structural units 10. Analysis of the reasons for the dismissal of employees of the organization 27.12 Heads of structural units 11.

HR department work plan for 2016.

Increased personnel turnover, no matter what the reason, reduces the staffing of workplaces with performers, the effectiveness of training costs, distracts highly qualified specialists from their duties who are forced to help newcomers, worsens the moral and psychological climate, reduces labor productivity of those who are planning to leave, and as a result, it causes economic losses. In a mobile team, labor efficiency is lower than in a stable one due to the lack of established norms, the necessary mutual demands, and the unpredictability of reactions to management influences. There is a direct connection between a person’s length of stay in an organization and the results of his work, since if he has a lot of experience, he knows the intricacies of the place of work better, and therefore shows higher performance.

Russian Economic University named after G.V. Plekhanov

Until 20.12 Accounting, heads of structural units 2. Filling out and submitting time sheets for the month of November 01-03.12 Heads of structural units 3.

Preparation and approval of the OK work plan for 2011. Until 24.12 General Director (specify the main and priority areas) 4.

Prepare a report for 2007 and a work plan for 2011 on military registration Until 20.12 OK 5. Prepare and submit an updated list of employees of the organization to receive new medical policies of compulsory insurance 02.12 OK 6.
Conversation with department heads and assistance in working with personnel. 03.1208.1210.1214.1216.1221.1223.12 Ivanov S.Yu.Vorobtsov D.A.Egorov V.S.Petrov A.I.Kuzmin N.Yu.Akatyev I.A.Reva D.V. 7.

HR Department Annual Action Plan

Low labor productivity 12 Auto mechanic 4 2 1 1 Working conditions, alcohol consumption TOTAL: 217 66 33 CONCLUSION: The main reasons for staff turnover: 1) Irrhythmic (emergency) method of work, leading to overload, the need to work on weekends, deadlines for completing work. 2) Large processing, difficult working conditions. 3) Goals and tasks are not clearly set and there is no constant monitoring of their implementation, as well as evaluation of the trainee’s work at the end of the working day or probationary period. 4) Low actual qualifications and, as a consequence, inability to perform the required functions. 5) A thorough analysis of work assignments, standards and wage rates is necessary. 6) Discrepancy between real earnings and expected earnings (in this mode of operation). 7) Drinking alcohol.

HR department work plan for the year sample

Desired salary level 2 Lack of a fixed work schedule, extensive overtime, technical condition of vehicles 1 Unfavorable working conditions (old equipment, high requirements for labor discipline, accounting for downtime and repair time) 1 Alcohol consumption 3 Welder 48 15 10 5 Low actual qualifications 2 Irrhythmia in work, unclear work assignments, constant changes in work assignments 2 Discrepancy between real earnings and expectations (there is no possibility of having a high stable income) 1 Living conditions of work (shower, hot water, meals) 4 Electrician (electrician) 10 5 3 2 Salary ( stability, the opportunity to have the desired salary) 1 Change of place of residence 1 Inconstancy of daily tasks, irregular schedule of work, salary level 1 Salary level 5 Electrical foreman 9 3 2 2 Inconsistency of actual competencies with the required ones.

HR department work plan for the year

Important

The age structure of the personnel is characterized by the proportion of persons of corresponding ages in its total number. When studying the age composition, the following groupings are used: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49 , 50-54,55-59, 60-64, 65 years and older. The structure of personnel by length of service can be considered in two ways: in terms of total length of service and length of service in a given organization. The level of labor productivity is directly related to total experience. The total length of service is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35,36, 37, 38, 39, 40 years and more. Work experience in this The organization is characterized by the retention of personnel.

HR department work plan for the year

• accounting for work outside the established working hours (Articles 97, 99 of the Labor Code of the Russian Federation);
• guarantees to the employee in case of temporary disability (Article 183 of the Labor Code of the Russian Federation);
• guarantees and compensation to employees sent by the employer for training for advanced training (Article 187 of the Labor Code of the Russian Federation);
• execution of written agreements on the full financial responsibility of employees (Articles 244, 245 of the Labor Code of the Russian Federation);
• conducting medical examinations of employees (Articles 69, 185, 213, 266 of the Labor Code of the Russian Federation).

Work plan of the HR department for 2014

In a dynamically developing organization it is necessary to plan current activities divisions in accordance with the overall strategy so that it is aimed at successfully solving current problems. At the same time, it is worth conducting an analysis of the activities over the past year: think through all the shortcomings, problems and make proposals for improvement in all areas of personnel work.

A list of future events can be compiled for a certain period - month, quarter, year. Conventionally, the process of developing operational measures by the HR department can be divided into three stages.

At the first of them, it is necessary to collect the following statistical data: the permanent composition and structure of the staff, time lost as a result of downtime, absenteeism and illness, the level of staff turnover, the number of work shifts, information on the average salary and the social package provided.

Approximate work plan for the HR department for the year

Attention

Movement of personnel and its analysis In fact, personnel is not something frozen: it is in constant motion due to the hiring of some and the dismissal of other workers. The process of updating a team as a result of the departure of some of its members and the arrival of new ones is called turnover (turnover) of personnel.

Retirement may be due to objective and subjective reasons, including: biological (deterioration of health), production (reduction of staff due to complex mechanization and automation), social (approach of retirement age), personal (family circumstances), government (conscription for military service). The degree of personnel mobility is determined by the following factors: 1.

The need to change jobs, determined, for example, by dissatisfaction with wages, working conditions and conditions, climate.2.

HR department work plan for 2016

Economic losses associated with personnel mobility are determined based on current reporting data and special surveys. They consist of losses from disruption of team stability, labor discipline, losses from increased defects, and direct losses of working time.

The method for calculating their value will be discussed below. Statistics characterize the movement of personnel with relative and absolute indicators of turnover and turnover. Absolute indicators of personnel movement are the turnover of admissions and the turnover of departures.

Admission turnover is the number of persons enrolled in work after graduation from educational institutions, by organizational recruitment, by transfer from other organizations, by distribution, by referral from employment authorities, at the invitation of the organization itself, as well as undergoing practical training.

Work plan of the head of the HR department for the year

It should also be remembered that the content and structure of personnel planning are significantly influenced by the labor market, economic situation, and demand for manufactured products and services. The third stage is the final one, it involves approval and coordination of the personnel plan, as well as support of the organization’s strategic line and systematic monitoring of the implementation of activities throughout the year.

The appendix presents the organizational plan of activities of the HR department for the first quarter, which covers such areas of HR activities as the selection and adaptation of new employees, personnel records management, work with the military registration table, development and training, preparation of documents for filing in the archive, etc. d. At the end of the reporting period (in this case, the first quarter), an assessment of the effectiveness of each activity as a percentage (25, 50, 75, 100%) is entered in the “Completion Mark” column.