What is personnel requirements planning? Methods for planning personnel requirements. What methods of personnel planning exist?

Let's take a closer look at personnel requirements planning.

The personnel policy of the organization is component in the enterprise management and production system. It focuses on the outcome of established objectives and end goals. Within its framework, the main foundations, methods, forms and means of influencing the interests, actions and performance of employees are formed for greater use of their intelligence, creative and physical capabilities at any individual enterprise.

Personnel planning at an enterprise plays an important role. Determining staffing needs is a primary concern. Planning is a whole system of important procedures carried out with a specific goal - to have workers with the necessary qualifications to perform a specific job at a designated place and at a certain time.

Planning tasks

Main planning tasks:

providing the organization with personnel on time with minimal costs;
creating productive work on recruiting and training personnel;
increase productivity and quality of work.

Personnel recruitment planning must be carried out at every stage of company planning.

First, the need for personnel is determined by the long-term plans of the enterprise, and only then the situation with personnel affects the development of the organization's plans.

Types and factors of personnel planning

What types of personnel planning exist?

Strategic. This is long term planning. It is designed for a long time (from 3 to 10 years). Strategic personnel planning is based on the company’s long-term strategy, taking into account the influence of external and internal factors.
Tactical. Designed for more short term(1-3 years). It is planned to identify problems that interfere with the implementation of the employee management strategy and organize measures to solve this problem. Such planning sets precise goals and involves certain activities with the help of which the goal can be achieved.
Operational. Planning for the month, quarter (up to a year). Aimed at the implementation of some operational goals (recruit employees, train, help adapt and certify).

Planning and forecasting staffing needs also takes into account factors such as:

Statement sheet.
Personnel policy.
The company's HR strategy.
Staff turnover.
Salary amount.

Planning principles

The principles of personnel planning are what personnel planning is based on.

Let's consider a number of principles:

involvement of enterprise employees;
continuity, because planning is a continuous process with repeating cycles;
flexibility (maneuverability), i.e. making adjustments due to changing circumstances;
coordination of plans for the interconnection and unity of the organization as a whole;
profitability – minimum costs with maximum effect;
creating comfortable conditions for the execution of the plan.

All these principles are universal and suitable for different levels of management.

Analysis of personnel needs

An analysis of the enterprise's personnel supply is carried out in each company. The actual number of employees of a certain category and profession is compared with the planned one. It is important to analyze the qualitative composition of employees by their skill levels.

The volume of its production, as well as the deadline for completing the work, depend on how well the enterprise is provided with personnel.

Additional staffing needs arise in almost every organization. Assessment of personnel needs is qualitative and quantitative in nature and is therefore divided into 2 types. Let's look at them in more detail:

Quality staffing needs. This is a need that takes into account the category, profession, specialty and level of requirements for employees.
Quantitative staffing requirements. This is a need for a certain number of employees for the company and its divisions.

Determination of the quantitative need for personnel is carried out by comparing the estimated number of employees and the actual supply in the current period.

What methods of personnel planning exist?

When determining the staffing of an organization, various methods should be used. There are a great variety of them: both simple and very complex. When choosing personnel planning methods, you should rely on the amount of necessary financial, information and other resources, the specifics of the enterprise’s activities, as well as the skill level of the employees who carry out the planning.

Forecasting methods:

Labor intensity method. A list of actions and tasks for employees is compiled and the completion time is recorded and then averaged. It is believed that this analysis helps obtain labor standards and calculate the number of employees needed to complete certain tasks. The result of this method is the usefulness and significance of the operations performed.
Calculation method based on service standards. Similar to the previous method. It makes it easy to identify staffing needs. It is necessary to take into account the production rate and the volume of planned production. For example, in a confectionery shop where cakes are produced, confectioners work. It is necessary to calculate the required average number of employees. Taking into account the volume of production (3000 cakes per month, cooking time for 1 piece is 3 hours) and an 8-hour working day with a 5-day working week, we can calculate the number of confectioners needed in a confectionery shop: (3 hours * 3000 cakes)/( 8 hours * 22 days) = 51 pastry chef. The first 2 methods are useful for calculations in the production and service industries.
Method of expert assessments. This method relies on the opinion of experts (usually organizational leaders), their intuition and experience.
Extrapolation method. It consists of shifting the current situation of the company to the planned period, taking into account market specifics and changes in the financial situation. Suitable for a short period of time and in financially stable companies. For example, an organization that sells food products has 6 commercial agents, the sales volume is $6,000. For next year, the organization plans a volume of $8,000. It follows from this that the organization will need 8 agents, because 1 agent accounts for a sales volume of $1,000.
Delphi method. Personnel workers and experts exchange opinions in writing. Next, a survey is created for a large number of independent experts, and then its results are analyzed by human resources staff, who make the final decision.
Group assessment. The technique of using this method is to gather groups in which problems and tasks are identified, and methods of solution are jointly selected.
Computer planning model. The use of such a model makes it possible to combine different forecasting methods, which increases their accuracy.

It is necessary to take into account staff turnover when planning staffing needs. To find out the turnover rate, it is necessary to take into account all the characteristic features of the enterprise, the number of people who have not passed certification, have also retired or are on maternity leave, and seasonality. Statistics show that the overall turnover rate in the manufacturing sector is on average 10%, and in the hotel sector this figure can be about 80%, which is the norm for this business.

Companies are looking for sources and ways to cover staffing needs based on planned needs. Very often organizations take a proactive approach.

So, what are the passive and active ways to cover staffing needs?

Active:

recruitment of workers in universities, technical schools, etc.;
submitting applications for vacancies to the labor exchange;
the use of the services of consultants who professionally recruit employees and special intermediary recruitment firms;
recruiting new employees.

Staff - employees of an enterprise of certain categories and professions engaged in a single production activity aimed at generating profit or income and satisfying their material needs. In modern conditions, the need for personnel of an enterprise is determined taking into account the laws of supply and demand existing in the labor market.

There are different approaches to the classification of enterprise personnel.

As a rule, the company's employees include: industrial and non-industrial personnel. Industrial and production personnel - these are workers, engineers and employees, as well as students; this category is divided into administrative and managerial production personnel. Non-industrial personnel - workers employed in transport sector, housing and communal services, in the field social security and other non-production departments.

Another approach involves dividing personnel, depending on the functions performed, into managers, specialists and performers.

Managers(managers, managers) - persons who are officially entrusted with the functions of managing an enterprise, including managing resources, developing strategy and tactics for its development, ensuring the implementation strategic plans, current tasks and the main goal. Leaders are divided into: senior managers: chairman of the board of directors, president and vice president, members of the board of directors and other categories of managers who determine general policy and enterprise development strategy; middle managers: directors, deputies and other heads production units and functional services of the enterprise; lower level managers: heads of workshops, production sites, heads of departments, sectors and services in the functional management bodies of the enterprise.

Specialist - a person engaged in a professionally defined type of activity: employees of scientific, design, technological, economic and other services of the enterprise (engineers, technologists, economists, etc.). They do not make independent decisions, but provide executives and managers with the materials, calculations, recommendations and other production information necessary for decision-making.

Performers carry out basic production tasks and decisions made by managers, etc. (main and auxiliary workers, accountants, sales agents, draftsmen, office clerks, etc.).

In planning it is customary to consider personnel structure enterprises, i.e. the relationship between individual categories of workers.

Personnel planning includes determining the number and structure of employees, calculating current and additional personnel needs, analyzing the use of personnel, assessing the balance of working time, etc.

The purpose of personnel planning is This is the determination of the rational need of the enterprise for personnel and ensuring its effective use in the planned period of time.

Planning the personnel requirements of an enterprise can be:

? strategic - a strategy for the development of human resources is being developed, the need for these resources for the long term is determined;
? tactical And operational - the enterprise's need for personnel for a specific period is analyzed, which depends on indicators of staff turnover, retirement, maternity leave, layoffs, etc.

Staffing requirements may be quality(need for numbers by categories, professions, specialties and levels qualification requirements) And quantitative(personnel needs without taking into account qualification requirements and characteristics of the enterprise).

Main stages of developing a labor and personnel plan. analysis of the implementation of the labor plan for the previous period (an analysis of the enterprise’s supply of personnel is carried out and an assessment of the effectiveness of its use); calculation of planned labor productivity indicators; planning the labor intensity of the production program; determination of the planned balance of working time; calculation of planned personnel requirements, including its structure and movement; personnel development planning (training).

Three main groups are known methods for planning personnel requirements.

1. Total demand, planned in terms of sales per employee, profit before taxes, added value (used in production).
2. Demand by category, planned according to the time of completion and volume of work (in terms of labor intensity), service standards, number of jobs, staffing.
3. Additional demand planned in connection with the expansion of production and the need to compensate retiring workers.

In the planning process, it is customary to distinguish between the list and attendance numbers of workers.

Turnout determine when planning the number of workers, i.e. This composition includes workers who must report to work every day to ensure the normal progress of production.

To the payroll All employees included in the group of industrial production personnel of the enterprise are included, including those on vacation, absent due to illness, on a business trip, etc.

The payroll is constantly changing, so it is customary to determine average number of employees is the arithmetic mean.

You can correlate turnout and payroll numbers using a special coefficient, which characterizes the ratio of turnout and average payroll numbers in the reporting period or the ratio of nominal working hours to useful ones in the planning period.

Methods for calculating the number of workers depend on their performance of regulated or non-standardized work. In practice, two complementary methods are used: according to labor intensity standards and equipment maintenance standards. Calculation number of main workers on payroll(P) by labor intensity standards is determined by formula (12.1):

Where: N(- production program in kind;

F d - actual fund of time in a year;

Тр - labor intensity of production volume;

t is the planned labor intensity of a unit of production;

T - number of types of work performed by a group of workers.

Number of production piece workers(P) for each type of work (machining, stamping, welding, assembly, etc.) is determined by formula (12.2):

Where: t- labor intensity of the production program for this species work (in standard hours);

TO - coefficient of compliance with standards (1.05 - 1.15);

F p r is the useful time fund of one worker per year.

The useful fund can be determined by formula (12.3):

where: D - number of working days per year;

T cm - number of working hours per shift;

/S c n - coefficient of loss of working time for full-day work

absences (vacations, illness, childbirth, etc.). Usually _K tsn = 0.1 - 0.15;

K p- loss coefficient for intra-shift downtime.

Number of temporary workers and auxiliary workers is established according to staffing schedules, which show the number of people present, which is determined by the number of jobs in accordance with production technology, service standards and work shifts.

Number of support workers determined by service standards or the availability of jobs (for example, as the ratio of the labor intensity of service to the useful working time of one worker).

Number of members of the RCC (leaders, specialists, employees) carried out in accordance with the approved management structure of the enterprise and the developed staffing table.

When planning the needs of other categories of industrial production personnel of the enterprise, only their payroll composition is determined. It is not customary to allocate attendance, since workers in these categories can perform the functions of absent specialists. To date, when calculating their numbers, enlarged or simplified methods have been used.

Also, planning the number of different categories of personnel can be carried out by integrated methods or economic and mathematical dependencies. Based on the developed models and formulas, the needs of management personnel are calculated for all functions performed in production by specialists of various categories.

Planning of personnel requirements ends with the identification of additional needs and sources of its provision. Additional need in workers of various categories consists of an increase in the required number in connection with the expansion of production volumes, as well as compensation for the retirement or attrition of enterprise employees under the influence of natural and social factors. At an enterprise, the additional need for personnel of one category or another (Additional) can most simply be represented by the difference between the planned (current) and actual number. At the same time, the normal loss of workers is taken into account (retirement, conscription into the army, etc.) (formula (12.4):

where: Chf - actual number personnel at the beginning of the planned year; Ch sp - headcount;

H*® - the planned percentage of staff attrition per year.

Sources of covering additional needs can be both external (filling vacancies from outside) and internal (filling vacancies by employees of the enterprise itself: promotion - vertical movement of personnel; rotation - horizontal movement of personnel).

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

For proper planning of human resources, it is advisable to take into account the following factors:
- What is the state of the economy and the financial condition of the company in the current period?
- Personnel movement (plans regarding dismissal, maternity leave, retirement, layoffs, etc.).
- State policy (legislation, tax regime, social insurance, etc.);
- The situation on the market, in particular among competitors.
- The level of wages in the company.
- Strategic objectives and business plans of the company;

Staffing needs assessment

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

Types of personnel requirements planning

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

How to plan staffing needs?

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

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

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Introduction

Conclusion

Introduction

An integral part of the entire management and production policy of the enterprise, aimed at achieving its goals and objectives, is the personnel policy. It is within the framework personnel policy the basic principles, methods, means and forms of influence on the interests, behavior and activities of employees are formed in order to maximize the use of their intellectual, physical and creative potential when performing labor functions at each specific enterprise.

At the same time, the third most important place after the organization’s development strategy (1) and the formation of the organization’s personnel policy (2) in the personnel management system is occupied by personnel planning. The initial step in the workforce planning process is planning personnel requirements. Planning for personnel requirements is a whole system of activities that are carried out with a specific goal: to have specialists with the required qualifications in the right place and at the right time to perform a certain job. The main objectives of such planning can be called:

Providing the company by human resourses within the given time frame (preferably, minimizing all costs);

Organization efficient work on recruitment and training of personnel.

Theoretical basis, established in conceptual approaches to personnel management, including personnel planning, are considered in the works of T.Yu. Bazarova, B.L. M.I. Bukhalkov, Eremina, A.Ya. Kibanova, E.B. Morgunova, V.I. Starodubova and others.

The purpose of this work: to study the features of planning the personnel requirements of an organization.

In this case, it is necessary to solve the following problems:

Study the features of planning personnel requirements;

Explore methods for planning personnel requirements.

The work consists of an introduction, two main chapters, a conclusion and a list of references.

1. Features of planning personnel requirements

1.1 The concept and essence of personnel requirements planning

Planning for personnel requirements is one of the most important areas of personnel planning and is defined as the process of providing an enterprise with the necessary number of qualified personnel for a certain period. Organizational personnel management. Textbook / Ed. AND I. Kibanova. - M.: Infra-M, 2012. - P. 261. As can be seen from the definition, a distinction is made between qualitative and quantitative personnel needs. These types of needs in the practice of personnel planning are calculated in unity and interconnection.

The main task of personnel planning is to provide the organization with the required level of personnel at the right time in the right quantity.

The goals of planning the organization's personnel requirements are:

Attract the right quality and quantity of employees to the company;

Effectively use the organization's staff;

Anticipating or minimizing the consequences of problems caused by excess or shortage of required personnel.

Planning for personnel requirements should be carried out at all stages of intra-company planning, since, firstly, the need for personnel directly depends on the strategic plans of the enterprise, and, secondly, the personnel situation influences the formation of the enterprise's plans.

The main tasks of personnel planning include: Antropov V.A. Planning of personnel requirements at the enterprise. Educational and methodological manual/ V.A. Antropov, A.P. Makaridina, K.A. Zavyalova. - Ekaterinburg: UNUPS, 2010. - P. 15.

1) creation of a healthy and efficient labor collective capable of fulfilling the goals outlined in the strategic development plan;

2) formation of an optimal gender, age and qualification structure of the workforce;

3) maintaining the appropriate strategic goals personnel qualification level;

4) increasing productivity and quality of labor;

5) optimization of funds for staff maintenance, etc.

Figure 1 clearly shows the role and place of the personnel planning system in the intra-company planning system. Ilyin A.I. Enterprise planning: Textbook / A.I. Ilyin. - Mn.: New knowledge, 2010. - P. 38.

Figure 1 - The role of planning personnel requirements in the system

intra-company planning

Requirements for personnel planning - the number and quality of personnel must be calculated in such a way as to ensure the long-term fulfillment of the enterprise's objectives.

1.2 Types and factors of personnel planning

There are the following types of planning (Figure 1).

Table 1 - Types of staffing requirements planning

Strategic	Planning for a period of 3-10 years. It is based on the long-term strategy of the enterprise and is an element of the organization’s personnel management strategy. Focuses on taking into account the influence of various factors (external and internal)
Tactical	Planning for a period of 1 to 3 years. Involves identifying problems that impede the implementation of the personnel management strategy and organizing various actions to solve these problems. Focuses on setting specific goals and planning specific activities aimed at achieving goals
Operational	Planning for up to 1 year (month, quarter). Focused on achieving individual operational goals (recruitment, training, adaptation, certification, etc.). Involves a detailed action plan for HRMS employees (weekly, daily), coordination of the volume of required resources, etc.

Factors to consider when planning personnel: Miroshnichenko A.N. Human resource management of an organization: Planning of personnel needs / A.N. Miroshnichenko. - M.: MIEP, 2012. - P. 39.

1) Staffing:

Number of staff units;

Vacancies by department;

Employee data: additional skills, career plans, etc.

2) Personnel policy regarding personnel:

Orientation to attract specialists or to train their own;

Orientation towards retaining or attracting personnel, etc.

3) HR strategy:

Staffing needs in departments;

Sources of meeting the needs for personnel;

Ways to meet staffing needs, etc.

4) Percentage of staff turnover in all departments (average for each department). Causes of turnover: factors of personnel demotivation; leadership behavior; suitability of the position (competency level);

5) Amount of staff remuneration and other material components:

Competitiveness of the compensation package in the labor market;

motivating factors.

1.3 Types of personnel needs

Personnel needs are usually determined by characteristics: Antropov V.A. Planning of personnel requirements at the enterprise. Educational manual / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Ekaterinburg: UNUPS, 2010. - S. 25.

Qualitative need is the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. It is determined on the basis of the system of goals of the enterprise; organizational structure; professional and qualification division of works recorded in the production and technical documentation for the workflow; requirements for the positions enshrined in job descriptions; staffing table, which records the composition of positions; Various organizational and managerial processes are regulated, highlighting the requirements for the professional and qualification composition of performers. The calculation of quality needs by profession, specialty, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality need. The total need for personnel is found by summing the quantitative needs according to individual qualitative criteria.

For example, in order to sell more units of a product, it is not always necessary to increase the number of sellers. In addition, we must remember that as sales volume expands, the load increases not only on the commercial division;

Quantitative need is the need for personnel without taking into account the qualification requirements and characteristics of the organization. The quantitative need for personnel is planned by determining its estimated number and comparing it with the actual supply for a certain planning period. Quantitative personnel requirements - a forecast of the number of personnel required to achieve the short-term and long-term goals of the organization. 13. p. 260 It can be illustrated with the following example: with an increase in sales by 20% and maintaining existing profitability, the company is expected to expand its staff by 15-30% (depending on the type of organization).

In this case, the general and additional personnel requirements are determined:

Total requirement - the entire number of personnel that the enterprise needs to complete the planned amount of work;

Additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise.

1.4 Stages of planning personnel requirements

The personnel planning process is subordinated to the task of implementation by the enterprise overall strategy. Conventionally, the following main stages of planning can be distinguished (Table 2).

Table 2 - Stages of planning personnel requirements

Defining strategic goals	Based on the organization’s strategic plans, specific quantitative goals of the enterprise as a whole and all divisions in particular are determined
Statement of personnel problem	Various parameters of the requirements for personnel of enterprises are determined, taking into account their planned reorganization and optimization. The composition of enterprise personnel involves quantitative and qualitative parameterization of the composition of departments
Assessment of the organization's human resources	There is an assessment of human resources: Assessment of the state of available resources (quantity, quality, labor productivity, turnover, merit, competence, workload and); Evaluation of external sources (employees of other enterprises, graduates of educational institutions, students); Assessment of compliance with requirements and resources (currently and in the future); Estimation of resources required for various options for solving personnel problems
Developing action plans to achieve desired results	Determination of various options for solving personnel problems, taking into account available resources (training, selection, use of external or internal sources of personnel, etc.); Assessing the complexity and resource intensity of each option; Choice optimal option solving the personnel problem; Development of an action plan to solve the personnel problem

Each of them requires information that the personnel manager receives from the heads of departments that need new employees. By combining all the data and understanding the overall picture of the need for staff, the manager can go directly to planning.

So, the first stage of personnel planning involves the implementation strategic planning activities of the entire enterprise. In progress strategic management great attention should be paid to the problems of analyzing external and internal environment at the enterprise.

Table 3 shows the main factors influencing the need for personnel in an organization. Shkatulla V.I. Handbook for HR Manager / V.I. Scatulla. - M.: NORMA, 2001 - 560 p. Well-organized statistics are important here:

Structure and dynamics work force organizations by categories of employees (production, non-production, administrative personnel);

Age and educational structure of personnel;

Staff turnover;

labor costs;

Personnel qualifications and vocational training statistics.

Table 3 - Main factors influencing the need for personnel

Intraorganizational factors	External factors
1. Goals (strategic objectives, business plans): Release of new products; Development of new markets; Liquidation of certain market segments.	1. State of the economy as a whole: Economic growth rate; Inflation rate; Unemployment rate; The situation in the labor market.
2. Personnel movement: Dismissals at your own request; Retirements; Maternity leave; Temporary disability;	2. Political changes: Changes to the Labor Code; Tax regime; Social insurance system.
3. Financial condition, traditions.	1. Development of equipment and technology.
	4. Competition and market dynamics

At this stage, it is imperative to constantly compare external and internal factors and understand that what is a strength today can become a weakness of the enterprise tomorrow and vice versa. In addition, any organization that wants to succeed in its activities must constantly “keep its finger on the pulse” of everything new and promising, i.e. it is necessary to constantly monitor the technical, social and economic components scientifically technical progress and identify those factors that can have a positive impact on the functioning of the organization in the future.

Looking into the future, an enterprise will be able to create a system today that will allow it to work most effectively now to achieve long-term goals. Ilyin A.I. Enterprise planning: Textbook / A.I. Ilyin. - Mn.: New knowledge, 2010. - 635 p.

The second stage is associated with determining the internal labor potential of the company. An analysis of the specific needs of the organization is carried out (when, how many, what qualifications of workers will be required for the planned period). The basis is detailed perspective plan development of the organization. It is at this stage that the qualitative and quantitative composition of personnel is predicted for a certain future.

At the third stage, the company determines the need for additional personnel, the required level of qualifications, as well as the need to develop its personnel potential through training and advanced training. An analysis is carried out of the possibilities of meeting the specific needs of the organization through existing staff. Knowing its trends and development prospects and, in connection with this, the additional need for personnel, the enterprise proceeds to an important stage: planning activities to meet the need for personnel.

At the fourth stage, a decision is made on the need to attract additional resources, meet the future needs of the organization at the expense of existing personnel, or partially reduce personnel.

The personnel planning process can be represented as the following diagram (Figure 2).

Figure 2 - Stages of planning personnel requirements

However, not all enterprises implement this planning mechanism. Quite often at enterprises a situation arises when some stages are skipped, or their role in the planning process is formal. This leads to the fact that planning results cannot guarantee satisfaction of the real need for personnel, and therefore the success of the enterprise in the long term.

Thus, personnel planning at an enterprise is the process of matching the need for personnel and its availability (quantitative and qualitative) through hiring, training or dismissal.

2. Methods for planning personnel requirements

Methods for calculating personnel requirements - methods for determining the planned number of personnel of an organization or its division. When determining overall staffing requirements modern organizations They use various methods, from very simple to extremely complex, the choice of which depends on the availability of the necessary resources at the enterprise (financial, time, information), the specifics of the company’s activities, as well as the level of qualifications of the specialist carrying out the planning.

Let's consider the methods used to calculate personnel requirements. Ivankina L.I. Personnel Management: tutorial/ L.I. Ivankina. - Tomsk: TPU, 2012. - 190 p.

Labor intensity method (photo of the workplace). The HR manager makes a list of the employee's tasks and then records the time for their completion. A labor standards specialist records the time taken to solve production problems (or actions, procedures, operations, etc.). A list of tasks and operations must first be developed. The result is the average time it takes to complete a job. It is assumed that as a result of such an analysis, labor costs for solving production problems will be obtained, operations performed will be optimized, and it will be calculated how many employees and what qualifications are required to perform certain tasks. The result of such a study is the determination of the feasibility of certain operations, as well as their significance. You may have to abandon some of them in favor of more important ones, or even go down the path of staff reduction, combining the duties of several employees and shifting them to one staff unit.

Calculation method based on service standards. This method is partially similar to the labor intensity method. Service standards are set out in various GOSTs, SNiPs and SanPiNs (appropriate for each industry). This method allows the personnel manager, knowing the production standards and planned production volumes, to easily calculate the number of required personnel. For example, on clothing production where jackets are made, seamstresses from three qualification categories. It is necessary to take photographs of the working day of seamstresses of each qualification and derive the average value of the required number of employees. Taking into account data on the volume of production (600 jackets per month; sewing time for one product is 20 hours) and an 8-hour working day with a five-day working week, the personnel manager can calculate the number of seamstresses required in production:

(20 hours x 600 jackets): (8 hours x 22 working days) = 68 seamstresses.

Both of the above methods are effective in calculating the need for production and maintenance personnel.

Method of expert assessments. The source of data on labor costs to perform certain professional tasks is the opinion of experts, usually managers. The method is based on the intuition of these people and their professional experience. This method is subject to subjective factors.

Quite popular among professional workers personnel services and departments using the Delphi method, which consists of a written exchange of opinions between them and experts based on a specially developed questionnaire. Includes expert and group methods. First, many independent experts are surveyed, and then the survey results are analyzed in group discussions and appropriate decisions are made.

Extrapolation method. When using this method, the existing one is transferred to this moment situation in the company for the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for short term and stable companies. For example, a company engaged in wholesale food products, had 5 commercial agents with a sales volume of 5,000 thousand dollars. Next year, the company intends to reach a sales volume of 7,000 thousand dollars. Therefore, she will need 7 commercial agents (sales volume per 1 agent is 100 thousand dollars). planning need staff

Adjusted extrapolation. The method is used when all external factors determining the need for personnel, such as rising prices, popularity of the industry, government policy, possible changes in the financial situation, labor productivity, changes in the local labor market, etc.

Group assessment method. In this case, groups are formed that jointly identify problems or problems that need to be solved and jointly propose solutions. When determining the planned number of personnel, this method is good for its ability to take into account many factors influencing the solution of personnel problems and the involvement of line managers in personnel management processes.

Computer model of personnel planning. Creation of a mathematical model of personnel movement in the organization and taking into account key factors (variables). The model allows you to understand how to act in various situations and predict these situations. The use of computer models allows the simultaneous use of various forecasting methods, which significantly increases the accuracy of forecasts.

When planning staffing needs, it is necessary to take into account staff turnover. To more accurately determine its standards, you need to keep in mind all the features of the business, as well as the number of people who may not pass certification, the natural departure of employees from the company (for example, retirement or maternity leave), seasonality (the number of layoffs may depend on the time of year) . Different departments of the same enterprise may have their own turnover rate. For example, for sales representative The average period of work in an organization is 1.5-2 years. For production workers and managers, the period of efficiency can last for years, so their turnover rate is less than 5-10%. According to some sources, turnover in production sector equal to 10% on average. If the company is actively developing and there is a massive hiring of personnel, then this figure increases to 20%. In retail and insurers, a staff turnover rate of 30% is considered natural. And in the hotel and restaurant business, even 80% is the norm.

If the company's management expresses dissatisfaction with the qualifications of subordinates, then, most likely, in the coming year, employees will have such a procedure as assessment or certification. Accordingly, when planning the need for personnel, it is necessary to take into account not only the level of turnover (based on the data of the past year), but also the likelihood of leaving a certain number of employees. For example, the number of staff of the company according to the staffing table is 100 people. As of December 1, there were 90 employees, 10 vacancies, staff turnover - 20%, i.e. 20 people. Let's assume that another 10% - 10 employees - will “disappear”*. It turns out that even to maintain the existing number, you need to recruit 40 people (10+20+10). If sales are expected to increase by 20% (and the number of staff to increase by 10-30%), then at least 10 more people are needed. Consequently, in the planned year it is necessary to hire 50 employees, which is 50% of the current number in accordance with the staffing table.

Based on the planned need for personnel, ways and sources of covering it are selected. Most often, companies take a proactive approach, i.e. methods of hiring employees in which the organization:

Recruits workers directly from educational institutions;

Submits applications for vacancies to local and interregional centers employment (labor exchange);

Uses the services of personnel consultants and specialized intermediary recruitment firms;

Recruits newcomers through its employees.

Sources for covering staffing needs can be:

External - educational establishments, commercial training centers, intermediary recruitment firms, employment centers, professional associations and associations, free market labor;

Internal - own sources.

Conclusion

Personnel planning, as one of the most important functions of personnel management, consists of the quantitative, qualitative, temporal and spatial determination of the personnel needs that are necessary to achieve the goals of the organization. The purpose of determining personnel requirements is to establish the quantity necessary for employees to reliably perform their official and professional duties.

Planning for personnel needs can be current and long-term. In both cases, the personnel requirement plan is formed in three main directions: the need for the planned volume of production or services (under the conditions of a given or changing technology) taking into account the existing number of employees; covering the expected (planned) departure of personnel; coverage for unscheduled staff departures.

During strategic (long-term) planning, a program is drawn up to identify the potential of specialists, necessary for the enterprise in future. A strategy for the development of human resources is being developed and the need for them in the future is determined. In tactical (situational) planning, the company's need for personnel for a specific period (month, quarter) is analyzed. It depends on staff turnover rates at a given time, the number of retirements, maternity leaves, layoffs, etc. In this case, among other things, it is necessary to take into account market dynamics and competition in the industry, the level of remuneration, the internal culture of the organization, the stage of development of the company, etc.

The dynamics of personnel demand is influenced by many factors, some of them can be easily planned, while some factors can be predicted with a greater or lesser degree of probability.

Determining the need for personnel comes down to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number for a certain time period. A variety of methods are used to determine personnel requirements.

List of sources used

Antropov V.A. Planning of personnel requirements at the enterprise. Educational manual / V.A. Antropov, A.P. Makaridina, K.A. Zavyalova. - Ekaterinburg: UNUPS, 2010. - 84 p.

Vesnin V.R. Management / V.R. Vesnin. - M.: Finance and Statistics, 2010. - 504 p.

Durakova I.B. Personnel Management. Textbook / I.B. Durakova. - M.: Infra-M, 2009. - 569 p.

Ivankina L.I. Personnel management: textbook / L.I. Ivankina. - Tomsk: TPU, 2012. - 190 p.

Ilyin A.I. Enterprise planning: Textbook / A.I. Ilyin. - Mn.: New knowledge, 2010. - 700 p.

Miroshnichenko A.N. Human resource management of an organization: Planning of personnel needs / A.N. Miroshnichenko. - M.: MIEP, 2012. - 129 p.

Organizational personnel management. Textbook / Ed. AND I. Kibanova. - M.: Infra-M, 2012. - 638 p.

Shkatulla V.I. Handbook for HR Manager / V.I. Scatulla. - M.: NORMA, 2001 - 560 p.

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From the article you will learn:

Why is staffing planning necessary?

Personnel planning is part of the overall process. It consists of compiling a list of specialists that the organization needs in the near future for strategic development.

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Planning and forecasting personnel needs is necessary to provide the company with personnel while minimizing costs. The procedure facilitates the process of staffing the company with the required number of employees with appropriate qualifications. At the same time, the search for employees for new positions is carried out both within the organization and on the labor market.

Methods and types of personnel requirements planning

Assessment of personnel needs can be qualitative and quantitative. Use both methods to avoid making mistakes in your calculations. It is not advisable to hire more employees than required, since in this case financial costs will increase.

Quantitative personnel assessment determines the need in numerical terms, without taking into account the characteristics of the organization and qualification requirements. To understand how many vacant positions need to be filled in the near future, analyze the company’s organizational structure and study marketing plans.

Qualitative assessment answers the question “who to hire.” This is a complex forecast, since they take into account the category, specialty, profession, level of qualification requirements, value orientations of the employee, and level of education. Consider additional skills and abilities.

Types of personnel requirements planning:

Strategic or long-term- plans are drawn up for the next 5 years or more. Prepare a program for staff selection that will be needed in the future, not now. But take into account the current situation, as this will allow you to reconsider the company's actions in a few years.
Tactical or situational planning is needed to analyze personnel needs for the coming period. Rely on current frame movement indicators. All about urgent need in the staff read in the book “Searching and assessing line personnel: Increasing efficiency and reducing costs” V " Personnel System».

Build a picture of staffing needs by examining long-term and short-term plans. Use unofficial information as well. The main thing is that they were received from the first persons. Find out whether management plans to open new branches or expand existing units. Pay attention to whether the manager is satisfied with the qualifications of the staff, review plans for new products. Only after that choose methods for predicting the need for personnel.

Planning and forecasting the organization's personnel needs is based on:

personnel situation - it is received from the accounting department, from the heads of departments;
documentation that records information on changes in sales volumes of goods and services compared to the previous period;
staffing, staff turnover situations in all divisions.

If you take into account all the nuances, this will ensure organization staff, capable of solving problems and forming alternative approaches to them. The staff will have the required level of qualifications and take an active part in the activities of the company. Remember to review the system to improve planning and forecasting of staffing needs.

Stages of planning personnel requirements

There are several stages of planning personnel requirements:

Determining the type of need for specialists.
Definition of planning goals.
Determining types of planning for employee requirements.
Definition of planning methods.

Schemeplanning staffing needs include:

Drawing up a program of activities to attract employees.
Development of methods for their evaluation.
Assessment of financial costs.
Evaluation of job applicants.
Drawing up a program of activities for the education and training of company personnel.
Estimating training costs.

The data for determining the number of employees is the company's production program, standards, projected growth in labor productivity, work structure.

The total need for workers (H) is determined by the formula:

H = Op / V,

where Op is the volume of production, and B is the output per employee.

Make specific calculations separately by category. When calculating take into account the number of piece workers:

labor intensity of production;
level of standards fulfilled for the period;
working time fund.

When planning additional staffing needs(temporary workers) consider:

assigned service areas;
complexity of tasks;
population norms employees;
working time fund.

When calculating number of students take into account:

need for training;
planned terms of training or advanced training;
service personnel, fire guards.

Assign workforce planning and assessment of personnel needs to the organization's managers. All managers who are responsible for structural units. If there are no plans to expand production, and the existing staff can cope with the tasks, there is no need to hire employees in the short term. But this does not mean that you should not work on drawing up long-term plans based on the company's strategy, since forecasting staffing needs allows you to expand the organization's staff in a timely manner.

Involve third-party specialists if personnel planning and determining personnel needs is not possible on your own. After a detailed analysis current situation, development dynamics, you will be presented with a short-term or long-term plan. You will save time on its preparation, while the likelihood of errors will be minimized.