Report on the pre-diploma practice of the personnel manager. General characteristics of T.S.V. Transcompany LLC. Conclusions on the analytical part

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Organization details

1. Legal name ____ Euroset Retail LLC ________________

2. Location

3. Head of an enterprise (organization):

4. Head of practice from the enterprise (organization):

(full name, position)

5. Head of practice from the university:

(full name, position)

Goals and objectives of the practice

The purpose of the internship is for each of us to consolidate the theoretical knowledge gained in the study of courses related to personnel management. Development and accumulation of skills to analyze the improvement of the organization of the personnel management system.

The objectives of this practice is to develop skills for independent planning professional activity, selection of methods and technologies, evaluation of the effectiveness of the work of personnel management services;

Brief description of the enterprise and the work team

What associations does the word Euroset evoke? It is true that much has been devoted to this in the history of the Euroset. Suffice it to say that the salons of the company literally surrounds us everywhere, even walking down the city street on a quiet pleasant evening. But what am I? - let's go back to the history of the founding of a cellular retailer.

The foundation was laid in 1997. On April 2 of this year, Evgeny Chichvarkin and Timur Artemiev registered their first company - OOO " Trading house Euroset. Today, Euroset is literally everywhere: more than 7,800 communication stores in Russia and the CIS countries. In Europe, the company operates under the Techmarket trademark, which a little earlier competed with Euroset itself. And in 2008, the owner of the Euroset changed, Alexander Mamut became the new one, who bought the entire company from Chichvarkin and Artemyev. Later, Beeline acquired a stake in Euroset - it owns 49% of Euroset. Euroset appeared in the city of Belgorod in September 2004 and has been developing in our city since that time. To date, in Belgorod and the Belgorod region, the total number of 29 communication salons.____________________

The team is very friendly. Everyone is trying to help and support you. Because they understand that it is always difficult to adapt to a new team.

Organizational structure of the enterprise (organization)[*]

Individual work plan of the student during practice[*]

		study
	Visual (within the limits of necessary) familiarization with the organization, internal labor regulations, briefing on labor protection and safety

	Analysis of the number of personnel, its structure, dynamics, use of working time: Study of the use of working time in the organization; Study of the dynamics of the number of personnel, analysis of the release of employees of the organization.
	Study and analysis of documents characterizing the personnel management system: Studying the organizational structure of the organization's personnel management system; Analysis of the functional division of labor in the organization; The study of job descriptions of employees of the organization.
	Studying the system of hiring, selecting, hiring and firing workers
	Studying the organization of adaptation of new employees
	Study of the personnel training system
	Studying the organization and planning of a business career
	Studying the system for conducting periodic certification of employees of the organization
	The study of the forms and systems of remuneration of personnel used in the organization
	Studying the plan social development staff of the organization

Individual work plan of the student during practice

		Lead time
	Selection and development of a model for assessing the effectiveness of the personnel service
	Documentary (structure) and visual (to the extent necessary) familiarization with the organization, internal labor regulations, briefing on labor protection and safety
	Fulfillment of the goals and objectives of the practice in the personnel management service
	Preparation and execution of a report, practice diary and characteristics
	Submission of a practice report, practice diary for registration to the laboratory assistant of the department	"__" ________ 200_
	Protection of the practice report	"__" ________ 200_

Daily work records

Completion mark[*]

Day of week Wednesday____

Visual acquaintance with the organization, internal labor regulations, briefing on labor protection and safety

The office of the LLC Euroset Retail company is located at the address: Belgorod, st., Nagornaya, 25

All employees of the office must comply with the internal regulations of labor discipline.

All newcomers to work, as well as business travelers and students who have arrived for practice, must undergo an introductory briefing.

Before the first admission to work, for all those accepted into the organization (including students who arrived for practice), an initial briefing is carried out.

Performed

Day of the week_____Thursday____________ ___

Number "_2_" __________ December ____ 2010

Acquaintance with the type of activity of the organization, analysis of the financial situation

The type of activity of Euroset Center LLC is trade in non-food products, in particular, retail trade in mobile and portable equipment, as well as components and accessories for them. Euroset remains the leader in sales among cellular retailers in the Chernozem region

Performed

Daily work records

Completion mark[*]

Day of the week____Friday_____________

Number "_3_" ______ December ____ 2010

1. Levakhin.S.N., executive director, higher education,33 years old, work experience - 9 years.

2. Lavrenova O.V., regional director, incomplete higher education, 23 years old, work experience - 4 years

3. Prosov. S.V., security specialist, higher education, 41 years old, work experience - 4 years

4. Astashenko.Yu.N, credit controller, higher education, 32 years old, work experience – 4 years

5. Fedorova E.I. Manager of work with people, 27 years old, higher education, work experience - 2 years

Performed

Day of the week______Monday_______ _

Number "_6_" _______ December ______ 2010

The objectives of this practice are to develop skills for independent planning of professional activities, selection of methods and technologies, evaluation of the effectiveness of the work of personnel management services;
The study of documents and materials to ensure economic security organization, keeping trade secrets.
Studying the experience and practical skills of line and functional personnel management available in the organization.

1. Diary of a manager's work experience, student

Diary of an internship for a student of the Faculty of Economics at ZASO Agrofirm "Chernomorets"

Day month Year	Location and summary study question of the practice program	Analysis, conclusions and comments of the student on the issue under study	Superintendent's remark and assessment of the student's work (signature)

	Office of the agricultural company, agricultural department, planning department. The study of the natural and economic conditions of the economy, its size, structure and specialization.	The territory of the economy and its lands is located on the plains, which contributes to the favorable management of the economy.
	Planning department of the agricultural company, Analysis of the production and financial activities of the organization.	The number of non-current and current assets by the end of 2009 increased, net and gross income also increased.	There are no comments. The work was done excellently.
	Financial department.	Detailed consideration and familiarization with the methodology for implementing the business plan of the enterprise.	There are no comments. The work was done excellently.
	Financial department. A brief analysis of the implementation of the business plan for the previous year.	Analysis of the business plan for the previous year.	There are no comments. The work was done excellently.
		Consideration of general remarks of the business plan (purpose, typology).	There are no comments. The work was done excellently.
	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	A brief review of the sections of the business plan.	There are no comments. The work was done excellently.
	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	Consideration of the summary of the enterprise.	There are no comments. The work was done excellently.
	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	Analysis of the state of the branches of the economy.	There are no comments. The work was done excellently.
	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	Analysis of the market, its structure and features.	There are no comments. The work was done excellently.

	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	The study of production, organizational and financial plan enterprises.	There are no comments. The work was done excellently.
	Financial department, planning department. The methodology for compiling and the main indicators of the business plan for the current year.	Legal support of activities and risk assessment and insurance of the economy.	There are no comments. The work was done excellently.
		Consideration of the essence and main functions of the strategic plan of the enterprise.	There are no comments. The work was done excellently.
	Financial department, planning department, accounting department. The methodology for compiling and the main indicators of a long-term strategic plan for the development of an enterprise (industry).	Familiarization with the methodology for compiling, structure and content of the strategic plan of the economy.	There are no comments. The work was done excellently.
	Financial department, planning department, accounting department. The methodology for compiling and the main indicators of a long-term strategic plan for the development of an enterprise (industry).	Formation of conclusions and conclusions regarding this strategic plan for the development of the enterprise.	There are no comments. The work was done excellently.
	Financial department.	Consideration of the essence and basic principles of self-supporting tasks.	There are no comments. The work was done excellently.
	Financial department. Methodology for compiling self-supporting assignments.	Consideration of the main indicators of self-supporting assignments and the methodology for their compilation.	There are no comments. The work was done excellently.
	Financial department, accounting.	Organization of accounting of wages at the enterprise.	There are no comments. The work was done excellently.
	Financial department, accounting. Organization of labor and wages in industries and intra-economic units.	Studying the compilation technique wages.	There are no comments. The work was done excellently.
	Planning department.	Familiarization with the lease agreement.	There are no comments. The work was done excellently.

	Planning department. Drafting lease agreements.	The study of the correctness of filling out the lease agreement and the features of the lease-contractual relationship.	There are no comments. The work was done excellently.
	Financial department, accounting.	Studying basic tax calculations.	There are no comments. The work was done excellently.
	Financial department, accounting. Tax calculations and relationships with tax authorities and insurance companies.	Consideration of the relationship of the economy with the tax authorities and insurance organizations.	There are no comments. The work was done excellently.
	Planning department. Marketing service organization.	Studying the state of the economy marketing service.	There are no comments. The work was done excellently.
	Planning department.	Development of the main blocks of the enterprise's market strategy.	There are no comments. The work was done excellently.

The head of the practice from the enterprise and the student - trainee sign the diary of the manager's work practice.
Management Practice Schedule

2. Diary of manager's practice

Faculty of Economics. Department of Economics.

Diary of an internship in the specialty "management of organizations" of a student of the "economic" faculty at a large enterprise.

Place of internship		Comments and suggestions
Main office	Studied the structure of Krymskaya Niva LLC, got acquainted with the leaders structural divisions enterprises - managers of departments, chief accountant, chief agronomist, head of personnel department and chief economist.	Leaders, in my opinion, are sociable and kind people.
Main office	The company rents service premises, where the offices of the director of the enterprise, the accounting department and the personnel department are located. My workplace equipped with a computer desk where a computer is installed. The accountant of the enterprise showed and told me which accounting programs are installed to serve the process accounting at the enterprise.	The office is not spacious enough. Computers should be replaced with more modern ones.
Main office	Acquainted with the Charter of the enterprise. Certificate of state registration and Certificate from the Unified State Register of Enterprises and Organizations of Ukraine. Studied the activities of Krymskaya Niva LLC, the composition of the founders of the enterprise, the responsibility of the participants in the company, the rights and obligations of the company and its participants, the composition authorized fund enterprise, got acquainted with the management bodies of the company and its officials, the procedure for distributing profits received from financial and economic activities.	There are no comments.
Human Resources Department	Studied the work of the personnel department of the enterprise. I got acquainted with the job descriptions of the employees of the enterprise, the procedure for their preparation and approval by the director of the enterprise. Participated in the compilation tariff rates for time wages for drivers, tractor drivers and shepherds of the enterprise.	The work in the HR department is stressful, but the employees do it well. There are no comments.
Human Resources Department	He took part in the execution of orders for the employment of seasonal workers, who were accepted for work on the harvesting of grain crops. I got acquainted with the procedure for filling out applications for employment, drawing up orders, making entries in work books.	There are no comments.
Human Resources Department	I got acquainted with the personal files of the employees of the enterprise. As necessary, I replaced old photocopies of documents, reissued registration cards of employees of the enterprise due to wear and tear.	There are no comments.
Human Resources Department	I got acquainted with the operation of the enterprise access system. Got to know the work electronic program"Avers-frames" - instructions for conducting personnel records management at the enterprise, a set of forms for working with personnel, samples of the correct preparation of orders, certificates, explanatory notes, acts and other documents necessary for conducting personnel records management. I visited with the director and the chief agronomist at harvesting in the village of Zavetnoye and the village of Lugovoe.	The program used in the personnel department is very convenient and easy to learn.
Human Resources Department	Studied the procedure for registration of foreign workers to work in Ukraine. To do this, I visited the regional employment center with the head of the personnel department, and received a list of documents required for registration.	There are no comments.
	They showed me the location of the farm, the pens with animals, the process of feeding and watering the animals. They talked about the process of breeding and veterinary care of animals. An inventory of animals, feed and farm equipment was made in my presence.	The farm is large, well equipped, but more time should be devoted to its cleaning.
Transportation Department	I got acquainted with the transport, administrative and economic departments of the enterprise, the specifics of their work. The head of the transport department showed the equipment available at the enterprise - tractors, seeders, plows, cultivators, harrows and others. They told about their work, the timing of current and major repairs.	There is little transport at the enterprise, but there is the most necessary one, which can perform several jobs.
planning department	Together with the enterprise's economist, he compiled a technical and economic plan for the enterprise's work for the 4th quarter of 2010 and the 1st quarter of 2011, where a list of enterprises and organizations of the agro-industrial complex was determined, supplying Krymskaya Niva LLC with mineral fertilizers, herbicides, the necessary equipment for autumn and spring field work. Together with the chief agronomist of the enterprise, he took part in a meeting of the public board of the district state administration, dedicated to the harvesting work.	There are no comments.
planning department	Studied lease agreements for land plots concluded by Krymskaya Niva LLC with land plot owners, the company's obligations to land plot owners.	There are no comments.
Accounting	Together with the chief accountant of the enterprise, he visited the grain-receiving enterprises of the village. Lenino, the city of Feodosia and the city of Kerch. Studied the process of registering the movement of grain from suppliers to the HPP. I got acquainted with the contracts for the storage and processing of grain. Studied the pricing structure for grain crops.	There are no comments.
Accounting	Assisted in the payroll of the company's employees. Studied the timesheets, the process of payroll based on the submitted timesheets, staffing and tariff scale. I got acquainted with the collective agreement drawn up between the administration and the employees of the enterprise.	There are no comments.
planning department	Studied the contracts concluded between Krymskaya Niva LLC with suppliers and buyers of goods, works and services - the structure of the contract, the main provisions, working conditions and payment for goods, works and services, the system of financial sanctions for failure to comply with the terms of the contract.	There are no comments.
Accounting	Studied the current accounting programs for accounting at the enterprise - "Avers-Accounting", "BEST-ZVIT". In addition, familiarized with the system electronic reporting at the enterprise. Together with the accountant of the enterprise was in tax office, pension fund and social insurance funds on the submission of quarterly reports.	Accounting programs turned out to be very difficult and I could not master them.
Human Resources Department	Compiled a report on the employees of the enterprise for the employment center - available vacancies at the enterprise.	There are no comments.
Human Resources Department	With the head of the personnel department of the enterprise, he made changes to the current vacation schedule for employees of the enterprise.	There are no comments.
Main office	Working with an internship report	There are no comments.
Main office	Completion of the internship report	There are no comments.

Signature of the chief economist student on the manager's practice diary. Date and stamp.

3. Diary of integrated practice in the management of organizations.

Student ________________________________________________________________

Groups ______ course, 20__ - 20__ academic year

Place of internship ____________________________________________

Date of arrival at the place of practice _____________________________________

Date of departure from the place of practice ______________________________________________

Head of practice from the university ______________________________________

Head of practice from the enterprise ________________________________

Simferopol - 2010

1. Individual calendar plan-schedule of comprehensive practice in the management of organizations

Practice Program Study Question	Department name, service	Number of working days

Systemic model of enterprise management
Industry specific features of functional enterprise management
Enterprise personnel management
Management of marketing activities and implementation of commercial functions
Management in the material and technical subsystem of the enterprise
Management in the financial and economic subsystem of the enterprise
Management in the social subsystem of the enterprise
Excursions to the enterprises of the agro-industrial complex

Finish writing the first section, the second - in draft form

Practice leader

(signature) (full name)

Intern student ______________ ________________

(signature) (full name)

	Amount of time spent (hours, days)	Feedback from the head of the organization and signature
Analysis of internal and external environment enterprises
The study of the features of enterprise management, based on the legal form
Characterization and forecasting of the enterprise activity in accordance with the theory of the life cycle
The study of industry-specific features of the functional management of the enterprise
Studying the practice of managing marketing activities at an enterprise, management in the material, technical, financial, economic and social subsystems of an enterprise
Analysis of the competitiveness of the enterprise and justification of ways to improve it
Learning from planning experience innovation activities and development of an innovation strategy at the enterprise

Practice leader

From the enterprise ______________ ________________

(signature) (full name)

4. Diary of the industrial practice of a student of the Faculty of Economics and Management in the specialty "Management of the organization".

Place of internship		Comments and suggestions	Date of completion of the work
GVP "Privetnoe"	Acquaintance with rich history and traditions of GVP "Privetnoye"
GVP "Privetnoe"	Study of the production and financial activities of GVP "Privetnoye"
Economic department	Analysis of the implementation of the GVP "Privetnoye" business plan for the previous year		from 16.01.08 to 17.01.08
Economic department	Studying the methodology for compiling a business plan and its main indicators for the current year in GVP "Privetnoye"		from 18.01.08 to 22.01.08
Economic department	Studying the methodology for compiling and the main indicators of a long-term strategic development plan in GVP "Privetnoye"		from 23.01.08 to 25.01.08
Economic department	Studying the methodology for compiling self-supporting assignments in GVP "Privetnoye"		from 28.01.08 to 29.01.08
Economic department	Study of the organization of labor and wages in industries and on-farm subdivisions in GVP "Privetnoye"		from 30.01.08 to 31.01.08
Economic department	Study of the state of lease and contractual relations of GVP "Privetnoye"		from 01.02.08 to 04.02.08
Economic department	The study of tax calculations and relations with the tax authorities and the insurance service in the GVP "Privetnoe"		from 05.02.08 to 06.02.08
Economic department	Studying the marketing service in GVP "Privetnoe"
Economic department	Learning the basic blocks marketing strategy enterprises

The practice diary in management is signed by the student and the head of the practice.

Manager Practice Diary - 4.6 out of 5 based on 5 votes

Hello dear reader.

This article is divided into the following sections:

How to calculate the days for practice
Then an example of filling out a diary of undergraduate practice
Many items that can be used when filling out a diary
Several important issues at the end of the article

If you don’t want to fill out a pre-graduation practice diary yourself - you can always order it at any student exchange - this is a fairly inexpensive job that will be done for you in a very short time.

To order a practice diary, I can recommend you to use any exchange student work, for example, author24 - simply because there are the most performers: https://author24.ru/

How to fill in the diary of undergraduate (or industrial) practice of an economist? To complete it, you need to follow several steps:

Determine how many days the practice goes in total (This is written in the training manual or in the order for practice, options: 2 weeks, 4 weeks, 8 weeks)
Put the dates in the diary - from the first day to the last (except weekends).
Dates can be viewed using this service:.
That is, for each week in practice, you will have 5 lines in your diary (Monday, Tuesday, Wednesday, Thursday, Friday).
Opposite each day, you will need to write a few tasks that you did. You will get something similar to the picture below. Compliance will be marked by the supervisor. Usually they write the word "done".
If in reality you didn’t exist at all in practice, you will have to come up with points. There should be 3-5 pieces in each cage.

I think you already understand the logic of filling out the diary. What follows is a list of possible items and some important questions.

Getting to know the company as a whole
Acquaintance with the management of the enterprise and with its immediate supervisor
Acquaintance with the head of the practice
Registration of documents on arrival for practice
Signing the order on access to the enterprise
Passing a safety briefing
Familiarization with the provision on trade secrets
Signing trade secret documents
Corporate behavior coaching
Acquaintance with the employees of the organization
Familiarization with the organizational structure of the organization
Drawing up an organizational chart of company management
Familiarity with the activities of the organization as a whole
Evaluation of the scale of the company's work
The history of the creation and development of the enterprise
Drafting brief description enterprises
Acquaintance with the enterprise industry in Russia
The study legal aspects organization activities
The study of legal acts regulating the work of the enterprise
Drawing up a contract for the provision of consulting services to a client of the company
Copying sales contracts and adjusting them for new customers
Answers to phone calls and phone consultations
Acceptance of service requests
Filling out invoices
Filling in receipts
Collection of reports on the operational activities of the organization
Studying the archives of the organization
Copying and filing documents of the organization for archiving
Participation in negotiations with suppliers
Participation in the operational meeting
Reconciliation of settlements with counterparties based on financial statements
Making changes to counterparties in the 1C: Enterprise program
Studying the theory on the topic of work and report
Selection of sources for analysis
Compiling a list of applications
Compilation of a list of references
Preparation of applications with reporting
Compilation of tables with general indicators of the organization
Preparation and analysis of accounting documents
Preparing the Analysis Structure financial condition
Selection of sections for conducting financial status
Examination collected documents for typos and other errors
Assessment of the dynamics and structure of the company's property
Assessment of the dynamics and structure of the company's capital
Main characteristics economic condition organizations
The main indicators of economic results of the organization
Assessment of the main indicators of the economic condition and economic results
Studying the technical and economic indicators of the enterprise
Preparation of materials for analysis
Schema analysis
Choice of sections of analysis
Studying the reporting forms used by the organization
Preparation of management reporting for analysis
Analysis of indicators of financial and economic activity of the enterprise
Assessment of the economic security of the enterprise
Analysis of the marketing activities of the enterprise
Conducting competitor price analysis and compiling explanatory note for the head
Performing Motion Analysis Money, credit and settlement operations
Studying the staffing of the enterprise and the organizational tasks of the company
Analysis of finished products and inventories
Analysis of fixed assets and intangible assets
Analysis of labor efficiency and payroll calculations
Assessment of depreciation of equipment at the enterprise
Participation in checking the completion of the company's reporting
Preparation of initial data for an individual task
Communication with the head about the mission and objectives of the organization
The study of the organization, main activities, composition and structure of the organization.
The study of regulatory documents regulating the activities of the organization, types and content of constituent documents, organizational and legal form of the enterprise, form of ownership, types of statutory activities.
Constituent documents and main legal acts
Studying the duties and job descriptions of employees of the organization.
The study of technical and economic indicators.
Introduction to accounting procedures.
The study of the organization of the system of payment and incentives.
Study of sales plans of the organization, study of planning standards, orders for the organization of planning in the organization, guidelines and orders.
The study of the main indicators used to evaluate the activities of the organization.
Assessment of the balance sheet of an enterprise (dynamics of accounts payable and receivable, inventories, finished products in stock, balance sheet, etc.)
Analysis of receivables, study of own, borrowed funds, analysis of the formation working capital organizations.
Analysis of accounts payable of the organization.
The study of the order and mechanism of pricing (determining the cost) of the goods sold.
PC, programs and office equipment used in the work of the institution.
Work in the program "1C Enterprise 8.0" and "Client-Bank".
Conducting an analysis of the financial stability of the enterprise
Conducting an assessment of the liquidity of the enterprise
Conducting an assessment of the solvency of the organization.
Studying the practice of relations between the organization and banks and other credit institutions.
Study of payment and settlement procedures operating in the organization
State of settlement and payment discipline.
Studying the forms of calculations used by the organization.
Participation in the preparation of primary documents (invoices, waybills)
Studying the relationship with tax institutions, budgets of various levels, extra-budgetary funds.
Studying the relationship with customers (suppliers and customers or buyers).
Participation in payment and settlement work.
Studying the procedure for the formation, development and approval of the product range
Studying the sources of receipt of goods
Analysis of the product range. Working with price lists
Familiarization with the order of acceptance and delivery of goods, their documentation and the types of vehicles used.
Participation in the preparation of primary documents.
Participation in the preparation of applications for the importation of products from suppliers.
Study of work with suppliers to determine the price level for the supplied goods.
Acquaintance with the advertising activities of the enterprise
Participation in ordering promotional products, business cards, souvenirs for customers, etc.
The study of the organization of liability.
Studying the procedure for conducting inventories, recovering losses and shortages.
Conducting an assessment of the economic situation.
Analysis of the income statement
Analysis of the organization's own capital.
Studying contracts of suppliers and buyers.
Work with primary documents and correspondence.
Studying the requirements for the design of the report
Compiling a report template
Compiling the content of the report
Preparation of an internship report
Verification of the conclusions and official documents of the organization
Preparation of conclusions on the performed analysis
Preparation of charts and graphs in the report
Identify areas for improvement
Studying similar situations in other companies
Proposing recommendations for improving the company's activities
Proposal for improvement measures
Preparing a draft practice report
Filling out a practice diary
Obtaining the characteristics of the head of practice from the enterprise
Submission of a report for verification to the head of the practice
Preparation of a final version of the practice report
Preparation of a practice report and submitting it for verification to the head of the practice.
Collection of documents, signatures and seals

Now a few important questions that arise when filling it out.

Is the practice diary strictly checked? No, not strictly. It simply describes what the trainee does every day at the practice site. What is there to check. They check the practice report in more detail (more on that).
Is it possible to write directly in it, without drafts? Yes, you can. Some students fill out this diary just before taking the exam. Although if you have doubts, you can do it on a draft first. But it doesn't make much sense.
And if every Monday an economist does the same thing, then you can write like that - the same thing every Monday? You can do the same thing, as long as it doesn’t catch your eye: use synonyms, change the order of the items and all that
Is it possible to write the same thing, if this is true? Basically the same is possible. But, again, it's better to unify a little. For example: analysis of the implementation of the plan = assessment of the achievement of goals for turnover.
Where to put stamps on the practice diary (Inzhekon). It is necessary to put three round seals of the enterprise (as of spring 2013): on the title page (over the words "Head of practice from the enterprise"); in the characteristic for a student from the place of internship(in the lower right corner); in the review of the head of practice from the organization(also in the lower right corner).

You can ask your questions about undergraduate practice for economic specialties in the comments to this article or in contact.

EDUCATION

VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE)

INSTITUTE OF CORRESPONDENCE AND DISTANCE LEARNING

REPORT

ON TRAINING PRACTICE

gr. D / BUP-12-032 _______________________ A.E. Fighters

Supervisor

Art. teacher _______________________

Supervisor

from the enterprise _______________________

Vladivostok 2014

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution higher professional

education

ECONOMY AND SERVICE»

INSTITUTE OF LAW AND MANAGEMENT

CHAIR OF HR MANAGEMENT AND LABOR LAW

P U T E V K A

Student Boytsov Anton Evgenievich

Department of "Personnel Management and Labor Law" gr. D/BUP-12-032

Sent by Scientific Progress - M LLC

For an introductory internship in the specialty "Personnel Management"

Practice leader: __________________________

Marks on completion and timing of practice

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

State educational institution of higher professional

education

"VLADIVOSTOK STATE UNIVERSITY

ECONOMY AND SERVICE»

INSTITUTE OF LAW AND MANAGEMENT

CHAIR OF HR MANAGEMENT AND LABOR LAW

A DIARY

2nd year student gr. D/BUP-12-032

Boytsov Anton Evgenievich

Place of internship

Head of practice from the enterprise __________________________________

(last name, first name, patronymic, position)

Subdivision		Practice leader's signature

	Studying the procedure for registering an LLC Scientific progress-M and licenses.
Human Resources Department of Scientific Progress-M LLC.	Study of the product profile of Scientific Progress - M LLC
Human Resources Department of Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Weekends
Human Resources Department of Scientific Progress-M LLC	Studying the management structure of Scientific Progress-M LLC based on the staffing table.

Subdivision	Short description work done	Practice leader's signature

Human Resources Department of Scientific Progress-M LLC	Study of the product profile of Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Analysis of the location, characteristics and characteristics of the population served.
Human Resources Department of Scientific Progress-M LLC	Weekends
Human Resources Department of Scientific Progress-M LLC	Introduction to staffing.
Human Resources Department of Scientific Progress-M LLC	Familiarization with the features of the organization of the work of the personnel officer of the company
Human Resources Department of Scientific Progress-M LLC	The study employment contract Scientific Progress-M LLC
Human Resources Department of Scientific Progress-M LLC	Studying the motivational component of the sales department

Start of practice 02.06.2014 End of practice 21.06.2014

Trainee Signature________________

___________________________________________

(last name, first name, patronymic of the head)

____________________________

personal signature

Feedback on the work of a VSUES student based on the results of undergraduate practice

Student Boytsov A.E., group D / BUP-12-032, 2nd year, Institute of Law and Management, specialty "Personnel Management") in the period from 06/02/2014 to 06/20/2014 passed an introductory practice at LLC "Scientific progress - M "as an employee of the personnel department - a trainee.

The professional skills revealed during the practice important qualities the future specialist was evaluated on a 5-point system as follows:

Professional - business and organizational qualities

Personal qualities

The level of training of a future specialist in accordance with the requirements of your organization is estimated as

In order to improve the “quality” and competitiveness of a future specialist in the labor market, attention should be paid to

development of qualities,

Acquisition of knowledge,

Improving practical skills and abilities,

Formation of a culture of behavior

Other (specify problem areas)

Practice leader

from the enterprise _____________________________________________________________

(position, I.O. Surname)

Introduction ................................................ ................................................. .......................................... ten

First block. Theoretical basis personnel management ................................................................ ......... eleven

Second block ................................................................ ................................................. ...................................... fourteen

1 general characteristics enterprises ................................................. .......................................... fourteen

2 Analysis of the activity of the enterprise .............................................. ............................................... fifteen

3 Management of personnel motivation and incentives .......................................................... ............... eighteen

3.1 Conduct sociological research sources and types of motivation .............................. 18

3.2 The effectiveness of the organization and the motivation of personnel .............................................. .................... 19

3.3 Influence of hygienic factors on staff motivation .............................................................. .............. twenty

3.4 Factors intrinsic motivation................................................................................................... 24

Third block .................................................. ................................................. ............................................... 29

Conclusion................................................. ................................................. ...................................... thirty

List of references .............................................................................. ................................................. .. 31

Introduction

In accordance with the goal, the following tasks were set:

to study the concept and determine the place of personnel as the most important resource of the organization;
to study the methodological foundations for the selection and evaluation of personnel in the organization;
to analyze the theory of development of personnel motivation abroad and determine the possibility of using foreign experience in this area in the conditions of domestic organizations;
explore problems personnel policy and staff turnover at Scientific Progress-M LLC
develop principles and methods of motivating personnel in the organization;
to substantiate the mechanism for the selection, evaluation and motivation of personnel in the department of the organization;
develop an organizational project to improve the process of recruitment and evaluation of personnel;
develop recommendations on staff motivation;
to test the methodology and method of functioning of the proposed mechanism through empirical research using sociological methods.

The subject of the study is the process of personnel management in the departments of Scientific Progress-M LLC.

The object of the study is the organization LLC "Scientific Progress-M"

Tools were used as research methods. economic analysis, methods of statistical research, such as questionnaires, surveys, testing.

First block. Theoretical foundations of personnel management

In order to successfully compete in a rapidly developing market, organizations need to constantly and comprehensively improve their activities. The departments of marketing, sales, finance, logistics are more and more actively oriented towards Western models and practices, IT systems are being introduced, and new brands are being created.

Compared to the above aspects of the work of companies, the sphere of personnel management still in some cases remains the least technological and manageable.

And since any organization is a single whole, each of its “weak links” inevitably affects the productivity of other parts of the corporate mechanism (production, marketing, financial block, etc.).

That is why the leaders of large Russian companies increasingly feel the need to build effective systems of personnel management. After all, any innovations - whether technical or ideological - are used and managed by people, the efficiency and success of the organization in the market depends on them. Any team is a group of people united for a particular joint activity.

One of the ways to improve personnel management is to maintain the connection of the personnel management system with the goals of the organization. The effectiveness of the functioning of any system of management of the organization is determined by its contribution to the achievement of organizational goals. This is all the more true in relation to human resource management, which permeates all areas of the organization and affects the effectiveness of other management systems - if the sales system does not work effectively enough, this is a reflection inefficient management personnel, because the wrong people work in the sales department, they are not sufficiently motivated, professionally trained, etc.

Personnel management is effective to the extent that the employees of the organization successfully use their potential to achieve its goals, i.e. to what extent these goals are achieved. The approval of this provision as one of the basic values of the organization is the most important condition for creating an effective personnel management system. For many organizations, the opposite trend is characteristic - to evaluate the effectiveness of personnel management using indicators specially created for this purpose: employee satisfaction, staff turnover, hours spent on professional training in isolation from the goals of the organization. Taken in isolation from the organization's goals, these potentially important metrics contribute to the isolation of HR from the organization. The development of this trend is facilitated by the widespread perception that HR professionals are far from the main activity and have little or no influence on it.

In order to ensure the required compliance, organizations can use the following techniques and methods:

conduct periodic audits of existing personnel management systems in terms of their compliance with the goals of the organization (ensuring the required organization of production behavior). Similar audits should also be carried out in the event of a change in the organization's development strategy;
involve employees of the personnel management service in the development and revision of the strategic short-term plans of the organization. Inform the personnel management service in detail about the goals of the organization and progress in their implementation;
ensure the constant participation of the top management of the organization in the development and revision of personnel management systems, evaluate (including material remuneration) the work of the personnel management service based on the results of the organization's work (the degree of achievement of organizational goals).

Another way to improve personnel management is to maintain the compliance of the personnel management system with the state of the external environment and the culture of the organization.

The external environment in which the organization operates is in constant motion - equipment and technology, customers, competitors are changing. The people themselves are changing - the current and potential employees of the organization. Personnel management systems, which were well combined with the external environment some time ago, may be in a state of acute conflict with it at the present time. The organization must constantly monitor the extent of this discrepancy and make adjustments to its systems to prevent a crisis. Indicators of the need for change, i.e. the actual inconsistency of personnel management systems with the state of the external environment can be an increase in turnover, a decrease in productivity, the emergence of conflicts between employees and administration, and organizations with government agencies.

In the event of a reorganization of personnel management systems that no longer correspond to the state of the external environment, the organization's management may face another conflict generated by the rejection of new methods by the organizational culture of the organization. Such a conflict can be no less painful and destructive in its consequences. Therefore, the compliance of personnel management systems with organizational culture is also necessary condition effective functioning of the latter. In practice, organizations can reduce the risk of conflict between management practices and organizational culture by:

accounting organizational culture at the stage of creating personnel management methods and using elements of the existing organizational culture as a basis for introducing new methods;
explaining the need and inevitability of change to all employees of the organization (creating a sense of crisis);
explanations of the benefits and advantages that new methods will bring to each employee and the organization as a whole;
trial introduction of new methods in one of the departments of the organization in order to develop them and assess the impact on the employees of the organization;
a targeted campaign to change the culture of the organization, including speeches by managers, publications in intra-organizational publications, mass events, etc.

Therefore, when creating personnel management systems, management should take into account such a factor as the presence of a specific culture of the organization. Taking into account the presence of organizational culture in practice means building personnel management systems in such a way that they enhance the positive aspects of this culture from the point of view of the organization's goals and, conversely, neutralize the features that hinder the implementation of organizational goals.

An important area for improving personnel management is maintaining the integrity of the personnel management system.

The task of the personnel management system is to form the production behavior of its employees, ensuring the achievement of organizational goals. The desired production behavior is determined by two main factors - motivation and the ability of the employee to perform the required functions. The mechanism of human motivation is very complex, therefore, the desire of an employee to fulfill the necessary production functions influence all methods of personnel management. The same is true for the ability of an employee, determined primarily at the stage of selection and developed by the organization in the process of vocational training, depending on feedback and remuneration received by the employee from the organization.

Therefore, the integrity of the personnel management system is the most important condition for the effective management of employees of any organization. If the systems for selecting and developing leaders of an organization focus on achieving strategic goals, in-depth knowledge of the business, a broad outlook, the ability to assimilate and use new knowledge, and feedback and reward systems mark special professional skills, accuracy in the implementation of individual plans, employees of the organization receive contradictory " “signals” of what behaviors are valued by the organization that negatively impact their performance.

An organization can achieve the integrity of its HR system by:

clearly defining the organization's own goals and communicating them to all its employees;
detailed modeling of the "ideal" production behavior for all positions (employees) of the organization;
coordination in the work of divisions of the human resources service;
constant interaction of human resource specialists with line managers who directly manage personnel.

Effective personnel management is impossible without the active and constant participation of the top management of the organization in determining the tasks of personnel management arising from the goals of the organization, modeling production behavior, creating and implementing personnel management systems, and evaluating their effectiveness. Since people are the most important organizational resource, the leader of an organization should devote most of his time to managing people. Unfortunately, this does not happen in all modern organizations, especially at the lower levels of the hierarchy - at the level of workshops, brigades, groups. This significantly reduces the effectiveness of personnel management in the organization as a whole, since managers are the most important tool for implementing personnel management methods, and insufficient attention on their part to these issues is transformed into low quality personnel management.

An organization can achieve a higher degree of managerial involvement in personnel management by:

effective communication, including explaining the need and benefits of the participation of line managers in personnel management in an understandable latest language of numbers, costs, profits, performance, etc. Unfortunately, quite often HR specialists are not well versed in the specifics of the organization and cannot explain themselves in the language familiar to managers;
attracting managers to participate in "attractive" forms of work with personnel - conducting interviews with candidates, training sessions, managing individual projects. This will allow them to gain experience of direct participation in the development and application of personnel management methods and will provide an opportunity to form a more objective view of personnel management in general;
special training in personnel management, which allows to form an idea of this function of organization management, corresponding to today, and to develop practical skills in working with personnel.

Thus, the organizational structure and set of procedures performed by the personnel department may depend on many factors, the main of which are the following:

strategic goals of the organization;
line of business (trade, production);
stage of development of the organization;
business unit development strategy (in the case of holding structures);
the level of management at all positions, starting with the first persons;
participation of the head of the personnel department in strategic management;
the degree of trust in the head of the personnel department;
number of staff;
priority areas of work with personnel, determined by the mission of the organization.

At the same time, the personnel management processes should become the assembly point of the organizational and functional structure of personnel management. The personnel management strategy sets the requirements for the content of these processes.

Second block

1 General characteristics of the enterprise

Society with limited liability"Scientific Progress-M" was founded and registered in 1996 in Moscow as a private commercial firm With various types activities. Since 1998, the company has been supplying electrical products (automatic switches and residual current devices) for domestic and industrial use, and then also supplying switching, protective and lighting equipment for the aviation and space industries. Over time, the range of products supplied has expanded significantly, and work on the assembly and supply of aviation technical equipment (ATI) has become one of the main activities of the company.

From 1998 to the present, Scientific Progress-M LLC has established business relations with many domestic enterprises developers and manufacturers aviation technology and ATI. For more than 10 years, our company has been cooperating with Elektroavtomat OJSC (Alatyr, Chuvash Republic), being its official dealer and implementing a number of joint programs with the plant to develop new products.

A joint program for the development and development of new products is carried out with the Engel Experimental Design Bureau "Signal" named after. A.I. Glukharev (EOKB "Signal"), the purpose of which is to create two travel explosion-proof switches of the type PPV-2s and PPVD-2s for the new launch complex "Angara" by order of the Federal State Unitary Enterprise GKNPTs im. M.V. Khrunichev. In addition, by order of the Tianjin Aviation Electromechanical Company (China), together with EOKB "Signal", the work on the creation and development of two types of pressure alarms CXM-0.8A and CXM-3A (flapping membrane alarm) for the diesel engine protection system has been almost completed from overheating and fire.

In the last two years, business cooperation has been established and a program of cooperation with the Federal State unitary enterprise"Ufa Aggregate Production Association(FGUP UAPO), whose products the company supplies to domestic and foreign markets. In the future, we are counting on a significant expansion and deepening of cooperation with FSUE "UAPO".

The company is directly related to flight simulators. At one time, on the basis of the office, with the organizational and financial support of the Company, an Open joint-stock company"Aviation simulators", which is business partner and a "subsidiary" company LLC "Scientific progress - M"

Long-term business relations are maintained with such domestic manufacturers of aviation products as:

OAO Sarapul Power Generation Plant (SEGZ)

OJSC "Saratov Electric Unit Production Association"

OJSC Plant Electropribor, Alatyr

OJSC "Design Bureau of Electrical Products of the 21st Century", Sarapul

JSC "Moscow Plant of Electromechanisms"

CJSC Firm "TESS-engineering", Cheboksary

The products of these manufacturers are supplied by Scientific Progress - M LLC to aircraft repair enterprises, airlines and organizations on its own behalf and at its own expense. Contractual relations for the supply of ATI have been established with Kuban Aviation Lines OJSC, Irkutsk Aircraft Repair Plant No. 403 OJSC, 308 ARZ Federal State Unitary Enterprise of the Russian Ministry of Defense, ARZ 810 OJSC, Kirov Machine Plant 1 May OJSC, AviaDelta CJSC, CJSC VneshAviaTrans, Federal State Unitary Enterprise Rostov-on-Don Research Institute of Radio Communications and a number of other ATI consumers.

In his practical activities Scientific Progress-M LLC focuses on close cooperation with Russian manufacturing plants for a complex range of products and equipment. At the JSC "Elektroavtomat" plant, the program for mastering the production of new developments of fire-fighting equipment has been completed and their mass production has begun.

Through close ties with Russian manufacturers Scientific Progress-M LLC fulfills orders for the assembly and supply of products, equipment and spare parts, both for Russian and foreign customers, including a wide range of aircraft. Has experience in deliveries to China, the Baltic countries, the CIS and Latin America.

Working with us, you will reduce delivery times, save time, nerves and money.

2 Analysis of the activities of the enterprise

In the course of the study, the personnel composition of the company Scientific Progress - M LLC was analyzed in the organization (6 employees). Socio-demographic characteristics of employees are given in Table. one.

Table 1 - Socio-demographic characteristics of employees (%)

Thus, the age of most of the employees is from 41 to 50 years. Only a balanced distribution of the organization's employees across all age groups can ensure the necessary level of succession.

Table 3 - Distribution of personnel by level of education

In the organization under study, there is a fairly high level of education of employees. Thus, 33% of employees have higher education, which for the most part represent the company's administration. At the same time, 33% of employees have secondary specialized and secondary technical education.

In addition, I believe that in order to manage personnel at a large trading enterprise today, it is necessary to have a higher education.

Table 4 - Dynamics of the composition of personnel by length of service

As an analysis of the dynamics of personnel by length of service shows, the number of new employees practically does not increase - with experience of up to one year against the background of a declining number of employees who have worked at the enterprise from 1 to 3 years. The number of employees with higher experience remains virtually unchanged. Thus, we can conclude that there is no turnover in the company.

Table 5 - Dynamics of staff turnover at Scientific Progress - M LLC. in 2012-2014

There is no problem of staff turnover at the considered enterprise as a whole. Thus, there can be no talk of looking through the personnel policy.

The lack of turnover can indicate a good salary level and working conditions.

In general, issues related to staff turnover are among the most difficult in the entire science of personnel management. These issues cannot have a simple and quick solution, since the interests of the enterprise's management and ordinary employees are manifested in different ways. To solve the existing problems described, one should often resort to the use of psychological techniques and individual approaches.

3 Management of personnel motivation and stimulation

In order to study the motivation of the organization's personnel, a sociological study of the personnel of Scientific Progress - M LLC was carried out. The study is aimed primarily at identifying motivational reserves.

To study the motivation of staff, we conducted a detailed study, consisting of several stages:

First stage. Study of sources and types of motivation.

Second phase. The relationship between staff motivation and labor productivity.

Third stage. Influence of hygiene factors on staff motivation.

Fourth stage. Identification of motivators for the growth of labor productivity and staff satisfaction.

Each of these stages consists of a number of studies. The methods of conducting the research were the questioning of all personnel, the enterprise LLC "Scientific Progress - M". For the survey, standard questionnaires were used, as well as questionnaires compiled by the author.

As methods for processing the questionnaires, the methods of direct counting, cumulative total, group average, as well as the OIR method were used. The questionnaires were processed by machine using the resources of the Microsoft Excel 2013 software product.

3.1 Conducting a sociological study of the sources and types of motivation

The first stage of the study is devoted to the study of the sources and types of personnel motivation in the enterprise under consideration based on the study of objective and subjective motivation in the organization.

A questionnaire was used as the basis of the study.

The essence of this survey is to show what motives dominate the work of the staff of Scientific Progress - M LLC.

The conducted survey makes it possible to judge that the sources of moral and power motivation stimulate the employees of the enterprise most of all. This means that on this moment on the one hand, the staff is satisfied with the moral aspects of their work (indirectly, this may indicate a good climate in the team, an understanding of their social significance, etc.) on the one hand and the presence of a very strong power, i.e. administrative motivation, under the influence of which people perform their work. This is indirectly a sign of a strong and strict administration.

In the second part of this study, we need to test the data obtained, and also try to understand what, according to the employees themselves, motivates them most. The meaning of this study is to determine the objective or "real" and subjective "desired" signs of motivation of the staff of LLC "Scientific Progress - M"

An analysis of the obtained this “real” picture of motivation allows us to conclude that, in general, the above study is correct. Although direct motivation received the highest score, power motives still have very strong positions. And still the least this stage development of the organization staff stimulates material motivation. This is true - after all, the average salary in the company is not much more than 35 thousand rubles, which, although not a bad indicator for the region, certainly cannot be considered worthy. salary.

Thus, we were able to slightly correct the obtained results.

Now let's try to determine what, in the opinion of the employees themselves, would stimulate them in the best way. To do this, workers were asked to identify the five most significant factors.

There is a fundamentally opposite picture here. Naturally, employees of Nauchny Progress-M LLC are most interested in financial incentives for their work. Another important factor they rightly consider moral aspects his work. At the same time, employees are least interested in power motivation, i.e. they do not recognize administrative pressure on them.

Comparing the results obtained, we can conclude that at this stage of the development of the LLC "Scientific Progress - M" a good team with great moral motivation has formed. However, at the same time, administrative pressure is very strong on the staff. Despite the great need and interest in material incentives for labor, the management, unfortunately, makes little use of these levers.

In this regard, the company's management can be recommended, firstly, to increase the material motivation of employees, actively use bonuses, incentive gifts, organize contests, such as " The best seller year”, etc. with a cash prize. And, secondly, to ease the administrative pressure on the staff, weaken the already tight control and cancel the "punitive" methods.

3.2 Organizational performance and staff motivation

The successful work of the organization as a whole increases the motivation of its employees. Table 6 shows the respondents' overall assessment of the results of the organization's work.

Table 6 - Overall assessment of the organization's performance by respondents (%)

Fairly successful	Not Successful Enough	Difficult to answer

The majority of respondents of Nauchny Progress - M LLC believe that they are working successfully (60%). A large number of respondents (19%) believe that the company is not working successfully enough, apparently, this is due to the large number of competing enterprises.

The quality of the services provided directly affects the motivation of the staff. Quality is seen as a component of an organization's performance. The higher the quality, the stronger the feeling of satisfaction of the staff for the results of the work.

Table 7 - The degree of satisfaction of respondents with the quality of services provided (%)

A small number of respondents are completely satisfied with the quality of services provided. About half of the employees of Scientific Progress - M LLC are only partially satisfied with the quality. At the same time, the number of those who found it difficult to answer is quite large. This is 7% of the respondents, which indicates, first of all, a lack of interest in the affairs of the organization, a low level of self-motivation among some employees.

3.3 Influence of hygiene factors on staff motivation

These factors are designed to reduce employee dissatisfaction. Among other motives, they are satisfied first of all as a matter of course. They must be present within certain limits so that the highest degree of dissatisfaction does not arise.

These factors include:

organization management policy;
personnel management policy;
remuneration;
working conditions;
team relationships, etc.

In the presence of favorable factors of satisfaction, a state arises that leads to a decrease in the feeling of dissatisfaction with work, however, satisfaction does not increase.

The effectiveness of the personnel policy in the organization was assessed by employees of the company "Scientific Progress - M" (Table 8).

Table 8 - Evaluation by employees of the level of work with personnel %

The results of the study indicate that personnel management in the organization is not effective enough (this is according to the staff). Thus, the procedure for selecting and placing personnel is considered effective by only 30% of employees. The same number of employees of the enterprise (30%) say that the selection and placement of personnel are not effective enough.

A fairly large number of the company's personnel (22%) consider personnel assessment to be insufficiently effective. Apparently, the personnel assessment procedure has not been worked out well enough.

Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 70% of employees. As for advanced training, the data shows that the staff is practically not trained, and if they are trained, it is not effective enough (30%). Training is essential. Quality is improving in Japan, as through continuous training, even low-level employees acquire analytical and statistical skills.

Work to improve the qualifications of employees is also not carried out effectively enough. This position is shared by 78% of employees.

Thus, the respondents are not satisfied with the level of personnel management in the organization, which leads to a weakening of motivation.

As part of the third stage, we also conducted a study of job satisfaction using the FIR method.

Among the methods for measuring job satisfaction, preference was given to the technique developed by P. Smith, L. Kendall and W. Halin. This technique is called descriptive index, abbreviated OIR. The choice of this technique was due to the following considerations:

simplicity of final scales;
the method makes it possible to measure the phenomenon of job satisfaction in a multidimensional way, i.e. we can talk about the evaluation of various parameters labor activity.

Job satisfaction is considered by us as a certain form of labor attitudes, which is a fixed attitude, the formation of which occurs in the process of active interaction between the subject of labor activity and the organizational environment.

3.3.1 Brief description of the FIR method

The theoretical value of this method lies in the fact that it actually summarizes the main results concerning job satisfaction problems, analyzes sometimes very contradictory data and identifies their causes. Establishing the reasons for satisfaction or dissatisfaction is in itself of great importance in improving psychological climate organizations.

Job satisfaction is a good indicator of the functioning of the organization, because it most compactly reflects the changes that occur in the management of the organization, which in turn affects the actual behavior of employees.

This study was conducted in five groups: work, manager, salary, promotion and employees.

This study showed that the employees of the company are most satisfied with their colleagues. This is confirmed by previous studies. A good microclimate in the team, of course, is an excellent motivating incentive for good work.

In general, there is a fairly high satisfaction with the immediate supervisor and work. This is a good sign and can serve as the basis that the management has good contact with subordinates and is not separated from its problems. In addition, the majority of respondents consider their work interesting and socially significant.

However, all this is observed against the background of extremely low satisfaction with wages. As we have already said, material incentives must be introduced as actively as possible at this enterprise.

3.3.2 Motivation and working conditions

The importance of working conditions for employees of the organization is increasing today. Good conditions work does not increase motivation, however, poor working conditions sharply reduce it.

Table data. 9 indicate that the majority of employees of the enterprise (68%) are completely dissatisfied with their working conditions. 22% are only partially satisfied with working conditions.

Table 9 - The degree of satisfaction of respondents with working conditions (%)

More than half of the respondents of Nauchny Progress - M LLC (54% of respondents) noted that poor working conditions also lead to conflicts in labor collectives.

3.3.3 Motivation and reward

The remuneration includes salary and additional payments and benefits. The level of staff motivation is largely determined by the level of wages, which should depend on the cost of living, the financial condition of the organization, the level of wages in competing organizations and the order of state regulation.

The vast majority of employees of the company "Scientific Progress - M" are not satisfied with the level of wages or are only partially satisfied with them.

Table 10 - The degree of satisfaction of respondents with the level of wages (%)

The low level of wages sharply reduces the motivation of staff to productive work.

The system of material incentives is designed to link the results of the work of each employee with the material reward received.

The study showed that a small number of respondents were satisfied with the existing system of material incentives (Table 11).

Table 11 - The degree of satisfaction of respondents with the system of material incentives (%)

Two-thirds of the company's employees are completely dissatisfied with the current system of material incentives.

In a number of factors to improve the efficiency of the organization, one of the first places respondents put material rewards. So, 78% believe that improving the work of the organization is possible through effective financial incentives, which corresponds to the actual state of affairs, since the level of income today is too low to not think about it while working, and direct all your efforts to solving organizational problems.

3.3.4 Team relationships

The effectiveness of personnel is inextricably linked with the conditions of social tension in labor collectives. As a rule, the more favorable the environment, the better the employees work. The favorable psychological climate of labor collectives is characterized by a high degree of trust among the members of the collective, exactingness towards each other, mutual responsibility for the results of their work, cohesion, and psychological compatibility. This is manifested, first of all, in the satisfaction of the staff with the relationship with colleagues, with the immediate supervisor and the head of the unit.

Table data. 12 indicate a high degree of satisfaction of respondents with their relationships with their colleagues (76%). At the same time, every tenth of the respondents is not satisfied with the relationship in the team.

Table 12 - The degree of satisfaction of respondents with relationships with colleagues (%)

With a relatively high degree of satisfaction of the majority of employees, the problem of dissatisfaction of some of them can be solved by purposefully moving these employees to other departments. Here we can talk most likely about psychological incompatibility.

Most of the respondents (Table 13) are satisfied with their relationship with their immediate supervisor. However, 19% of the employees of Scientific Progress - M LLC are not satisfied with their relationship with their supervisor.

Table 13 - The degree of satisfaction of respondents with the relationship with their immediate supervisor (%)

In addition, a large number of those who found it difficult to assess the relationship with the immediate supervisor. This is every fifth respondent.

The study revealed a fairly high degree of dissatisfaction of respondents with their relationship with their immediate supervisor in the organization under study. This problem is quite relevant today. A modern leader should be able to create a good psychological climate in the team.

The study revealed even lower rates of satisfaction of the personnel of organizations with the relationship with the head of the unit (Table 14).

Table 14 - The degree of satisfaction of respondents with the relationship with the head of the unit (%)

Every third of the respondents found it difficult to assess the degree of satisfaction with the relationship with the head of the unit. Taking into account that the teams of departments in LLC "Scientific Progress - M" are from 3 to 20 people, we can conclude that the middle managers of all the organizations under study do not pay due attention to creating a good psychological climate in teams, which leads to a decrease in motivation among quite a large number of workers.

According to 23% of employees, the head of the department does not know how to create a favorable psychological climate in the team.

Thus, the problem of relationships in the team has a direct impact on the performance of the staff.

Motivational reserves associated with job satisfaction factors can and should be used, however, the increase in staff motivation in this case will be short-term and superficial.

3.4 Factors of intrinsic motivation

Through motivators, intrinsic motivation to work is satisfied, which creates long-term satisfaction and increases performance.

Factors of intrinsic motivation (motivators):

interesting job;
a responsibility;
independence:
capabilities career development;
recognition of merit;
opportunities for self-realization, etc.

Overall job satisfaction contributes to a good work environment.

The production climate is, first of all, the state of satisfaction or dissatisfaction among the majority of employees of the organization. The factors of the production climate are the leadership style, internal information policy, personnel promotion systems in the organization, etc.

3.4.1 Motivation and interest

The most important motivator of successful labor activity is to provide a person with a job that would meet his personal interests, inclinations and would contribute to the maximum disclosure of his labor and creative potential. At the same time, job satisfaction comes, a person gets the opportunity to use his knowledge and abilities, to achieve high professionalism.

If a person finds his work interesting, he is usually more satisfied and works with more efficiency. The work should be interesting, require skill and not be too easy. This can be achieved by improving the organization of work and developing a non-specialized career.

Perceive their work as interesting, requiring ingenuity and creative search, 18% of employees of LLC "Scientific Progress - M". For 13% of employees, the work is calm, not requiring much stress. At the same time, every fourth of the respondents considers their work to be monotonous, of the same type and boring. For the majority (57%) the work is very hard.

Not every job can be interesting and creative. But the problem of selection and placement of personnel is still quite relevant today. If a person is not engaged in his own business, then it is hardly necessary to talk about his high motivation for work.

3.4.2 Motivation and responsibility

A person, as a rule, is ready to take on great responsibility for activities, the results of which are associated with his name. The data in Table 15 indicate that the employees of the company "Scientific Progress - M" LLC feel a fairly large responsibility for the affairs in their team.

Table 15 - The degree of responsibility of respondents for the affairs in their team (%)

		Difficult to answer

Every tenth company surveyed is irresponsible in its work. In addition, 21% of workers found it difficult to assess the degree of their responsibility. There is a direct relationship between responsibility and performance. Without a sufficient degree of responsibility, there can be no good result.

The personnel of the enterprise under study have an ambiguous attitude to the performance of their work (Table 17).

Table 17 - Attitude of respondents to the performance of their work (%)

So, only every third employee of the company strives to give all his strength and knowledge to work. Half of the interviewed employees of the enterprise do only what is required of them, but no more. One in five works without desire at all, out of necessity.

Thus, analyzing the attitude of the personnel of the organization under study to their work, we can conclude that the motivation of many employees is not high enough.

3.4.3 Motivation and career

Opportunities for job and professional growth of employees are a good motivator. If an employee does not move up the career ladder, then his dissatisfaction does not increase, at the same time, if an employee moves up the hierarchy, then his satisfaction grows, which leads to increased motivation and increased performance.

A career involves a progressive change in the skills, abilities and professional opportunities associated with the worker's activities. Personal development and professional growth is one of the most effective ways increasing the contribution of staff to the work of the organization.

When studying career motivation, researchers proceed from the fact that most individuals are tuned in their lives to success. Though there are many who are oppressed by a constant sense of fear of failure.

The internal drive to advance (introverted motivation) is formed under the influence of a person's dynamic traits. These are needs, interests, attitudes. External motivation for official and professional growth (extrovert motivation) is provided by the stimulation of this process on the part of the organization by the line manager or the personnel management service.

Table 17 - The degree of satisfaction of respondents with their official and professional growth (%)

Figure 21 - The degree of satisfaction with their official and professional growth

The study showed that the vast majority of employees are either completely dissatisfied with their job growth (42%) or partially satisfied with it (41%). And only 12% of employees are satisfied with their career. Considering that the Geometry of Fitness fitness club has almost thirty employees and can create career opportunities for its employees using such methods as rotation, formation and development of a reserve, apparently no work is being done in this direction.

Employees need constant help in their promotion. Promotion procedures should ensure that promotion is solely for business merit.

3.4.4 Involving employees in team management

One of the most common methods of motivation today is participation, that is, the involvement of employees in managing the affairs of the team. This can be carried out using the mechanism of equity capital or the type of organization of Japanese "quality circles".

Employees have a natural desire to participate in the processes taking place in the organization that are related to their activities. If a person in an organization takes an interested part in various intra-organizational activities, then he thereby, receiving satisfaction from this, works with greater efficiency, better, more efficiently and productively.

Participation in decision-making, in setting goals and in their subsequent implementation contributes to meeting the needs for achieving self-realization and self-affirmation. Participation in decision-making makes the expectation of the result of their activities and possible remuneration more real and clear for the employee.

Table 18 - Evaluation of their opportunities to participate in the management of the affairs of the team (%)

In the considered enterprise LLC "Scientific Progress - M" there is a rather low level of satisfaction with participation. 37% of employees are completely dissatisfied with the opportunity to participate in managing the affairs of the team, 26% are partially satisfied, and 30% found it difficult to answer.

In order to direct the ability of the employee to achieve the goals of the organization, it must be allowed to participate in the development management decisions, to allow a certain freedom of action within the framework of the functions performed by him.

Conclusions on the state of human resource management of the enterpriseOOO "Scientific Progress - M"

The solution to the problem of staff turnover in the company should be addressed comprehensively: through, firstly, improving the system of selection and evaluation of personnel, and secondly, by organizing a motivational mechanism in the departments of the enterprise.

When determining the requirements for candidates, the following principles should be used:

Every choice of candidates for the position is, the inevitable compromise - even the best have weaknesses. The key to selection should be a clear idea of what qualities and qualifications are really necessary for a given position, and which, if necessary, can be neglected.
The greater the number (within reasonable limits) of candidates considered for each position, the greater the likelihood of positive selection results; the fewer candidates, the more likely a serious compromise on a number of important characteristics.
A clear distinction must be made between the skills that must be acquired before entering a job and those that can be acquired after entry. Additional qualification requirements should not be introduced unnecessarily, especially for positions with few applicants.
Increased requirements for "current" qualifications may result in a lack of attention to the overall potential of the applicant, which may be in demand in the future.
Different combinations of characteristics for candidates may be equivalent to the performance of job duties.
A clear definition of the requirements for the position removes the inevitability of the subjectivity of assessments.
When determining qualification requirements to an applicant for a position that is part of the team, you can try to compensate for individual weak sides this team, due to professional and personal characteristics its members by formulating the relevant additional requirements for candidates. Studies indicate that the climate of the organization, its goals and objectives, the characteristics of members labor collective also determine the specific features required by candidates for the position.

Based on the above principles, the job specification allows you to determine the "ideal" candidate, in terms of his competence. In this case, competence should be understood as the unity of knowledge, professional experience, abilities and behavioral skills of an individual, determined by the goal, organizational role and situation. Therefore, it is necessary to identify professional, methodological and social competence within the framework of competence as such.

In addition, it seems to us that the personnel assessment system in the company under consideration is far from optimal.

The company often trusts personnel and recruiting agencies with the problem of recruiting employees.

In the process of self-assessment, the specifics of the vacant position are not taken into account; those professionally important qualities that the applicant must possess are practically not explicitly distinguished. Also, there is no qualitative and quantitative assessment of these qualities.

An analysis of the personnel composition of the personnel of the LLC "Scientific Progress - M" enterprise and its dynamics showed that there is no problem of turnover of young personnel with little experience, who for the most part are sales managers. This indicates a good moral atmosphere in the company and an acceptable motivation for the labor market today. But if the company's policy does not change and individual motivational components are not introduced, then staff turnover is inevitable.

As the analysis showed, the motivational management of the company is rather poorly developed, although the motivational reserves of the personnel of the department under study are quite high. In my opinion, they can be involved in creating an effective organizational motivation mechanism using appropriate methods and principles. Meanwhile, according to the opinion of many specialists in the field of personnel policy, the system of personnel motivation has a huge potential, which, if developed, can achieve very good results.

Third block

How does the HR manager analyze the results of his work, according to what criteria?

The main criterion is the dynamics of staff turnover, the lower the turnover, the better the manager's work is performed

Describe the level of satisfaction with the work of HR specialists (subjective characteristics, the degree of satisfaction with various factors - working conditions, socio-psychological climate, wages, career opportunities and professional development etc).

The specialist is satisfied with the work according to the following criterion:

working conditions - by 4 points
socio-psychological climate - by 4 points
salary - 3 points
career opportunities - 2 points
professional development - 3 points

What professional and personal qualities are in demand in the activities of a human resources specialist, and which ones still need to be developed?

The ability to analyze the preparedness of a specialist for the planned work

What areas of retraining and advanced training are relevant for employees of the HR department, what form of training is optimal for them (on the job, field seminar, training at an internal corporate university, etc.)?

Field seminar and on-the-job training

What knowledge, skills and abilities from specialized and related areas are required in the activities of a human resources specialist in this organization?

Knowledge labor law, knowledge of the basics of economics and wage systems

Conclusion

An analysis of the personnel composition of the staff of the LLC "Scientific Progress - M" and its dynamics showed that there is a problem with the motivation of the staff. The staff works, but does it automatically, without much enthusiasm. This problem can be solved by organizing various departmental competitions to fulfill the sales plan.

The solution to the problem of motivation of the company LLC "Scientific Progress - M" should be solved comprehensively, I test some methods and see which of them are most effective for this company.

Also, it is necessary to exclude the possible turnover of staff, because with a given average income of the staff, it is possible, because. There is quite strong competition for good specialists in the labor market in Moscow today. It is also necessary to properly recruit staff.

The right decisions in the field of selection for vacant positions cannot be found until the requirements for the applicant for the position are clearly defined. Only in this case can the characteristics of the candidates be measured against the established criteria.

Revealing the theoretical and methodological foundations of the formation of recruitment methods in the enterprise, and demonstrating the place and role of the selection of managerial personnel in ensuring efficient operation enterprises, the author, pointing out that the activities of the LLC "Scientific Progress - M" is carried out under the direct control and with the participation of management personnel, draws the following conclusions:

availability of qualified labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel are the main factors in ensuring the competitiveness of the enterprise in the conditions of the formation of the Russian market.
intensification of management and improvement of the quality of personnel work is possible only through the use of fundamentally new approaches to working with personnel, changing the role personnel services enterprises and firms, increase the funds allocated for work with personnel.
creation of management systems, to the greatest extent allowing to open up creativity and the initiative of employees at all levels of the management hierarchy, should be the goal of production reorganizations as part of the transition to a market economy in Russia.

So, in the course of the study, an analysis was made of the methods for selecting and evaluating the personnel of Scientific Progress - M LLC, a number of shortcomings of the methods used were identified, and conclusions were drawn on the directions for improving these methods. In addition, a number of proposals have been developed and substantiated to improve the structure of the selection and evaluation of personnel. The improvement program was developed on the basis of the initial data on the activities of the enterprise, and is also associated with a specific composition of positions and jobs that the enterprise currently needs.

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"Togliatti State University"

Institute of Finance, Economics and Management

Department of Finance and Credit

A DIARY

PRACTICE INTERNSHIP

Student ________________________ course ______________________ group

Specialties_ 080105.65 "Finance and credit" ________________________

Surname, name, patronymic of the student ____________________________________

Institute of Finance, Economics and Management __________________________

Name of organization, enterprise _____________________________

2013 academic year

I.CALENDAR TERMS OF PRACTICE

Practice leaders

From university

Surname Kovalenko_______________________________

Name Oksana _____________Middle name____ Grigorievna

Position, academic title, degree___ PhD in Economics, Associate Professor

From the enterprise

Surname _________________________________________

Name _______________ middle name _ ______________________

Job title_____________ _ ______________________________

______________________________________________________

APPROVE

Head Department of Finance and Credit

"_____" _________________ 201___

II.TASK OF THE DEPARTMENT

11.02.2013-15.02.2013

Acquisition of skills in filling out and compiling financial documentation of the organization under the guidance of the head of undergraduate practice.

18.02.2013-22.02.2013

Detailed study and analysis and evaluation of financial activities. A detailed study of the organization's financial management structure. Providing information on the study of financial activities to the head of undergraduate practice from the organization. Formation of a report and a diary on the passage of undergraduate practice. Signing of this documentation by the head of the practice.

V. CONTENT OF THEORETICAL LESSONS

the date	Topic	Surname, initials and position of the head of studies
	Familiarization with the established internal regulations, rules of conduct, the established mode of work, work and rest.
	Analysis and evaluation of financial (accounting) information on the example of organization documentation.
	Acquisition of skills in filling and compiling the financial documentation of the organization.

VI. SCIENTIFIC RESEARCH WORK OF STUDENTS AT PRODUCTION

No. p / p		Conclusion of the head of the enterprise on the work of the student
	Collection, analysis and evaluation of financial information of the organization.
	Filling and formation of financial documentation (reporting).	The work was completed without comment

VII. USING A COMPUTER TO PERFORM A TASK IN PRACTICE

During the period of undergraduate practice, computers with the established legal systems "Garant", "Consultant" were used in order to collect and study theoretical material related to the financial activities of the organization and the service program "1C: Accounting" - collection and processing of financial information.

VIII. CHARACTERISTICS ACCORDING TO THE RESULTS OF PRACTICE

Student _______________________________________________________________

(surname, initials)

FULL NAME. student passed undergraduate practice from December 24, 2012 to February 24, 2013. During the undergraduate practice, he showed a high level of theoretical and practical training, good knowledge of reading financial statements and financial documentation. During the entire undergraduate practice, F.I.O. the student was responsible for the assigned work. Actively participated in the study of financial documentation, helped (a) employees financial department organizations in the collection and processing of documentation, conducted an analysis and assessment of the financial and economic activities of the organization over the past three years, got acquainted with the procedure for maintaining financial documents, with the order of storage of forms of strict reporting, participated in various daily work.

Comments on the passage of practice to the F.I.O. no student.

Practice leader from

enterprises _________________________________

(signature)

IX. REVIEW OF THE SUPERVISOR FROM THE UNIVERSITY ON THE RESULTS OF THE PRACTICE

the date	Comments and instructions of the head of practice from the university