How to determine the effectiveness of labor activity. Criteria for the effectiveness of labor activity

Increasing the efficiency of labor is associated with the main goal of society - ensuring constant and high rates of economic growth based on an increase in the total volume of the country's GNP, including GNP per capita.

Labor efficiency is a complex socio-economic category that has different aspects.

Economic aspect. Forms of manifestation - the volume of output per unit of labor. Indicators:

labor productivity;
profit from certain activities to labor costs;
labor profitability.

Profitability is a relative indicator economic efficiency. Profitability comprehensively reflects the degree of efficiency in the use of material, labor and financial resources, as well as natural resources. The profitability ratio is calculated as the ratio of profit to the assets, resources or flows that form it. It can be expressed both in profit per unit of invested funds, and in the profit that each received monetary unit carries. Profitability rates are often expressed as a percentage.

Psychophysical aspect. Forms of manifestation - the impact of the labor process on the human body. Indicators:

· not harmful, favorable production conditions and labor safety;
the content of labor and the optimal boundaries of its distribution;
· universal development physical, mental strengths and abilities of a person in the process of labor;
Elimination of the negative impact of the production environment on working conditions.

Social aspect. Forms of manifestation - the harmonious development of the worker. Indicators:

· professional development of the employee;
expansion of the production profile
· strengthening of social and political activity.

In a broad sense, the increase in labor efficiency means the constant improvement by people of all aspects economic activity, the constant finding of opportunities to work better, to produce more high-quality consumer goods with the same or less labor costs.

Labor efficiency is calculated by the formula:

where, E is the overall labor efficiency;

O is the amount of work per unit of time;

H is the number of employees;

K is an indicator of the quality of work.

Labor efficiency will be the higher, the higher labor productivity and the lower labor costs with a constant amount of work.

Labor productivity is an indicator of its efficiency, effectiveness, which is characterized by the ratio of the volume of products of work or services, on the one hand, and the amount of labor expended on the production of this volume, on the other.

Labor productivity is calculated by the formula:

where, Fri - labor productivity;

O is the amount of work per unit of time;

N is the number of workers.

In practical activities, when analyzing and planning labor productivity, it is assumed that it is a category that shows economic efficiency, the effectiveness of human labor, which can be reflected in direct indicators - production and labor intensity of products.

Output is a direct indicator of the level of labor productivity, which is determined by the amount of products (works, services) produced by one employee per unit of time and is calculated by the formula:

where, B is the output;

V is the volume of manufactured products;

T is the cost of working time ( average headcount workers).

At the enterprise, production can be determined different ways depending on what units are used to measure the volume of production and labor costs.

Methods for determining output at enterprises:

The natural method
conditionally natural (conditionally accounting) method;
labor method (as a measure of production, its labor intensity is used in standard hours, i.e. labor costs);
cost method.

If the volume of production is measured in natural terms (in pieces, tons, meters, etc.), then the corresponding indicators of labor productivity are called natural. Natural indicators are accurate, very visual and eloquent, however, they have a significant drawback: the impossibility of applying to heterogeneous products. If an enterprise produces several types of similar products, the volume of output can be expressed in conditionally natural indicators that bring different products to the same measurement (for example, different types of fuel are converted into equivalent fuel with a heat generating capacity of 7000 kcal/kg).

AT market economy meaning natural indicators decreases significantly, since cost indicators play a dominant role in all aspects of economic life. Cost indicators are indicators of production, in which the volume of production is measured in monetary units. These indicators are the most universal, they allow you to compare labor productivity in the production of fundamentally different goods. If we take the cost indicator of net production as the volume of production, then both the growth in product quality and its need in the market will be taken into account.

Performance indicators depend not only on the volume of products produced, but also on the unit of measurement of working time. Working time can have a different expression: hour, day, quarter, year.

Relationship with labor intensity:

where, - increase in labor productivity in%;

3t - reduction in the labor intensity of products in%.

Labor intensity is an inverse indicator of the level of labor productivity, which is characterized by the amount of working time spent on the production of a unit of output (work, services) and is calculated by the formula:

where, Q is the labor intensity of products;

T - labor costs;

V is the volume of production.

Relationship with labor productivity (output):

For planning and analysis of labor at the enterprise, different types of labor intensity are calculated. Technological labor intensity Tm is determined by the labor costs of the main workers - both pieceworkers and time workers. It is calculated according to production operations, main parts, assemblies, finished products.

The labor intensity of maintenance To is determined by the labor costs of auxiliary workers who are engaged in servicing production.

Production labor intensity Tn shows the labor costs of the main and auxiliary workers to perform a unit of work.

The complexity of management Тv is determined by the labor costs of managers, specialists, and technical performers.

Each of the indicated indicators of labor intensity can be normative, planned (design), actual.

Normative labor intensity is determined on the basis of labor standards: time standards, production standards, service time standards.

Planned labor intensity differs from the normative one by the amount of reduction in labor costs planned in the current period due to the implementation of organizational and technical measures.

Actual labor intensity is the sum of already completed labor costs for the amount of work performed or the output of manufactured products.

1. Significance of labor productivity growth.
2. Indicators and methods for measuring labor productivity.

Alexander Ushakov, Chief Specialist of the Directorate for the Development of the Production System of GAZ Group Management LLC, tells how it is necessary to evaluate the efficiency of the organization of production and monitor how this efficiency changes over time.

Indicators have always been an integral and sometimes invisible part of our lives. Through them, without realizing it, we evaluate almost everything without exception: the power of our cars, fuel consumption, distance from home to work, time in traffic jams, and so on. All these are quantitative indicators, the evaluation through which allows you to make a “more-less” comparison and, based on this, conclude what is better and what is worse. Everything can be evaluated, but its correctness depends primarily on the correctness of the choice of indicators. When immersed in details, in subtleties, in particular accounting, it may turn out that the initial assessment is incorrect.

In a production system, the same task of quantitative comparison is faced: it is necessary to evaluate the effectiveness of the organization of production and monitor how this efficiency changes over time. To do this, it is necessary to correctly select indicators and create a methodology for their calculation or accounting.

When it becomes necessary to evaluate the effectiveness of manual labor, the first thing that comes to mind under the concept of "efficiency" is "productivity", since labor productivity is a measure of its effectiveness. Everyone understands different things under the term "performance". Indeed, there are many indicators in the world designed to assess how labor efficiency changes over time. Based on the comparison of these indicators at different enterprises in different countries, it is even concluded that the labor productivity of such and such a plant in such and such a country is higher than the labor productivity of another similar plant in another country. Superficially, everything seems to be logical, but when immersed in the details, it becomes clear that such a comparison is incorrect. In order to understand this, it is necessary to understand through what indicators labor productivity is assessed at different enterprises.

Western enterprises evaluate labor efficiency through indicators "number of personnel per vehicle" and "time spent per vehicle".

As the turnout number, both the total turnout number of the three categories of OPR + RPP + RSS (main production workers plus pre-production workers plus managers, specialists, employees) can be taken, and only the number of ODA, depending on what needs to be assessed: the effectiveness of the total enterprises or only production efficiency.

The number of cars means the total number of cars of all modifications that came off the assembly line for the period under review (week, month, year).

Actual hours worked can also be taken for all personnel, and only for production.

Both of these indicators are inverse indicators of "productivity" and if labor productivity is measured by the amount of output produced by an employee per unit of time, then the reciprocal value (labor intensity) is measured by the amount of time spent per unit of output.

By comparing enterprises for each of the indicators, it is possible to evaluate the effectiveness of different enterprises within the company.

When choosing an indicator for assessing labor productivity at the enterprises of the GAZ Group, we tried many approaches and not one of them was without flaws to one degree or another. In addition, the long path we have traveled in choosing an indicator for assessing labor efficiency allows us to conclude that it is almost impossible to compare labor efficiency at different enterprises without unnecessary reservations, which are always subjective.

If we return to the indicators “the number of personnel or the number of hours per car”, then the denominators of both formulas are the number of cars produced. So, all cars are completely different, i.e. represented by a wide range of modifications. If this month's plan structure is such that there are only 100 labor-intensive modifications in the production program, then it is logical that these modifications may take more time to produce. And, accordingly, vice versa: if next month there are only 100 “light” modifications in the plan, then their production will take less time. In this case, we are not talking about the fact that in the first month 100 cars will be produced later, but earlier in the second: the production rate, which is set by calculating and setting the takt time on the conveyor, will be exactly the same in both cases. But it will take more operators to produce 100 cars in the first month than in the second. Consequently, the total time actually worked by all operators in the first month will be greater than in the second. And, consequently, both indicators, both "the number of personnel and the number of hours per car" in the first month will be worse. But this absolutely does not mean that labor efficiency in the first month was lower. Those. the change in these indicators over time may be the result of a change in the structure of the plan and is in no way connected with a change in the real efficiency of labor, in other words, these indicators cannot measure labor efficiency.

When using these indicators to compare the efficiency of labor in different enterprises, even more confusion arises. Example: the first enterprise produces 100 cars and the technological chain is represented by welding, painting, assembly. And at the second enterprise, absolutely the same 100 cars are produced, but the technological chain is represented not only by the mentioned redistributions, but also by blank production: stamping, forging, foundry and machining. It is clear that at the second enterprise a larger number is employed in production than at the first and, consequently, both indicators, both “the number of personnel and the number of hours per car”, for the second enterprise will be worse. However, this does not at all mean that labor efficiency is worse, but simply indicates varying degrees"insourcing-outsourcing" in the enterprise. Those. The conclusion suggests itself that it is problematic to compare labor efficiency at different enterprises without going to them through these indicators. Of course, you can try to calculate these indicators, all other things being equal, i.e. do not take into account that the second enterprise has a stamping, foundry, forge and m / o. But in reality, everything is much more complicated than in the example given here: the degree of insourcing-outsourcing at two enterprises with only one final assembly line can be different (at one enterprise, the gas tank is supplied assembled with a submersible module directly on the conveyor by the operators of the enterprise itself). Therefore, in reality, for different enterprises it is practically impossible to bring the calculation of indicators “the number of personnel or the number of hours per car” into the same conditions, since this will always be subjective.

And if we summarize the conclusions from the two examples given, then according to the indicators “the number of personnel or the number of hours per car”, it is impossible to draw unambiguous (objective) conclusions either about how labor efficiency changes over time, or about how much one enterprise is more efficient. another...

For some time, to assess labor productivity at the enterprises of the GAZ Group, indicator "production", under which the amount of production in monetary terms per person per unit of time was taken:

This indicator is also not without flaws, which is why we had to abandon it. The indicator was chosen in order to be able to assess how labor efficiency changes over time, i.e. so you can compare year to year. The numerator is the output in monetary terms. From year to year there is inflation, i.e. even if the number of manufactured products in unit terms remains unchanged (we produced 64,000 cars last year, we will produce the same number this year), then in monetary terms, the quantity of products produced this year will be more than last year due to an increase in the price sold on the market products. Those. ceteris paribus (if actual hours worked remained the same), hourly output this year would be higher than last year, only due to inflation, and not due to an increase in the real efficiency of manual labor. Trying to neutralize the price growth factor, we tried to calculate the output of the current year in the prices of the previous year. It is problematic to do this correctly: what if a modification appears in the program of the current year that differs from last year only by the presence of a new option (for example, air conditioning); include this car in the production at the new price in its entirety? In most cases, this was done, since isolating the current cost of an air conditioner and adding it to last year's car cost is already more difficult when it comes to accounting for hundreds of such modifications. Those. it is possible to correctly take into account the inflation factor when calculating hourly output in order to compare the “year-to-year” indicator, but it is difficult and most likely you need to be prepared for errors in the calculation. And no one can guarantee that hourly output has changed due to a real change in labor productivity, and not due to inflation.

The second example: in the middle of the year, they began to install more expensive air conditioners of a new design on manufactured buses (we are not talking about inflation here). This affected the selling price of the bus, i.е. producing the same amount per month with the same number of operators and spending the same amount of time installing the air conditioner, we record the best hourly rate in the second half of the year. And this is not the result of improved efficiency of manual labor, but only a consequence of the use of more expensive components. Those. it is problematic to draw a conclusion regarding the change in real labor efficiency by changing the “output” indicator: all the time you have to make some reservations or try to take into account certain circumstances in the calculation, and it is almost impossible to do this without unnecessary errors, so that it is objective.

Is it possible to compare two different enterprises through output, on the basis of which it can be concluded that labor productivity is higher in one enterprise and lower in the other? More likely no than yes. Just as it is impossible to compare the labor productivity of different countries, and here's why.

In 2015, the Organization for Economic Co-operation and Development published a chart comparing labor productivity in Russia and other countries under Bloomberg data. As a measure of productivity, an indicator similar to the “output” described above is used, but in the numerator of the formula, instead of “produced output”, “gross domestic product” is used:

GFP is understood as the market value of all final goods and services intended for direct consumption and produced per year in all sectors of the economy on the territory of the state for consumption, export and accumulation, regardless of the nationality of the factors of production used. The “GDP per hrs. worked - GDP per person hour” has nothing to do with the real productivity of manual labor, but partly says how much poorer or richer different countries live. A gas tank, which is installed on a frame in 1 minute on an assembly line in Russia, is installed in the USA in the same minute, and in terms of manual labor productivity, there is no difference here. But the cost of this minute in Russia and the United States is different, hence the different cost of cars at the exit (ceteris paribus) and hence the different value of GDP for the year as a whole. During the years of inflation in 2008-2009, we sank in relation to America from 25 to 35 rubles, i.e. 1.5 times, in 2015 USD costs 65 rubles. Domestic products are becoming cheaper on the world market, and at the same time, the “GDP per person hour” indicator is declining. In other words, this indicator assesses not so much the productivity of manual labor, but the amount of money per person per hour in general, which has nothing to do with productivity.

Currently, to assess labor productivity at the enterprises of the GAZ Group, indicator, formerly known as the "percentage of compliance":

The percentage of compliance with the norms should tend to one. The change in this indicator over time shows how much the productivity of manual labor changes:

The example above shows a situation where the production plan required 100 hours of production and in fact the workers spent 100 hours. The percentage of compliance with the norms was equal to 1.0. Then there were some improvements on the site and the workers began to spend not 100, but 90 hours on the production of the same product, while when calculating according to the old labor standards they had to spend the same 100 hours. The percentage of compliance with the old norms in this case is 1.1, which corresponds to a 10% increase in labor productivity.

According to this indicator, a target is set for each enterprise in the form of % growth from year to year. To achieve this goal, it is necessary to work on improvements in the workplace, reducing the cycle time, i.e. a decrease in labor intensity, which in the end will really result in a real change in the productivity of manual labor. This indicator, unlike Western ones, is resistant to the degree of insourcing-outsourcing, i.e. will remain unchanged, since the numerator and denominator in the formula, when operations are included (insourcing) or excluded (outsourcing) from the technological chain, will change simultaneously, which in general will leave the percentage of compliance with the standards at the same level. This indicator is immune to changes in product prices. In other words, it helps to track the real change in the productivity of manual labor with fewer reservations, since it is free from shortcomings to a greater extent than its Western counterparts. Moreover, the indicators “number of personnel or number of hours per car” will drop to zero if manual labor is completely replaced by automatic labor, i.e. in the case of global automation of the production process, indicators close to zero will indicate high efficiency. And if this is precisely the goal pursued by Western enterprises (completely eliminate manual labor), then the indicators must have been chosen correctly. Just do not mistakenly associate them with manual labor productivity, since automation and manual labor productivity are completely different things. Yes, automation leads to a reduction in the share of manual labor and an increase in the productivity of the enterprise as a whole, but this is not what we are striving for. We try to make manual labor more productive with minimal use of automation.

The indicator "percentage of compliance with the norms" with a gradual decrease in the share of manual labor will remain unchanged, since the numerator and denominator of the fraction will decrease simultaneously by the same amount. Those. we chose an indicator for which labor automation is not important, and since the GAZ production system is based on the foundations of the Toyota production system, this is an important fact for us. At Toyota, automation is not an end in itself, there is no desire to turn a person into a biorobot mindlessly pressing buttons. Mechanization is used at Toyota primarily to facilitate back-breaking labor, but where a person can cope, the machine will not compete with him in terms of costs. Realizing this, we also tried to choose for ourselves from the existing ones such an indicator that would meet our ideals. The percentage of compliance and its change over time, which shows how much the productivity of manual labor varies, corresponds to these ideals in the best way.

Going to the forum...

Article comments

The indicator "% of compliance with the norms" when comparing different plants also has disadvantages.

In general, any indicator has disadvantages.

But if we apply the same approach to the indicators rejected at the beginning of the article as to the "% of the implementation of the norms", i.e. evaluate not the absolute value of the indicator, but its dynamics over time for one enterprise, then the conclusions from this analysis will also receive practical value.

"The indicator "% of compliance" when comparing different plants also has disadvantages"It just can't be used.

"In general, any indicator has disadvantages." - undoubtedly.

"if ... we evaluate not the absolute value of the indicator, but its dynamics over time for one enterprise, then the conclusions from this analysis will also receive practical value" - right.

Comparison of indicators of compliance with standards at different plants, and even more so in different countries, without taking into account the main components such as technical equipment, labor organization, staff qualifications, is a completely meaningless occupation, mediocre toys of idlers

The proposed method has whole line shortcomings, and the first of them is the effect of a low base.

It turns out that for an enterprise where labor costs are well planned, the possibility of optimizing them is minimal, and for a "sharashka office", where they make a "strong-willed decision" to play it safe and lay ten percent for unforeseen losses in the norm, the result can be much better.

Even if labor costs are realistically estimated, if there is room for improvement, the results in the first year will be excellent. And the less efficient the enterprise is at the time of the start of accounting, the better results will be shown. But as we optimize and get closer to ideal system, the improvement potential will be exhausted, and the dynamic indicator will fall every year. Thus, we will see an assessment opposite to the real situation.

The second disadvantage, no less important, is the subjectivity of the assessment. I met with the fear of workers on the line to demonstrate an improvement in performance when they really had such an opportunity, because the opinion “today we are lucky, we will be praised, we will be given a bonus, but they will make this result the norm, and in the future they will already demand it from us, and in the future, not that there will be no bonuses, but fines may follow for non-compliance with the norms. And to some extent this opinion is justified.

Criteria for evaluating effectiveness should be objective, no matter how difficult the calculation in other models. Obviously, it is necessary to introduce systems for accounting, automation and informatization of the process.

Finally, understand that there is no methodology in the world that would allow you to objectively compare one enterprise with another. Just as there is no methodology that would allow objectively comparing the growth rate of labor productivity in one enterprise with the growth rate of labor productivity in another. It's like comparing one projection of some complex three-dimensional object with another equally complex and three-dimensional one.

The indicator presented in my article is as old as the world. The rate-setters used it from the founding of the plant and used it to evaluate how new standards are being mastered over time, indirectly assessing through this whether the productivity of manual labor is growing or falling. It is manual labor, and not the degree of automation or insourcing / outsourcing. Through this indicator, it is impossible to compare a sharashkin's office with a non-sharashkin's. You can only compare yourself with yourself in a month or two, a year, and then the result will need to be decomposed through factor analysis.

In the second paragraph, you write about the fact that in the first year the results will be excellent, and as you approach the ideal, the potential will be exhausted. This is completely logical and true. And what's wrong if the technique will show exactly this? It is not the problem of the methodology that it highlights this. It is the problem of the enterprise that the rate of productivity growth slows down as it approaches the ideal. And the problem of subordinates is to explain to their leadership why this is happening. And this happens because such is life, it is an objective reality.

In the third paragraph, you write that the methodology is subjective, because it seems that employees are afraid to demonstrate the best results, since these best results can then be legalized, i.e. bring it back to normal. What is wrong with the technique actually highlighting this problem? This is not a lack of methodology, this is a problem for those who do not want to improve their organization of work every day. And it has nothing to do with the methodology for assessing performance changes. In your opinion, it turns out that if the methodology did not show all this, it would be good. And so, when she highlights some problems, that someone does not want to work there, or that the sharashka office had good results at first, and then a stupor, then this is bad, this is subjective, the methodology is to blame for everything. Yes, if this is true, why is it bad if it becomes so visible through this technique?

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FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION

State educational institution of higher professional education

"TYUMEN STATE OIL AND GAS UNIVERSITY"

INSTITUTE OF OIL AND GAS

Department of Economics, Organizations

and production management

COURSE PROJECT

discipline: "Management"

on the topic: Staff performance

Made by a student of the EUM-06 group

Musikhina Ya.V.

Scientific adviser: Cheimetova V.A.

Tyumen, 2009

Lead 3

1. Labor productivity as a regulator of personnel competence management 5

2. Measuring the performance of management personnel 9

2.1 Factors of managerial performance

and specialists 9

2.2 Criteria for evaluating performance 11

2.3 Methods for assessing labor productivity

management employees 13

3. Evaluation of labor productivity of management personnel at 18

Conclusion 29

References 30

INTRODUCTION

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.

Currently, human resources are given increasing attention. If earlier the personnel service was represented by the personnel department, the main functions of which were personnel accounting, control over compliance with labor laws and document management, at present, personnel work is aimed at forming efficient and effectively functioning personnel.

To achieve this goal, various methods and procedures specific to different stages of the development of the organization can be used. But practically no area of personnel work, to one degree or another, can do without assessing the effectiveness of personnel work. Personnel assessment procedures are the basis for many specific aspects of personnel work. In particular: when applying for a job - it is necessary to assess the degree of readiness of the candidate to work in the position, to determine the presence or absence of the qualities necessary for successful work; when promoting - it is necessary to assess how prepared he is to perform new functions; when preparing training, it is necessary to assess the level of professional competence, to identify a list of knowledge and skills that need to be mastered; when developing a remuneration system, it is necessary to evaluate the employee in order to determine the amount of bonuses and compensations; in case of reduction or dismissal - it is necessary to assess the prospects and give the dismissed employee guidelines and recommendations where he could be more successful, perhaps help him choose a retraining program, etc.

The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way. However, in order to carry out this differentiation, it is necessary to have a unified system for evaluating the effectiveness of each employee's performance of their job functions.

thus, the assessment of the effectiveness of the work of personnel is an integral element of the functioning of the organization. It permeates the entire personnel management system - recruitment, selection and placement of personnel, Professional Development personnel (training of a personnel reserve, career development, training), motivation of activity. Evaluation of personnel performance is necessary during reorganization, it allows you to identify how each employee is able to adapt to new working conditions, select the most suitable candidates and leave them in the new organization. Evaluation is needed to make an informed decision on the reduction and dismissal of an employee. Thus, the evaluation of the effectiveness of the work of personnel permeates the entire system of personnel work.

Labor productivity as a regulator of personnel competence management

AT market conditions the efficiency of economic activity to a large extent depends on the quality of the work of the personnel management service, the effectiveness of their decisions. Therefore, it is difficult to overestimate the importance of a timely, objective, comprehensive analysis of the activities of the personnel management service. Such an analysis can provide the necessary information for fundamental changes in the nature and efficiency of any enterprise.

The effectiveness of the organization as a whole depends on the level of internal efficiency, i.e. on how “the right things are created correctly”. An internally effective organization rationally uses all types of resources, including labor resources. At the same time, products or services are produced at minimal cost and with high quality. Hence, effective management organization is possible only if there is an effective management system. In order to assess the level of efficiency, a thorough analysis of the system is necessary.

Evaluation of labor productivity- one of the functions of personnel management, aimed at determining the level of efficiency of work performed by a manager or specialist. It characterizes their ability to directly influence the activities of any production or management link (organization).

Of course, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees. Further, the results of the assessment must be kept confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a corrective action plan. The acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.

Evaluation of the performance of each employee is aimed at determining the level of efficiency of his work. It characterizes their ability to directly influence the activities of any structural unit of the organization. The result of an employee's work can affect the achievement of the goal of a unit or organization as a whole. Evaluation of personnel performance has the following objectives:

improving the efficiency of personnel work;

appointment of adequate remuneration for the work of staff;

making a decision * related to the employee's career.

In the practice of domestic enterprises, the problem of an adequate and accurate assessment of the work of an individual employee still remains unresolved. This means that the models of labor relations and human factors management should be seriously reformed towards a significantly better (by an order of magnitude) use of creativity person.

The creative abilities of a person are manifested through his competence, which is the central concept of the entire concept of personnel management *.

Competence is a rational combination of abilities, personal qualities and motivation of the company's personnel, considered in the time interval (Fig. 1).

Assessing the competence of personnel, we evaluate in the most general form:

personnel abilities (level of education, amount of knowledge, professional skills, work experience in a certain field, etc.);

personal properties (initiativity, sociability, reliability, etc.);

motivation (a range of professional and personal interests, the desire to make a career, etc.).

Personnel competence is a very dynamic and developing category. It can be significantly increased through continuous training, self-education, hiring workers from outside, and especially motivation. Therefore, the tasks of personnel management are to optimize the effectiveness of its actions, which depends on competence and motivation.

This leads to the conclusion that in order to increase the efficiency of the company, it is necessary, firstly, to develop the competence of each employee and, secondly, to improve the forms of labor motivation. The development of competence can be carried out both through professional education organized by firms and through self-education of the employee. In this regard, the desire of many firms to invest huge amounts of money in vocational training, quality circles, staff rotation, foreign internships, etc., becomes understandable.

Competence management can take place both at the firm level and at the individual level. At the level of the individual, competence management is carried out in the following sequence:

the employee evaluates his competence in comparison with the requirements of the position held;

activates the knowledge and skills acquired by him in case of non-compliance with their requirements of the position;

decides on the need for additional training if these skills do not bring the employee to the level of compliance with the requirements of the position.

Competence management at the firm level special workers and provides:

assessment of the company's needs for personnel in accordance with the goals and objectives of the company;

assessment of the level of competence of employees;

comparison of available and required resources according to the level of competence;

making decisions to ensure the matching of available and required resources (through training employees or attracting workers from the labor market).

2. Measuring the performance of management personnel

2.1 Factors of labor productivity of managers and specialists

The indicators of the final results of labor of employees of the administrative apparatus, as well as its content, are influenced by a combination of various factors(Table 1). Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, because increases the degree of validity, objectivity and reliability of assessment conclusions.

Table 1.

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Criteria and indicators for assessing the economic and social efficiency of the work of the team

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The effectiveness of the functioning of an integrated system of management of the labor collective can be legitimately considered as part of the efficiency of the enterprise as a whole. However, at present there is no single approach to assessing such efficiency. The difficulty lies in the fact that the process of labor activity of workers is closely connected with the production process, and with its final results, and with the social development of the enterprise. Accordingly, the assessment methodology is based on the choice of performance criteria for the organizational, economic and social subsystems of the complex system. The goals of these subsystems can serve as such criteria. The task of assessing the effectiveness of the management of the workforce is to determine:

1. Economic efficiency (characterizes the achievement of the goals of the enterprise through better use labor potential). The criteria for evaluating the effectiveness of personnel management should reflect the effectiveness of live labor or labor activity of employees.

2. Social efficiency (expresses the fulfillment of the expectations and satisfaction of the needs and interests of the employees of the enterprise). The social efficiency of personnel management is largely determined by the organization and motivation of labor, the state of the socio-psychological climate in the workforce, that is, there is more dependence on the forms and methods of working with each employee. As can be seen, the composition of indicators comprehensively reflects the effectiveness of personnel management in economic, social and organizational aspects. At the same time, to determine some of them, it is necessary to take additional operational information based on specific sociological studies in enterprises with a low level of mechanization and automation of labor, as well as in small enterprises, the approach to the employee as a production resource prevails without understanding the significance social management, which complicates the introduction of progressive methods and the use of social reserves. A quantitative assessment of the economic efficiency of managing a workforce involves determining the costs necessary to implement the personnel policy of an enterprise.

Indicators for assessing the economic efficiency of personnel management:

1. The ratio of the costs required to provide the enterprise with qualified personnel and the results obtained from their activities.

2. The ratio of the budget of the enterprise unit with the number of personnel of this unit.

3. Valuation of differences in labor productivity (determined by the difference in the estimates of labor results of the best and average workers performing the same work).

These indicators orientate employees towards the fulfillment of planned targets, the rational use of working time, the improvement of labor and performance discipline, and are mainly aimed at improving the organization of work.

Moreover, in a market economy importance have such economic indicators as:

- profit;

- labor productivity;

- volume of sales;

— profitability;

— the ratio of the growth rate of labor productivity of workers with the growth rate of average wages;

- wage fund;

- management costs.

The unity of the economic and social efficiency of work with the labor collective is recognized by all specialists. The consequence of this is the existence of two main directions for calculating the effectiveness of costs for the labor collective.

First, it is the overall cost effectiveness, i.e. the relative magnitude of the effect they bring.

Secondly, it is cost effectiveness, which must be determined when making decisions related to various options technical improvements made to the labor process and change the number, composition, structure and level of remuneration of workers, and hence the costs themselves.

The determination of the part of the increase in production due to the intensification of production is carried out according to formula 1.3:

__∆Pn___

H int = 100 (1+ ΔVn) (1.3)

where Ch int - part of the increase in production volume, due to the intensification of production;

P p - increase in the resources used for a certain period,%;

V p - increase in production volume for the same period,%.

Thus, as a result of the analysis of the above in the chapter, the following conclusions can be drawn:

Workforce management is a purposeful impact on the system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

An important principle of the process of managing a workforce is the competitiveness of management participants based on personal interest in success, supported by various motivators, such as material incentives, the possibility of promotion, self-realization, and acquiring new knowledge and skills.

Methods of managing the workforce - a set of methods and techniques for influencing the subject of management through its unity on the managed object to achieve the goal; ways, methods of influence of the subject on the object of management (not excluding the reverse impact of the object on the subject), the leader on the team and the team on the leader.

Management methods are classified according to numerous criteria. Highest value has a classification of management methods based on the objective laws inherent in the management system, as well as the needs and interests of the person or persons on whom the impact is directed. On this basis, organizational, economic and socio-psychological methods of management are distinguished.

The effectiveness of the functioning of an integrated system of management of the labor collective can be legitimately considered as part of the efficiency of the enterprise as a whole.

The task of evaluating the effectiveness of the management of the workforce is to determine the economic and social efficiency.

Increasing the efficiency of the production and economic activities of the enterprise is one of the central problems of the economy. There is no other way for the successful solution of various economic and social problems than a sharp increase in the efficiency of all social production.

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Stages, requirements for procedures, types and methods of personnel assessment. Terms of labor evaluation procedures. Behavioral rating scale containing special characteristics of labor productivity. Essence of the given distribution method in estimation.

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Evaluation of the labor efficiency of employees at the enterprise

Alpiev Mergen Muratovich

Personnel work is aimed at forming the most efficient composition of employees. Various methods can be used to achieve this goal. However, no specific area of personnel work, to one degree or another, can do without personnel assessment:

a) when hiring, it is necessary to assess the degree of readiness of the candidate to work in the position;

b) when encouraging, it is necessary to evaluate how effective the employee was in performing work;

c) when promoting, it is necessary to assess how prepared the employee is to perform new functions;

d) during training, it is necessary to assess the level and content of the problems for which individual training should be conducted, etc.

Business assessment of personnel is a rather complicated work in terms of method and organization. First of all, it should be noted that there is simply no single universal methodology suitable for solving the entire range of tasks facing personnel assessment, and it is hardly possible. There is no generally accepted assessment methodology abroad. For this reason, most often, enterprises are forced to develop an assessment program, including the methodology for its implementation, on their own or redo standard recommendations, use the experience of other enterprises and organizations (adapting it to their goals, time and financial capabilities) . At the same time, in manuals on personnel management, one can find the main stages, requirements for procedures, types and methods of assessment. Thus, the assessment steps include:

description of functions;

definition of requirements;

assessment by factors (specific performer);

calculation of the overall score;

comparison with the standard;

assessment of the level of the employee;

communicating the results of the evaluation to the subordinate.

Requirements for labor assessment procedures: the criteria used must be clear; the information used for the evaluation must be available; evaluation results should be linked to the reward system; the scoring system must match the situational contact. Next, consider the types and methods of evaluation (See Table).

Table - Types of assessment and their features.

AT scientific literature it is also customary to subdivide assessment methods into individual assessment methods and group assessment methods (see figure).

The former include questionnaires, comparative questionnaires and the descriptive method. Comparative questionnaires are completed using predetermined choice methods and school ratings.

The given choice method provides a list of the main characteristics and forms (types) of behavior of the person being assessed.

Rating 1 gets the most characteristic employee, rating 4 least characteristic feature:

Does not expect problems;

Grabs explanations on the fly;

Rarely wastes time;

It is easy to talk to him;

Becomes a leader when working in a group;

Loses time to perform some aspects of the work;

Calm and unruffled in any situation;

Works a lot.

The Behavioral Attitude Rating Scale (SHRS) defines decisive situations that serve as key positions on the scale. The rating questionnaire usually contains from 6 to 0 special performance characteristics, each of which is derived from 5 or 6 decisive situations.

Group assessment methods include classification, comparison by pairs, method given distribution.

When using the "classification" method, the evaluator must assign all employees in turn - from best to worst - to one common ground. This can be very difficult if there are more than 20 people in the group.

The "comparison by results" method makes the classification easier and more reliable. It involves comparing each to each in grouped pairs. At the intersection of surnames in a pair, the surname of the employee who is considered the most effective in this pair is noted. Then the number of cases when the worker is the best in his pair is noted, and based on this, an overall rating is built. However, it may be difficult to apply this method if the number of employees is too large.

Specified distribution method. Under this method, the rater is instructed to rate employees within a predetermined distribution of marks.

For example: workforce assessment

10% - unsuccessful

20% - satisfactory

40% - quite satisfactory

20% - good

10% - excellent _______

After the manager has received the results of the assessment, they must be discussed with the assessed employee. Norman Mayer described 3 approaches used in the US for such conversations, which he called "tell-sell" - using a similar approach, "tell-listen", "problem solving". A conversation with an employee, in addition to reporting results to him, can pursue 2 goals:

encouraging high labor productivity so that this level is maintained for as long as possible;

changing the behavior of employees whose work results do not fit into acceptable standards.

For evaluation interviews to be effective, the following principles should be followed:

the appraiser needs to plan the time of the conversation so that the employee has the opportunity to discuss the assessment and future work;

it is recommended to start the conversation with a discussion of the positive achievements of employees, and the shortcomings should be considered after. Attention should be focused on the discussion of performance, and not on criticism of personal qualities.

the assessor should encourage the assessee to engage in conversation, self-assessment and review of their own work.

At the end of the conversation, you should focus on how the leader can help the subordinate achieve personal goals and the goals of the entrepreneur (employer).

Thus, employee performance appraisal is an important means by which an organization can achieve its objectives. Employees who know what is expected of them operate more effectively than those who have no idea of their role in the organization.

Literature

Enterprise Personnel Management: Textbook / Ed., P.V. Shemetova. — M.: INFRA-M; Novosibirsk: NGAEiU, 1999. - 312 p.

Personnel Management: A Textbook for High Schools / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. and additional - M: UNITI, 2002. -560 p.

Oganesyan I.A. Organization personnel management. - Minsk: Amalthea, 2000.- 256s.

Personnel management in modern organizations / Gerald Cole; [Trans. from English.

N.G. Vladimirova]. - M .: OOO "Vershina", 2004. - 352s.

Models and methods of personnel management: Russian-British tutorial/ Ed. E.B. Morgunova (Series "Library of the journal" Personnel Management "). - M .: CJSC Business School "Intel-Sintez", 2001. - 464 p.

Svergun O., Pass Yu., Dyakova D., Novikova A. HR practice.

1. The essence of labor productivity

Human Resources Management: How it really is. - St. Petersburg: Peter, 2005. - 320s.

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LABOR EFFICIENCY INDICATORS

Evaluate the effectiveness of labor can be various indicators - the level of profitability, capital productivity and some others. However, the most general indicator of labor productivity is its productivity.

Labor productivity- the number of high-quality products (services) per unit of labor costs.

Distinguish labor productivity on the scale of society, region, industry, enterprise, its divisions, and, finally, the individual productivity of an individual worker.

The growth of labor productivity is an indispensable condition for the development of an enterprise, industry, country, and human society as a whole. At the same time, it means not only a reduction in the total labor costs per unit of output, but also a reduction in the share of living labor costs with a relative increase in the share of the past (embodied labor).

The direct labor of people is called living, and that part of the labor costs that appears in the production process in the form of objects and means of labor is called materialized.

Ways to increase labor productivity:

1. An extensive path can be implemented in two directions - through a more complete use of working time and through an increase in its duration.

A more complete use of working time is carried out by the elimination of downtime of whole shifts and within shifts, the elimination of unproductive expenditures of working time in the form of casual work, alteration of marriage, etc. This direction has its limits.

An increase in working hours, i.e. an increase in working week, working day, has time and legislative boundaries.

Thus, an extensive way of increasing labor productivity must certainly be used, and, at the same time, mainly in the first direction.

Labor activity as the basis of labor behavior of the population

However, if during the statutory working hours it is fully used on productive labor, then this will be the limit of the possible magnitude of the extensive use of labor.

The intensive way of increasing labor productivity also has limits, although the search for a reasonable intensification of labor is the subject of constant searches in any industry.

The intensity of labor characterizes the degree of its tension per unit of time and is measured by the amount of human energy expended on it.

The more intensive the labor, the more productive it is, but up to a certain limit. Firstly, the maximum level of labor intensity is limited by the physiological and psychological capabilities of the human body, that is, for any person this level is not unlimited.

Secondly, it is not always advisable to increase the level of labor intensification if, for example, this reduces the quality of production results.

The path that has no boundaries, limits - improving the technical and technological state of production - through the use of more advanced materials, raw materials, energy, technologies, tools, equipment, technology.

It is this path that makes it possible to reduce the share of human labor costs to a greater extent, to switch to the so-called "unmanned" technologies that increase the efficiency of the direct labor of the enterprise's employees.

Indicators of labor productivity are production (B) and labor intensity (T p). They can be expressed in a formalized form as follows:

B=QT T p =T Q

Where: T - labor costs for the release of the entire volume of products (services);

Q is the volume of produced benign products (services).

As you can see, there is an inversely proportional relationship between these indicators.

Output is the amount of good quality products per unit of labor input. The use of different units for measuring the volume of production (work) and labor costs gives about twenty ways to measure output.

The most common ways to measure the volume of work (production) is natural, labor and cost.

The natural method of measurement (m 3 , m 2 , running meters, tons, etc.) is the most accurate, but limited in use, since a rare enterprise produces one type of product. Therefore, the natural method is not suitable for comparing the activities of individual workshops, the technological threads of an enterprise, and even more so it is impossible to compare the activities of different enterprises and industries.

A variation of this method is conditionally natural. It is based on bringing different products (services, works) to one meter. Such indicators are called reduced.

On the railway any enterprise has its own indicators for evaluating performance, for example, gross ton-kilometers, reduced wagons, etc.

The labor method is based on measuring the volume of production, work by standard hours. The method is suitable for assessing activities at sites, workshops, departments, but requires strict justification of the norms. With different voltages of the norms, it gives a significant distortion.

The cost method is the most universal, however, in conditions of free prices and rising inflation, inconsistencies and distortions arise.

Methods for measuring labor costs are also possible in different versions, of which the most common are man-hours, man-days and the average number of staff (AMN).

The measurement of labor costs in man-hours is the most accurate of the above, however, it is very laborious. In this regard, more often resort to cost accounting in man-days. The disadvantage of this accounting method is its inaccuracy, since intra-shift losses of working time are not taken into account.

An even less accurate way to measure labor costs is FPV, since it does not take into account not only intra-shift, but also all-day downtime. However, the FPV is used in calculating the annual labor productivity, since the FPV ensures the comparability of the indicators of different sites, enterprises in general, industries, and country data. And the indicators of hourly and daily output are used in the in-house AHD of the enterprise.

Labor intensity is determined by the amount of labor costs per unit of produced benign products.

Labor costs (T) are made up of production labor intensity (T pr) and labor costs in management (T y):

T \u003d T pr + T y

Production labor intensity, in turn, consists of technological labor intensity and maintenance labor intensity:

T pr \u003d T t + T o

Where: T t technological labor intensity, is determined by the labor costs of the main pieceworkers and time workers. It is calculated by production operations, parts, assemblies, products;

T about - the labor intensity of maintenance, is determined by the labor costs of auxiliary workers of the main workshops and all workers of auxiliary workshops and units engaged in servicing production. Its calculation is made directly for each operation, product or in proportion to the technological complexity of the product, operation;

T y - labor costs in management. The labor costs of managers directly related to the manufacture of products (foreman, QCD workers, shop manager, etc.) are charged directly to these products.

The labor costs of those who are not directly related to the manufacture of products (accountant, economist, employees of the personnel department, etc.) are charged to products in proportion to their labor intensity.

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Thus, labor productivity is the reciprocal of labor intensity. Based on the specifics of the initial data, it shows how much output is actually produced by a given production under the actual production and economic conditions, per unit of living labor expended in production. 2 To analyze the development potential and viability of an enterprise within an industry, in economic theory indicators such as actual and potential labor productivity are used. Cash productivity is calculated similarly to the actual one, but the initial data is taken to be the maximum amount of products produced during the period with minimal labor costs, that is, under conditions when production operates in conditions of minimizing and eliminating associated costs and downtime .

How to calculate labor productivity in an enterprise?

This department employs 10 confectioners, who for 8 hours work shift make cakes valued at 300 thousand rubles. Let's find the labor productivity of one confectioner. To do this, first divide 300,000 (daily output) by 10 (number of employees): 300,000 / 10 \u003d 30,000 rubles.
This is the daily productivity of one employee. If you need to find this indicator per hour, then we divide the daily productivity by the duration of the shift: 30,000 / 8 = 3,750 rubles.

at one o'clock. Calculation of labor productivity according to the natural method It is more convenient to use if the manufactured products can be easily measured in generally accepted units - pieces, grams or kilograms, meters, liters, etc., while the goods (services) produced are homogeneous.

Key indicators and formula for calculating labor productivity

Comparison with the planned, base or actual indicator of previous periods helps to find out whether the efficiency of the work of the team as a whole and individual structures of the enterprise has increased or decreased.
Allows you to assess the potential burden on employees and the ability of the enterprise to fulfill a certain volume of orders within a specified period.
Contributes to the clarification of the usefulness of the introduction of additional technical means and the use of new technologies.
To do this, the average employee's output is compared before and after the introduction of technical innovations.
Based on the analysis of the obtained data, a personnel incentive system is being developed.

Methods for calculating labor productivity

All of them are quite simple, but at the same time, the following nuances must be taken into account in the calculations:

The volume of output is calculated in units of manufactured goods. For example, for shoes - pairs, for canned food - cans, etc.
Only the personnel involved in the production are taken into account.
So, accountants, cleaners, managers and other specialists who are not directly involved in production are not considered.

Balance calculation The basic calculation formula is the balance calculation. It helps to calculate the productivity of the enterprise as a whole.
For its calculation, the main value is taken as the amount of work indicated in the financial statements for a certain period of time.

Labor productivity indicators and calculation methods

Thus, we find out that one cook produces products for 5 thousand rubles per shift. In order to find out the labor productivity per cook per hour (assuming that there are 8 hours in a shift), we will need to divide 5 thousand by 8 hours, and as a result we will find out that one cook produces hot dogs for 600 rubles per hour .

Attention

The formula of the natural method of calculating labor productivity But the calculation of labor productivity can be calculated not only in money. In addition to this method, there are several more. For example, the natural way.

per unit of time. Let's take a simple example. Let's go back to our diner. Suppose that in its assortment there is only one product name - hot dogs.

How to calculate labor productivity indicators correctly?

Calculation of labor productivity by labor method This method is effective if you need to calculate time labor costs, while taking the volumetric indicator in standard hours. It is applicable only for such types of production, where the temporary tension is approximately the same. PRtr \u003d V for unit T / N where:

PRtr - labor productivity;
V per unit T - the amount of products manufactured in a selected unit of time.

Example No. 4 It takes a worker 2 hours to make a stool, and 1 hour to make a high chair. Two carpenters made 10 stools and 5 chairs in an 8-hour shift. Let's find their labor productivity. We multiply the volume of manufactured products by the time of production of one of its units: 10 x 2 + 5 x 1 \u003d 20 + 5 \u003d 25.

Labor productivity formula

Increasing productivity leads to higher production volumes and savings on wages. Calculation algorithm In essence, labor productivity reflects the ratio of volumes of produced and/or sold products to the number of employees.

Indicators of the number of employees are based on payroll data.

Each employee is only counted once per business day.

Further, the number of employees calculated for each day is added up and divided by the number of days of calculation. Performance metrics can be calculated from the revenue that is shown in the income statement. Labor costs and time spent on the production of products are also taken into account in the reporting documentation. Indicators The indicators of labor productivity at the enterprise include production, labor intensity and labor productivity index.

Labor activity: productivity and its calculation

Accordingly, it can be stated that the total productivity of labor is the volume of products that was produced by an employee in one unit of time, or the time that was spent on the manufacture and production of a unit of output. Basic indicators of labor productivity are calculated both separately and on average for the enterprise. The development and manufacture of products at individual workplaces and production sites is always measured in physical terms, in the volume of manufactured units of products. For example, the volume of certificates that were issued on average by a telephone operator at the GTS information service per hour, the volume of written correspondence that was sorted by one sorter per hour. The volume of output at individual workplaces is usually normalized. Each specific employee is given a planned task or a production rate.

How to correctly calculate labor productivity

The purpose of this operation is to calculate the maximum achievable labor productivity under given economic conditions (available equipment, raw materials, organization of production). 3 Potential productivity, as a logical development of the general idea, considers the conditions for maximum output in the conditions available at this stage of technical development. It is supposed to use the most modern high-tech equipment, the best (from possible) raw materials, etc., and, accordingly, the minimum achievable cost of living labor in the time dimension. Related video Useful advice In general, the higher labor productivity, the more marketable products the enterprise is able to produce at given labor costs, which also directly affects the unit cost of output.

How to calculate labor productivity?

The formula for labor productivity is quite simple: you need to divide the amount of work performed for a certain period of time by the number of employees.

Type of formula when substituting variables. Where for P we take labor productivity, for O - the amount of work for a certain period of time, and for H - the number of workers.

The formula for calculating the cost productivity of labor Let's look at an example. Imagine that you are the owner of a chain of fast food restaurants.

And you want to know the productivity of the hot dog shop, one of your establishments. Suppose it has 20 chefs who are busy making hot dogs. For the entire shift, they manage to produce products worth 100 thousand rubles.

So, in order to find out the labor productivity of one worker, we will need to divide 100 thousand rubles per 20 workers (cooks).

How to calculate labor productivity per worker

But the labor embodied by any thing, mechanism or service is a completely different matter, since it personifies the labor produced earlier. For example, the cost of paying for electricity, paying for a production facility, etc. And therefore, an increase in labor productivity leads to a decrease in costs. To measure the labor of workers, the indicator of labor productivity is used. What is labor productivity: - this is a certain indicator, by calculating which we find out how fruitful the work of workers is for a certain period of time (year, month, day, shift, hour, etc.). You also need to remember such a term as "development". Output is the amount of work produced by one worker. Using the performance indicator, you can measure different kinds work:, the production of goods, the provision of services, the sale of goods.

Sooner or later, every leader thinks about how effective the work of his subordinates is and whether it is possible to increase their productivity.

How in general it is necessary to estimate this efficiency of work? How to understand whether a person is working at full capacity or at half strength?

To answer these questions, the largest recruitment agencies have developed several methodologies for monitoring and managing employee productivity.

individual workers

As you know, the fundamental element of any management system is the principle of delegation of authority. Its essence lies in the distribution by the head of job responsibilities among subordinates in order to achieve certain results.

Of course, if the result is small (or not so important on a general scale), then a person can cope with the task himself.

If the planned result is impressive, and it requires large resource costs, then one person, naturally, will not be able to do this work on his own.

In this case, the task of the leader is to allocate responsibilities in such a way as to involve strengths each employee for the most effective result.

This is precisely where one of the most key aspects of increasing the efficiency of employees' work lies: the competent distribution of duties among subordinates.

However, the role of the leader does not end there. Exist 6 main ways to increase the efficiency of the members of the labor collective.

The worker must bear Of course, it is impossible to completely assign it to one employee; in the end, only the leader bears responsibility for achieving a certain result. However, the employee must be responsible for that part of the labor chain that is entrusted to him. Workers must understand that they will have to bear responsibility for the failure to fulfill the duties assigned to them.
It is necessary to correctly interpret the objections of employees. For example, when an employee says that he will not be able to cope with the task, because too little time is allotted for this, the manager should object: “So you mean that you cannot allocate your working time efficiently enough?”.
The behavior of employees should be controlled and managed. We are talking about the fact that in order to receive a response from a subordinate, one must sufficiently argue one's claims against him. For example, if you simply reprimand an employee for bad job in principle, he may decide that the boss is just picking on him. However, if he is explained exactly what kind of behavior is expected of him, and in what way he does not meet these expectations, then the result of such a conversation will not be long in coming.
It is necessary to give tasks, making sure that the employee is ready to tackle it. Of course, we are not talking about the fact that employees can decide for themselves what they will do and what not on the principle of “want or don’t want”. This paragraph implies that before assigning a subordinate a task, it is necessary to make sure of his competence in this area and that he, in principle, understands what the leader wants from him.
Control is an integral element of the management system. It is he who takes up a significant part of the working time of the management team. In order to save energy costs, it is recommended to develop a control system in advance and convey it to subordinates. That is, if earlier the manager had to independently control the fulfillment of the duties assigned to them by the employees (and for this it is necessary to monitor all production operations), now the employees independently report to the boss at certain stages of the production path.
The encouragement must be personal. When declaring gratitude to an employee, it should be noted for what exactly she was appointed. For example, instead of praising an employee for "successful work", one can note his responsibility and diligence, which allowed him to most effectively solve the task assigned to the entire department. Moreover, it should be noted that if the employee maintains the shock pace of production activities, then incentive measures (, increase, etc.) will not be long in coming.

Whole team

You can regulate the efficiency of the work team by influencing the following factors:

its composition and number;
corporate standards of conduct;
labor Relations and criteria used in management activities.

It would seem that the more employees, the more serious results they can achieve. This, of course, is true, if you do not take into account the fact that all these people need to be paid.

From this point of view optimal size the labor collective is the number of 5 to 11 people.

As a rule, this is enough to complete any task, while all employees know the strengths and weaknesses of each other and are able to optimally group for more effective work results.

The composition of the team should be as diverse as possible. Only in this case will there be "hot" discussions, and sometimes even, during which the most optimal solution. Team similar people unable to adequately and comprehensively assess the situation and make quality decisions.

In addition, the leader needs to make sure that the group consensus of the team does not take an excessive form.

Sometimes collectivism goes to extremes, due to which adequate, but different from public opinion remains unspoken, which does not contribute to increasing labor efficiency.

The most important factor influencing the increase and decrease in labor productivity in the team is labor relations and the microclimate in it.

Creating favorable working conditions is certainly not an easy task, but its solution can radically change the situation in the team and increase the efficiency of the work of all its members.

What problems can a leader face?

Large management staff

The first problem that gets in the way of the leader is too large a staff of managers.

Sometimes there are several bosses for one employee, then a significant part of the working time is spent on discussions and reports. What kind of labor efficiency can we talk about in such a situation?

As a rule, "superfluous" leaders are ballast, i.e. workers of no particular importance. Moreover, in order to give their idleness the appearance of active work, they convene frequent meetings, request a huge number of reports, etc., thereby preventing the rest of the employees from doing quality work.

Control Services

The next problem is the various control services. Often, reducing the staff of inspection departments helps not only save money, but also increase labor productivity due to the time freed up for workers after the cancellation of several meaningless and useless inspections.

Planning to fire your co-worker? Detailed procedure for dismissal of an external and internal part-time described in .

Sample program to improve the efficiency of store employees

Introduction for all regular positions;
Introduction (automated or represented by a responsible employee);
Permanent appraisals of employees;
Regular monitoring of employees in order to encourage the most successful employees and punish those who do not cope with their immediate duties;
Development of a bonus system for;
Development of an incentive system to reward successful employees, i.e. employees' wages should depend on their efficiency for the store. Accordingly, employees who have completed the sales plan receive more than those sellers who have not been able to implement required amount goods;
Deduction from the salary of the time of absence from the workplace (even for a good reason);
Financial punishment for neglecting internal regulations and labor discipline.

In addition, each employee, in order to increase and maintain motivation to work, must have the following social:

maintaining his job;
opportunity to move forward career ladder;
a sufficient level of wages;
reward system (not only material): discounts, gifts, benefits, etc.