HR documents - work plans approx. Work plan and first steps of a manager in a new place Work plan for the year HR department
* procedure for changing job descriptions
* job description options
* stages of development of regulations on structural units, coordination and signing
HR department work plans, personnel movement and analysis
Work plan of the HR department of LLC "PARUS" for the month of December 2019
| No. | List of events | Deadlines | Attracted forces and means | Execution control |
| 1. | Preparation and approval of a new staffing table for 2020. | Until 20.12 | Accounting, | |
| 2. | Filling out and submitting time sheets for the month of November | 01-03.12 | Chiefs structural divisions | |
| 3. | Preparation and approval of the OK work plan for 2020. | Until 24.12 | General Director (specify the main and priority areas) | |
| 4. | Prepare a report for 2007 and a work plan for 2020 military registration | Until 20.12 | OK | |
| 5. | Prepare and submit an updated list of organization employees to receive new medical poles compulsory insurance | 02.12 | OK | |
| 6. | Conversation with department heads and assistance in working with personnel. | 03.12 08.12 10.12 14.12 16.12 21.12 23.12 |
Ivanov S.Yu. Vorobtsov D.A. Egorov V.S. Petrov A.I. Kuzmin N.Yu. Akatiev I.A. Reva D.V. |
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| 7. | Prepare and conduct a lesson with middle managers on the topic: “Organization of personal daily activities work of the head of the department" with analysis of work plans for the day and month | 08.12 | Heads of structural divisions | |
| 8. | Analysis of the work on hiring and adaptation of new employees | 22.12 | Heads of structural divisions | |
| 9. | Prepare and conduct a seminar with the heads of all structural divisions based on the results of work with personnel in 2019 and drawing up a business plan for 2020 in the key area of department activity - staffing with qualified personnel (search and selection of new employees, training personnel reserve and career planning) | Until 24.12 | Heads of structural divisions | |
| 10. | Analysis of the reasons for dismissal of employees of the organization | 27.12 | Heads of structural divisions | |
| 11. | Coordination and approval of the vacation schedule for 2020 | Until 15.12 | Heads of structural divisions | |
| 12. | Development of a plan for training, retraining and advanced training of personnel for 2020 and what costs will be required for this | Until 28.12 | Heads of structural divisions | |
| 13. | Archival and reference work on the formation of long-term storage documents for 2016-2018. | Until 30.12 | OK | |
| 14. | Work with the media on personnel selection and preparation of reporting documentation | 02.12, 06.12, 09.12, 13.12, 16.12 from 10 to 11.30 h |
Labor exchange, Recruitment, Job vacancy, Profession, Employment Center, k/a "Baltika" |
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| 15. | Draw up and approve the OK work plan for the month of January 2020 | 24.12 | OK | |
| 16. | Draw up and approve the list of OK cases for 2020 | Until 28.12 | OK | |
| 17. | Prepare an estimate of the necessary consumables for the months of December and January for the rhythmic work of the OK and the formation of an archive. | Until 06.12 | OK | |
| Head of HR Department T.A. Petrova | ||||
Analysis of the reasons for staff turnover at PARUS LLC from July to October 2019
| Position by staffing table | Questionnaires compiled | Approved for review new period |
Of these, workers were fired | Note | ||||
| Total | Reason for dismissal | |||||||
| 1 | Production site foreman | 9 | 4 | 3 | 2 | Inability to perform required functions | 1 | Inconsistency with the position held |
| 1 | 1 | Professional role conflicts | ||||||
| 2 | Driver | 91 | 17 | 7 | 3 | Desired salary level | ||
| 2 | Lack of a fixed work schedule, large overtime, technical condition of materials | |||||||
| 1 | Unfavourable conditions work (old equipment, high requirements for labor discipline, accounting for downtime and repair time) | |||||||
| 1 | Alcohol consumption | |||||||
| 3 | Welder | 48 | 15 | 10 | 5 | Low actual qualifications | ||
| 2 | Irregularity in work, unclear work assignments, constant changes in work assignments | |||||||
| 2 | Discrepancy between real earnings and expectations (there is no possibility of having a high, stable income) | |||||||
| 1 | Living conditions work (shower, hot water, meal) | |||||||
| 4 | Electrician (electrician) | 10 | 5 | 3 | 2 | Salary (stability, opportunity to have the desired salary) | 1 | Changing of the living place |
| 1 | Inconstancy of daily tasks, irregular work schedule, salary level | 1 | Salary level | |||||
| 5 | Electrical Master | 9 | 3 | 2 | 2 | Inconsistency between actual competencies and required ones. High responsibility. Lack of a fixed work schedule, long overtime | ||
| 6 | Installers | 25 | 10 | 3 | 2 | Payment terms, remoteness of objects and, as a consequence, a decrease in the number of working hours | 1 | Truancy |
| 1 | Work schedule, difficult working conditions, fear of heights | |||||||
| 7 | Graphic designer | 6 | 1 | 0 | Irregularity of work, non-compliance with the requirements (knowledge of a plotter, ability to stick self-adhesive film in large volumes) | 1 | Alcohol consumption | |
| 8 | Printer | 5 | 2 | 1 | 1 | Alcohol (not going to work), low qualifications | ||
| 9 | Administrator | 3 | 3 | 1 | 1 | Alcohol syndrome (after weekends) | 2 | Schedule, salary |
| 10 | Accounting | 4 | 1 | 1 | 1 | Inability to integrate into a commercial structure | ||
| 11 | Marker | 3 | 3 | 1 | 1 | Difficulty adapting to new working conditions. Low labor productivity | ||
| 12 | Car mechanic | 4 | 2 | 1 | 1 | Working conditions, alcohol consumption | ||
| TOTAL: | 217 | 66 | 33 | |||||
CONCLUSION: The main reasons for staff turnover:
1) Irrhythmic (emergency) method of work, leading to overload, the need to work on weekends,
deadlines performance of work.
2) Large processing, difficult working conditions.
3) Goals and tasks are not clearly set and there is no constant monitoring of their implementation, as well as evaluation of the trainee’s work
at the end of the working day or trial period.
4) Low actual qualifications and, as a consequence, inability to perform the required functions.
5) A thorough analysis of work assignments, standards and wage rates is necessary.
6) Discrepancy between real earnings and expected earnings (in this mode of operation).
7) Drinking alcohol.
Personnel movement and its analysis
In fact, the staff is not something frozen: it is in constant motion due to the hiring of some and the dismissal of others. The process of renewal of a team as a result of the departure of some of its members and the arrival of new ones is called turnover (turnover) of personnel. Disposal may be due to objective and subjective reasons, including: biological (deterioration of health), production (reduction of staff due to integrated mechanization and automation), social (retirement age), personal (family circumstances), state (conscription for military service).The degree of personnel mobility is determined by the following factors:
1. The need to change jobs, determined, for example, by dissatisfaction wages, working conditions and regime, climate.
2. Investments related to work and living conditions (having your own farm, the specifics of the profession).
3. The desirability of a new place of work that provides improved living and working conditions.
4. The ease of adaptation to new conditions, determined by the associated costs, qualifications, experience, and age.
5. Possession of information about vacancies and the degree of its reliability.
In terms of its consequences, the process of personnel movement is far from clear. For leaving employees, the positive aspects are: expected income growth in a new place, improved career prospects, expanded connections, acquisition of a more suitable job, and improved moral and psychological climate. At the same time, during the period of employment they lose wages, continuous work experience in the organization and the benefits associated with it, incur costs of finding a new place, are subject to adaptation difficulties and the risk of losing qualifications and being left without work.
For the remaining workers, new opportunities for promotion, additional work and earnings appear, but the workload increases, familiar functional partners are lost, and the socio-psychological climate changes.
For an organization, personnel mobility makes it easier to get rid of outsiders, makes it possible to attract people with new views, rejuvenate the workforce, stimulate changes, increase internal activity and flexibility, but generates additional costs associated with recruitment and temporary replacement of personnel, training, disruption of communications, and large losses working hours, a decline in discipline, an increase in defects, underproduction.
Increased personnel turnover, no matter what the reason, reduces the staffing of workplaces with performers, the effectiveness of training costs, distracts highly qualified specialists from their duties who are forced to help newcomers, worsens the moral and psychological climate, reduces labor productivity of those who are planning to leave, and as a result causes economic losses.
In a mobile team, labor efficiency is lower than in a stable one due to the lack of established norms, the necessary mutual demands, and the unpredictability of reactions to management influences.
There is a direct connection between a person’s length of stay in an organization and the results of his work, since if he has a lot of experience, he knows the intricacies of the place of work better, and therefore shows higher performance.
Economic losses associated with personnel mobility are determined based on current reporting data and special surveys. They consist of losses from disruption of the stability of the team, labor discipline, losses from increased defects, direct losses of working time. The method for calculating their values will be discussed below.
Statistics characterize the movement of personnel with relative and absolute indicators of turnover and turnover. Absolute indicators of personnel movement are the turnover of admissions and the turnover of departures.
Turnover by reception represents the number of persons enrolled in work after graduation educational institutions, by organizational recruitment, by transfer from other organizations, by distribution, by referral from employment authorities, by invitation of the organization itself, as well as those undergoing practical training.
Disposal turnover characterized by the number of people who left the organization during a given period, grouped by reasons for dismissal. Depending on these reasons, it can be necessary or unnecessary. Excess turnover on disposal is called differently staff turnover.
Required turnover for disposal has objective reasons: legal requirements (for example, about military service), natural moments (state of health, age), and therefore inevitable. It can be predicted, predicted and even calculated quite accurately (leaving for the army or retirement). The unfavorable consequences of such turnover are weakened by the fact that people often do not break ties with the organization and provide it with assistance and assistance whenever possible.
Fluidity is related with subjective reasons (resignation of one’s own free will, dismissal for violations of labor discipline). It is usually typical for young employees and after three years of work it decreases significantly. It is believed that normal staff turnover is up to 5% per year.
It is advisable to additionally determine the following absolute indicators of personnel condition:
a) the number of replaced employees, which is the smaller number of those hired and dismissed;
b) the number of people who worked for the entire period as the difference between the payroll number at the beginning of the period and the number of people who quit during the period. This indicator characterizes the constancy of the team over a certain period of time.
Relative personnel turnover can be characterized using a number of indicators:
When analyzing personnel, the composition of workers is also studied by profession, age, forms and systems of remuneration, shifts, and length of service.
The measure of a worker's qualifications is called professional competence. It determines the employee’s ability to perform his functions efficiently and accurately both in normal and extreme conditions, to successfully master new things and quickly adapt to changing conditions.
The following types are distinguished.
Functional competence characterized by professional knowledge and the ability to implement it.
Intellectual competence is expressed in the ability to think analytically and implement an integrated approach to performing one’s duties.
Situational competence means the ability to act in accordance with the situation.
Social competence presupposes the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one’s own, correctly perceive and interpret other people’s thoughts, show an attitude towards them, conduct conversations, etc.
Requirements for professional competence largely depend on the level of management and the nature of the position. Today, for senior managers, the importance of special knowledge and skills is decreasing, but the role of methodological and social abilities in the field of communication, managing employees, and the ability to perceive and interpret information is growing.
The basis of professional competence is professional suitability
- a set of mental and psychophysiological characteristics of a person necessary for the implementation of effective professional activity.
In conditions modern stage Scientific and technological revolution clearly shows a tendency towards rapid obsolescence of personnel knowledge and experience, which is expressed in the lag of individual knowledge and experience from modern requirements for positions and professions.
Age structure personnel is characterized by the proportion of persons of corresponding ages in its total number
When studying the age composition, the following groupings are used:
16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49, 50-54,
55-59, 60-64, 65 years and older.
The structure of personnel by length of service can be considered in two ways: in terms of overall length of service and length of service in a given organization.
The level of labor productivity is directly related to overall length of service. The total length of service is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35.36, 37, 38, 39, 40 years and more.
Work experience in this organization characterizes the retention of personnel. Statistics highlight the following periods for calculating this indicator:
up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.
Personnel structure according to level of education(general and special) involves the identification of persons who have higher education, incomplete higher education (more than half of the study period), specialized secondary, general secondary, incomplete secondary, primary.
You decide to move to another job - no matter what the reasons. It is important where to start in a new place. There is an opinion - “a good start is half the battle”, and this is true. How to start concerns both a beginner who has decided to realize himself in the profession and an experienced specialist. Moreover, there is a common misconception among company managers - “there is no need to appoint an HR manager, he must do it himself.”
How can you help yourself get up to speed faster? And in such a way as to occupy the status corresponding to the position? Let's look at the entry process step by step.
FIRST STEP. Determining the functions, powers and responsibilities of the HR manager.
The task of this stage is to develop a professional route for an HR manager in the organization. It includes: the purpose and functions, powers and areas of responsibility of the personnel manager. At this stage, it is important to compare how much the manager’s expectations coincide with the expectations of the HR manager. If there are differences of opinion, then you need to discuss controversial issues and come to an agreement or the conclusion that you need to work separately.
Let's look at this stage in more detail.
First, you need to find out from the manager what he expects from the HR manager. This can be done by asking open-ended questions, for example, “What functions should an HR manager perform in an enterprise?” or “How do you see the job of an HR manager?” or “What do you expect from the HR manager?” If it turns out that the manager does not understand the purpose of the HR manager’s work and cannot set specific tasks, you can provide him with a job profile (Appendix 1) and invite him to mark those functions that he considers relevant for the enterprise today. You can also suggest prioritizing the functions of the HR manager (for example, using points, where the most important function is assigned 10 points, and the least relevant - 1 point). Or distribute the general fund of working time of the HR manager for the duration of specific functions (for example, the total amount of working time - 100%, including staffing the enterprise - 30%, organizing the adaptation of workers - 10%, planning and ensuring the implementation of measures for training and development of employees - 15%, etc.).
It is also important to discuss with the manager what powers will be given to the HR manager. For example, which issues will the HR manager decide independently, and which will be coordinated.
It is also necessary to discuss with the manager which tasks the HR manager will solve himself, and for which tasks he will involve other specialists (including external ones).
The result of activities at this stage is the job description of the HR manager, approved by the head of the enterprise.
SECOND STEP. Personnel audit.
The next stage is assessment current situation at the enterprise. At this stage, it is important for the HR manager to understand the specifics of the activity. For this you will need:
Get acquainted with the organization of the enterprise. This can be done by studying the basic internal regulations: documents on the management system (for example, regulations on the organizational structure of the enterprise, etc.), regulations on structural divisions, as well as by talking with the managers of the enterprise.
Analyze what economic situation the enterprise is in: how stable and successful it is, what financial and material resources it has. This will be needed in order to prioritize tasks, select the appropriate tools to solve them, and determine the budget for their implementation. Information about the economic situation can be obtained from reports on economic activity enterprises and from conversations with specialists competent in these matters.
Assess human resource management processes: how well-developed and streamlined they are, how much they allow you to solve the problems facing the enterprise, which of them are formalized (written down in documents) and which are not. To do this, it is necessary to analyze internal regulations on personnel management; you can also conduct interviews with managers and surveys of employees (in order to identify how these processes are actually implemented).
Assess human resources: analyze the dynamics of traffic indicators (Appendix 2) and the efficiency of personnel use, the company’s supply of employees in accordance with its goals (in terms of quantity and quality).
Image of the enterprise (external and internal). To evaluate it, you can use: surveys of clients and employees, as well as information from the labor market. It is advisable for clients to be interviewed by uninterested third parties (for example, potential clients). Employees can be interviewed in writing (Appendix 3) or orally (using a sample interview), or in both ways. You can ask recruitment agencies for information about the company’s image on the labor market. It is also necessary to conduct in-depth interviews with each senior and middle manager.
To collect information systematically and quickly, it is advisable to use special forms.
The result of activities at this stage is a report on the results of diagnosing the enterprise’s personnel management system (it should contain a description of the strengths and weaknesses system, as well as recommendations for its improvement).
THIRD STEP. Development of a task plan.
Next, based on the information collected and the analysis performed, it is necessary to draw up a task plan. It should set priorities and deadlines for the implementation of tasks, describe a set of tools and measures for solving them, assign those responsible for the implementation of measures, and determine estimated budgets for their solution. For example, you have determined that the company has a problem with staff instability (the turnover rate is 60%, including 40% of employees who do not pass the preliminary test, the average duration of an employee’s work in the company is 8 months). The reasons for this situation, in your opinion, are: poor selection of personnel, low level of employee motivation, dissatisfaction with pay, dissatisfaction of employees with the management style of some managers. This means that, first of all, it is necessary to review the remuneration and compensation system, introduce employee motivation programs, work on the selection procedure, adaptation of new employees, and train managers to effectively interact with subordinates.
The result of the work at this stage is a task plan.
FOURTH STEP. Building relationships with the head of the enterprise.
The process of building a relationship between an HR manager and a business manager begins at the interview. If the beginning is successful, then it continues on the work plane. To obtain the status of “manager”, the HR manager must, from the very beginning, “position” himself as a partner, and not as a simple performer. How? Through COMPETENCE and PROFESSIONALISM. It usually takes from six months to one and a half years to show the company's benefits from the functioning of such a staff unit as an HR manager. Moreover, the higher the performance indicators, the more weight the HR manager has in the eyes of management. A competent leader understands only numbers, or rather, their growth.
The result of the work at this stage is support for the decisions of the HR manager by the director of the company.
FIFTH STEP. Building relationships with middle managers.
An equally important stage in the professional activity of an HR manager is building relationships with middle managers. At this stage, the same PROFESSIONALISM and COMPETENCE will be required, the ability to negotiate, and perhaps even NLP techniques will also help. With middle management, the plan of action is the same as with the director. The only difference is that line managers often perceive the HR manager as a rival who is encroaching on their domain - their subordinates. It is very difficult for a personnel manager, especially a beginner, to be a commander without a large army: after all, he has only two employees directly subordinate to him. Therefore, he needs to be able to manage personnel without directly managing employees, that is, manage processes, not people. This is one of his fundamental differences from middle managers.
Successful relationships with line managers require the support of the director. He must explain to them what the place and tasks of the HR manager are and show them the importance of these tasks for the enterprise. The HR manager himself must show the benefits of cooperation with him, and also defend his position as a leader, since many managers will want to “crush” him under themselves, making him their freelance secretary. In order to have authority among managers, it is important for an HR manager to clearly understand his position in the organizational structure, know the boundaries of his responsibilities, and take responsibility for the results of his work.
The result of activities at this stage is support for middle managers when working with employees of their departments.
SIXTH STEP. Building relationships with the enterprise team.
At this stage, leadership skills and support from the director and department heads will be required. They must present the HR manager in such a way that employees perceive him as an “important player in the business”, and not as a “six” of management. The HR manager, in turn, needs to remember that the purpose of his work is to increase the profit of the enterprise, and not to “extort” funds from the employer for employees. The authority earned by professionalism is much more reliable than the authority gained by “bending” to the team.
The HR manager should be the standard of corporate standards for employees, his loyalty to the company is required condition his professionalism.
Employees evaluate the usefulness of an HR manager by how their problems are solved and whether managers hear their opinions and requests.
An important criterion for the success of an HR manager is his authority for employees when they come to him for advice, express their opinions, share their problems and expectations with him, and listen to his statements.
The result of activities at this stage is the respect and trust of employees.
SEVENTH STEP. Approval of the task plan.
The HR manager, together with managers, needs to develop key performance indicators for each task (for example, reduce the turnover rate to 10%, increase the average length of service in the company to 2 years; increase the number of employees satisfied with work to 80%, reduce personnel costs by 20%, etc.) and add them to the task plan. Next, the task plan must be agreed upon with managers. After approval, make the necessary adjustments to the plan and approve it with the director.
The period for which the personnel tasks plan is developed depends on the planning procedure adopted at the enterprise. At domestic enterprises, a plan for personnel tasks is usually developed for a year, with detail for six months (quarter).
The result of the work at this stage is the personnel task plan approved by the director.
EIGHTH STEP. Implementation of the personnel task plan.
Once the plan is agreed upon and approved, the HR manager needs to actively implement it.
The result of work at this stage is the achievement of set goals and performance indicators.
It doesn’t matter which path you take in a new company - the one suggested in this article, or your own. What is important is what the enterprise and the people who work in it will receive as a result of your work.
Strategic planning in most leading enterprises includes setting goals and deadlines for their achievement, planning material and human resources to implement the strategy.
Human resource planning is an assessment of staff sufficiency. Not only the required volume of potential employees is assessed, but also the level of existing ones: so that it coincides with the plans and mission of the company.
HR strategies combine a number of methods: training and career development of existing staff, hiring new staff.
Moreover, determining the potential number of personnel and the level of competencies they need is one of the first advantageous planning methods, because without a sufficient number of people it is impossible to achieve almost any goal.
Assessing the sufficiency of the number and qualifications of personnel is a cyclical system of actions that helps determine whether the company’s potential corresponds to the set course.
Purpose of HR planning— ensuring the best match between workers and jobs, while avoiding shortages work force or excess “spare parts”.
Three key elements of human resource planning:
Forecasting labor demand in a company.
Analysis of the current labor supply in the labor market.
Balancing labor supply and demand.
Stages of HR planning implementation
1. Assessment of current potential
The task includes developing a catalog of skills and abilities of working personnel to clearly understand their level at the moment. This list should include any activities of colleagues: volunteer, certified, interests, abilities and opportunities.
The list should not be limited only to the list of skills implied by the position; it makes it possible to assess the employee’s readiness for new responsibility and predict his further development plan.
2. Forecasting
This stage is based on the company's strategic goals. It is important to take into account and be prepared for the fact that external economic conditions may become an obstacle to the implementation of tasks.
Questions to help with planning:
Are there any plans to release a new product line?
What jobs need to be filled in the coming period?
How many employees will be needed to meet the organization's strategic goals?
How does the economy affect jobs and the ability to hire new employees?
How does the company plan to develop or what changes are expected in the coming period?
What skills and abilities will people need?
3. Gap Analysis
At this stage, a comparison takes place: where the organization is currently and where it should be in the future.
It is necessary to identify the list of employees and their current skills with what will be needed to achieve the goal in the future. It is also important to review current HR practices and determine what HR is doing that is useful and what can be improved to achieve the plan.
The stage includes answers to the questions:
What new jobs will be needed?
What new skills will be needed?
Are there any current employees who have the necessary skills?
Are employees currently able to play to their strengths?
Is the current HR strategy sufficient to meet the future goal?
What changes in technology are needed to remain competitive?
4. Developing a HR strategy to support the organization's strategy
There are 5 strategies that can be followed depending on the company's goals:
Restructuring.
Includes reducing staff, creating well-designed workplaces by reorganizing work groups to perform tasks more efficiently.
Education and development.
Includes training and development of existing employees to embrace new roles within the organization.
Kit.
who already have the skills that the organization will need in the future.
Outsourcing.
Involvement of external experts or other organizations to perform certain tasks.
Cooperation.
Collaborate with other organizations to see how they implement the necessary tasks. This allows staff to acquire skills and knowledge previously unavailable in their own organization.
5. Monitoring and evaluating the effectiveness of the plan
Allows you to make quick changes depending on the circumstances.
Factors influencing human resource planning:
Competition: Often businesses feel the need to expand their workforce to remain competitive in a particular market.
Technology: technological advances increase the demand for workers in certain sectors of industries or occupations.
Increased customer demand: Expanding demand for products or services requires more resources to keep up with the increased volume of work.
Economy: a growing economy or lower interest rates causes increased spending or increased business opportunities. Changes in the labor market affect the ability to find and retain employees.
Workforce changes: these include resignations, terminations, deaths, changes in employment status and retirement.
The ability to correctly forecast personnel needs is always inseparable from effective planning of business processes. If you don't take into account potential threats in the labor market, this could impact overall success and put the viability of the business at serious risk.
If you react to circumstances that actually break into everyday work, this leads to the risk of hiring the “wrong” people, because in haste and stress you can not pay attention to important factors or even turn a blind eye to applicants, urgently closing the resulting gap.
Planning needs will help HR ensure that employees develop skills and competencies so that the business can succeed. In other words, HR plan goes hand in hand with the company's business plan to identify and secure the resources needed to achieve the goal.
Modern companies require departments and employees to plan their work for the year. The budgets of departments and the organization as a whole often depend on this, so managers take this process seriously and expect the same from their subordinates.
The following main goals of personnel planning can be identified.
Providing the organization with workers of the required qualifications and in the required quantity.
Maximum use of the potential of working employees.
Solving problems arising from possible excess or shortage of personnel.
Development of corporate culture, maintaining a comfortable psychological climate in the team.
Drawing up a budget for the personnel service (determining the costs required for the implementation of personnel activities, ways to save and optimize these costs, etc.).
Let's look at the key stages of developing an annual HR department action plan, including its coordination and approval. We will give the technology for drawing up a plan for a situation where the planning process starts from the top and the head of the service has received formulated goals and objectives of the work from the company's management.
ON A NOTE
Each company in the process of planning activities can use one of the following methods.
Break-down method (top to bottom). The work starts from the top: the organization’s management formulates the main goals and objectives of the work as follows calendar year and clarifies what is required from each department, by what criteria the performance will be assessed and how the achievement of set goals will be determined.
Build-up method (bottom-up). The work starts from the bottom: structural units present their vision of goals to the organization's management and propose ways to achieve them.
Before planning your service next year, you need to:
analyze the results of its work over the past year, understand which stages of the plan were successfully implemented, and identify errors in previous planning;
clarify (if required) the goals and objectives that management sets for the company as a whole and the personnel service in particular for the next year, and distribute these tasks in order of importance.
Each company sets priorities in the areas of personnel policy and spending on personnel based on its specialization and business development strategy.
STAGE 1. DETERMINING GOALS AND ITEMS OF PERSONNEL COSTS
Based on the company's strategic goals CEO at the end current year sets the heads of structural divisions tasks to achieve these goals for the coming year. At the same time, modern companies, summing up the results of their work for the year and determining the direction of their development, update their strategic goals.
You must plan personnel events for the next year and put forward proposals for personnel policy in accordance with the tasks set by management. It is most convenient to do this in the main directions personnel work. These could be, for example:
identifying the need for workers and attracting candidates for vacancies (on our own or through recruitment agencies);
selection and selection of candidates for vacant positions;
personnel adaptation and mentoring;
personnel training and development;
career development and formation of a personnel reserve;
personnel assessment and certification;
system of material and non-material motivation, social package;
corporate events, etc.
STAGE 2. COMPLETING WORKFORCE PLANNING FORMS
You will draw up a work plan for the department, distribute individual procedures and activities by month of the year, and predict the time and financial costs of implementing plan items, based on specific numbers and data. Before collecting all the information and presenting it in one document, you can use convenient and visual HR planning forms (Appendix 1). Thus, the work is planned not as a whole, which is quite difficult to do without missing anything, but for individual areas and activities.
STAGE 3. OBTAINING THE NECESSARY INFORMATION FROM DIVISIONS AND EMPLOYEES
At this stage, heads of structural divisions and other employees of the company in certain deadlines submit information to the personnel service on the basis of which a personnel action plan is drawn up.
This information could be:
the need to recruit new employees;
directions and forms of personnel training, as well as their retraining;
the need to test the knowledge and skills of individual workers;
holding corporate events on a specific topic, etc.
Provide department heads with workforce planning forms with the questions you need information on.
Invite heads of structural divisions to fill out special forms (tables, questionnaires, questionnaires). This will speed up and facilitate the process of collecting information necessary for planning personnel activities.
After receiving the completed forms (Appendix 2), do not rush to immediately enter all the information into the draft plan. It is likely that you will have to clarify individual information. For example, what tasks do managers expect to recruit staff for, what are their expectations from employees completing training courses, how, in their opinion, the assessment and certification activities that they insist on will affect the productivity of department employees, etc. Having identified the needs and expectations of managers, reflect certain provisions in your plan, taking into account both the company’s personnel policy and external factors: demographic situation, changes in the labor market, provisions of current standards labor legislation and so on.
STAGE 4. FORMULATION OF THE DRAFT PLAN
Information received from line managers, which you consider necessary to include in the work plan, and information that you planned independently for individual personnel activities in the department, must be compiled into single document– draft annual work plan.
STAGE 5. DEFENSE OF THE DRAFT PLAN
Securing key HR objectives and the resulting budget for HR activities is one of the main steps in the planning process.
When preparing to defend your work plan, write an explanatory note for the document with a brief summary of the main stages of the plan
A work plan is a multi-page document that is quite difficult to analyze. When preparing for a work meeting in which you will defend your work plan, you can first (on 1-2 pages) briefly outline the most important activities and stages. What follows will be a detailed transcript of each stage with explanations, which the meeting participants will refer to if necessary.
It is often at this stage that it turns out that the vision of middle and senior managers, approaches to planning personnel activities, and setting priorities do not coincide. Thus, when forecasting the optimal number of personnel for the year, heads of structural divisions strive to increase labor productivity by attracting additional labor. This often does not take into account the potential of existing employees and the ability to effectively use existing resources. Company managers are usually inclined to increase the volume of work and reduce the number of workers (sometimes excessively, which leads to overtime, burnout of the remaining workers and a decrease in labor productivity in general).
Therefore, before work plans and expense budgets are submitted to the head of the company for approval, they must be reviewed at work meetings, agreed upon with key managers, studied and approved financial department. In the process of defending the work plan, you will be able to answer all questions, defend individual points and activities that you consider important, and find out where your forecasts and plans do not coincide with management’s assessment of the situation.
At the meeting to defend the work plan, take all the documents that were used to draw it up
Be prepared to justify why you are planning these particular events - in such a volume, in these terms, focusing on a certain cost, etc. The data on which you relied when drawing up the draft plan will help you with this: statistical indicators of past periods, results of personnel work services, proposals and requests from department heads, information on prices for the services of recruitment agencies and other information.
Please keep in mind that not all planned events will be approved and approved. To avoid this, try to predict the questions senior management. Most often they relate to events that have never been carried out in the company, new processes and ways to solve personnel problems. Those stages of the plan that will require greater expenses compared to previous periods will certainly attract attention. Justifications for this should be prepared in advance.
STEP 6. PLAN ADJUSTMENT (IF REQUIRED)
During the discussion of the draft plan, it is advisable to document all proposals, comments and decisions in writing, for example, in the minutes of the meeting. Based on this document, you will have to adjust the annual action plan. All changes made can be noted on the change registration sheet (Appendix 3). Similar documents are attached to the amended plan and facilitate the process of final approval before submission to the head of the company for approval.
STEP 7. SUBMISSION OF THE DRAFT PLAN TO THE GENERAL DIRECTOR FOR APPROVAL
At this stage, your actions depend on how the company documents are submitted to the manager for approval - in the final version or with the attachment of all previous versions, minutes of the meeting, and change registration sheets. This should only be a work plan or should be accompanied by an explanatory note in a certain form (Appendix 4), etc.
Finally, after the work plan of your department has been approved (possibly with adjustments by the head of the company), you need to organize its implementation and control over the execution of individual stages and activities.
Appendix 1. Example of filling out personnel planning forms in the personnel service
Appendix 2. Example of filling out personnel planning forms in a structural unit
Appendix 3. Example of a registration sheet for changes to the annual action plan (fragment)
Appendix 4. Design example explanatory note to the annual action plan (fragment)
Being a leader is most likely your conscious choice. This is when, instead of “receiving money,” a person chooses “earning money.” About making difficult decisions and responsibility. And also about creating a coherent, continuously functioning system of processes that influence the world.
Only when you sit high, there are also hundreds of times more tasks and problems. In this article we deal with some of the first - How can a new manager prescribe an adequate work plan and what first steps to take in a new place?.
We build on the experience of our clients from different areas of business. We present the most illustrative situations in the form of cases (problem/solution).
The first steps of a manager in a new place
The adaptation period for a boss has been described many times in articles on many management portals. Among them are examples of recommendations from:
- HR-s
- psychologists and
- from existing entrepreneurs and managers
Which ones should you take into account? Each side preaches its own approach. Customer experience shows that everyone has a place. However, there are a few features that you need to be sure to consider.
First, any information is useful in context. If you have managed one company for the last 20 years and moved to another, or if you are new to the position, the strategy will be completely different.
Secondly, in order for you, as a manager, to have a truly effective plan, you need to clearly understand the goals that you set (or the owners set for you). We have seen several rather strange cases when subordinates really liked the new manager, brilliantly presented the enterprise’s action plan for a year, but after 3 months it became clear that real performance and even discipline had deteriorated. That is, the person beautifully “sold himself and his plan” to everyone, but there seemed to be no meaning behind him.
Where to start writing a work plan for a new manager
If you have clearly defined your goals for new position If you understand that there is serious work ahead, and at the same time you intend to write a plan that will be useful for the company, we suggest starting with the following:
- Analysis of predecessor's management accounting documents
- , plus a personal interview with each)
- SWOT analysis of the company
- Description of the first 10 steps that will seem logical to you
Then, with these sketches, you go to the owners, discuss, and get feedback. Sometimes owners bring in experts who help to look at the developments from the outside and draw the right conclusions for each of the parties.
Only after such a meeting will you begin to “get into” the current state of affairs, and will you be ready to write a basic, real work plan.
Before drawing up a plan, you need to delve into business processes
A new director was hired at one of the private clinics in Kyiv. They hired a person with no experience in medical field, in order to introduce promotion methods that are unusual for her. Previously, the clinic was run by the owner, and we were invited to help the new director take over the business and develop a plan for the year.
Having analyzed job descriptions, possible narrow places In the communication between these two people, as well as based on the results of the questionnaire, each person's personal concerns, we organized a weekly supervision plan. The new manager worked at the clinic for a month in various administrative positions under the supervision of a full-time employee.
After just 3 weeks, the manager showed a good understanding of the clinic’s processes. And after 4 weeks, a plan was ready, approved by the owner.
What is scheduled should not be local
An enterprise producing mineral fertilizers has been operating in Kharkov since the 1990s. After the outbreak of hostilities in the eastern regions of Ukraine (and a corresponding decrease in demand in these regions), the owners decided to hire a new head of sales.
We participated in the process. The difficulty was that the candidates proposed various plans for the development of the sales department, lobbied for the hiring of acquaintances, etc. Most of them were quite logical, but according to the experience of our consultants, such innovations would most likely cause sharp rejection among ordinary department employees. That is, we would additionally have to fight with them, as often happens.
We have developed a questionnaire consisting of blocks for owners, employees, as well as 2 key clients(with whom personal relationships have been established). As a result, based on bare statistics, they were able to choose a leader according to a plan that was moderately ambitious, aggressive, and moderately took into account the vision from the inside.
The point is that your plan must balance the interests of all parties. Then the chances of successful implementation will increase significantly.
First 100 days and plan
One of the retail chains had to hire a new manager just before the New Year. Recruitment agencies invited more than 15 applicants, and the owner personally approved the final candidacy. But during a corporate party new boss proved himself to be a fanatic of implementation and change. Warmed up with alcohol, he read out a list of items from his diary, what would change and when. He entered into polemics with whomever he had to, argued, shouted “you think small and understand nothing.” It is natural that the employees began to form friendships against him and his changes, although for the most part they were quite literate.
There is a common truth - a new leader in the first 100 days of his work must be very careful not to cause harm (even if not intentionally), not to make things worse. You must pause and give your subordinates the opportunity to get used to your management style.
Plan structure
Technically, the manager’s work plan contains the following sections:
- Goals to be achieved
- Stages (periods) with measurable intermediate results
- Tasks for each stage, indicating deadlines, required costs and performance metrics
- Performers and responsible persons for each task
- Rewards/penalties for completing or not completing each task
Very similar in essence to a business plan. The task is also to show the liquidity of each action, describe the processes, justify each of them, and predict possible benefits.
You can move away from it, but you must touch on the listed points.
Results
The first steps of a manager in a new place must be verified. We saw this from the examples given from the lives of our clients.
Don't suddenly rush to propose changes. This can discredit you as a leader. Start with adaptation to the new place. Let your colleagues adapt to you. Get the owner's support. And then all planned actions will be appropriate and correctly implemented in the eyes of both employees and owners.
If we can be of assistance to you in the planning process, please ask questions by contacting us in a way that is convenient for you. We will answer them with joy and free of charge, because we want new leaders in Ukraine to take office effectively and understand which steps should be taken first and which ones to avoid.