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In any organization, whether it is a budgetary or commercial structure, the question of delimitation of responsibility often arises not only between employees, but also between structural units. The regulation on the department answers the question of why this division was formed in the company, what goals, tasks, and rights it has. This allows you to streamline the work of the entire enterprise, resolve emerging disagreements, and determine responsibility.

About the regulation

What is the purpose of creating regulations on the departments of the enterprise? The main objective of this document is to most fully describe the place of the department (service, sector) in the company, as well as its composition, status and the procedure for interacting with external and internal counterparties.

Thanks to a clearly stated description of the goals, employees understand the company's strategy much better, the contribution of their structural unit to the overall achievements.

The regulation on the department has the status of an organizational and legal document. Its main role is that, along with the structure and staffing, it regulates the completeness of functions, the priority of issues, the area of ​​responsibility, the procedure for managing a unit in the company. For example, the regulation on the personnel department describes what tasks it is responsible for working with personnel, who can hold the position of head, what rights the head is vested with, and so on.

How to create a position?

If the company has many structural units, then it is recommended to develop a template. The standard document will serve as the basis for writing other documents. For example, you can first create regulations for administration departments, and after agreeing on their structure and design, proceed to create similar documents for other divisions and branches.

The standard provision on the department can be used as a standard, providing it with the correct design. In this case, all local regulations will be made in a single corporate style. This technique is quite often used in work, especially if the enterprise has many structural units, territorial disunity. In addition, the creation of divisional provisions based on the model will take much less time.

Decor

The development of the document must take place in accordance with the state standard 6.30-2003. For budgetary and municipal enterprises, this requirement is mandatory, and for commercial companies, it is optional. Nevertheless, it is recommended to use the specified GOST when creating documents of an organizational and administrative nature.

The text is placed on the letterhead of the enterprise, while it should indicate the parameters:

• Type of document.
• Date and number.
• Place of compilation.

In addition, several officials in the organization usually take part in the adoption of organizational and legal documents of the position level, therefore, a place is necessarily reserved for the stamp of approval and signatures.

Main blocks

There are no rigidly fixed sections in the regulation on structural divisions, but based on the purposes of the document, it includes the following parts:

1. General provisions.
2. Functions.
3. Tasks.
4. Structure.
5. Responsibility.
6. Interactions.

In the first section, you need to reflect the full and, if available, the abbreviated name of the unit. Here they list who has the right to create and liquidate a department, what legal and local regulations they follow in their work. The procedure for appointing the heads of the structural unit and releasing him from work is reflected.

Specific job titles within tasks are listed in the part of the document called "Functions". In this section, a description is given in the form of work steps to the production process of the department. For example, the regulation on the personnel department in terms of functions will contain the following wording “ensures the issuance of salary certificates” and so on.

In the third block, only the major tasks of the department are listed, which it solves within the framework of its line of activity.

In the "Structure" section, they reflect the place of the department in the company, subordination. This is especially important when the enterprise has an extensive structure with branches and separate divisions.

In the fourth block of the document, the boundaries are necessarily outlined, within which the department is not accountable for its actions. It can be disciplinary, criminal, administrative. Accordingly, they describe the degree of guilt of the head of this structural unit.

It is very important to clarify in the fifth section the provisions with whom, in what cases and on what issues the department interacts. Thus, structural units connect reporting, information flows.

In addition to the listed blocks, enterprises have the right to supplement the document with other required sections of information.

The regulation on the department is an important document that instills a correct understanding of the goals and objectives, introduces a clear work procedure, and defines responsibility.

Regulations on a structural subdivision - a document that defines: the procedure for creating (forming) a subdivision; the legal status of the unit in the structure of the organization; unit structure; tasks, functions, rights and responsibilities of the unit; the procedure for interaction of the unit with other structural units of the organization.

Regulations on the structural unit

1 OKUD code 0211111

2 Number of copies 2 or more

3 Form A4

4. Shelf life Constantly

5 Developer Engineer for the organization of production management, HR specialist

The procedure for developing this document is similar to the procedure for developing job descriptions. Therefore, in this section, we will restrict ourselves to consideration of models of provisions and give recommendations on the development of some sections.

One of the simplest is a layout that highlights sections:

1. General Provisions.

2. The main tasks of the unit.

3. Functions of the division.

The following blocks can also be found in position layouts:

1. Organizational structure of the unit.

2. The rights of the division.

3. Relationships (service relations) of the unit with other units.

4. Responsibility of the unit.

Now briefly on each of the sections.

Section 1. "General Provisions"

1.1 The place of the unit in the management structure of the organization

Indicate whether the unit is independent or part of another unit

1.2 The order of creation, reorganization and liquidation of the division

It is determined: who (a body or an official) creates a unit, by what documents; who decides on the reorganization or liquidation of the unit

1.3 Subordination

It is indicated to which of the management (the head of the organization or his deputies, other executives) the independent unit is subordinate. Subordination is determined by the scheme of the organization structure

1.4 Unit management

1.5 Fundamental organizational and legal documents that guide the unit in its activities

It is indicated which official manages the activities of the unit, in what order the appointment and dismissal are made, qualification requirements for him

1.6 Planning the activities of the unit

It indicates the plans for the work of the department

1.7 Forms of reporting on the activities of the unit

Here you can specify in what order the unit reports: submits a written report once a month (quarter, year); the head of the organization hears the report of the head of the unit; other forms

1.8 Explanation of terms used

They are given if the units perform specific functions and are characterized by special terminology.

Section 2. "The main tasks of the unit." The main tasks of the unit, as a rule, are determined on the basis of the matrix of distribution of management functions. If the organization does without it, the provisions of the Qualification Directory for the positions of managers, specialists and other employees can be taken as a basis. If the subdivision includes structural units, then it is recommended to break down the tasks in the same areas.

Section 3. "Functions of the unit." When developing this section, a management distribution matrix is ​​also used. If there is none, then you can use the Qualification Directory for the positions of managers, specialists and other employees - “withdraw” functions from the job responsibilities of the heads of the relevant departments. It will help to determine the functions of a structural unit and GOST 24.525.5-81 “Management of a production association and an industrial enterprise. Resource management. Basic Provisions"*.

* M.: Gosstandart of the USSR, 1981.

The structure of the "Unit Functions" section can be presented in the form of text or tables, diagrams. For example, for the position on the legal department:

III. Functions

Function name

Title of the document

Definition of forms of contractual relations

Schemes of contractual relations

Preparation of draft contracts

1. Draft agreements

2. Preliminary agreements

Coordination of draft contracts with contractors

1. Protocols of disagreements

2. Protocols for reconciliation of disagreements

The tabular form is convenient. The only difficulty is that the document is not the result of any function, so dashes will be placed opposite individual functions.

In order for the same functions not to be duplicated in the regulations for different departments, you can use the method that is used when developing job descriptions (see recommendations for developing the "Job Responsibilities" section of the job description in paragraph 3.1 of paragraph 3 of this chapter - p. 61 ). But, in principle, the use of the management functions distribution matrix should exclude duplication.

Section 4. "Organizational structure of the unit." The name of this section may be different, for example, “Structure” or “Structure and staffing”.

Proposals on the structure of the unit are developed by the head of the unit together with the department of organization and remuneration. As the unit operates, the structure may change.

The structure of the unit can be given by a simple enumeration, for example: "The personnel department includes: the recruitment sector, the dismissal sector, the accounting sector, the employee consulting sector." The structure can also be represented as a diagram, for example:

HUMAN RESOURCES DEPARTMENT

Bureau (sector, group) of reception

Bureau (sector, group) of accounting

The scheme can be more complex - to reflect the relationship between the structural units that make up the unit.

In the "Structure" section, you should also determine the procedure for approving the provisions on the structural units of the unit.

In small organizations, divisions may not be structured into smaller units. In this case, groups of specialists performing work in certain areas, or individual specialists in general, are indicated, and it is also determined in what order the job descriptions of the specialists of the unit are approved.

This section also indicates the staffing of the unit. It can be given in the regulation itself or made out as a separate application.

Section 5. "Rights of the division." Before developing this section, we recommend that you pay attention to the procedure for developing the “Rights” section of job descriptions (see clause 3.1 of paragraph 3 of this chapter - p. 66). In contrast to the job description, the position on the unit gives the rights not to an individual employee, but to the entire unit. If you wish, you can "paint" the rights of workers. But it is best to give a general list of rights for the head of the unit and his employees and single out the rights of the head in a separate block. Giving the latter rights, preference should be given to functional rights, since his labor rights are the same as those of the employees of the unit.

Here is a very general example of the "Rights" section of the provisions on the personnel department:

1.1. To control the activities of structural divisions of the organization and individual specialists on issues within the competence of the department.

1.2. Request from structural divisions information, documentation and materials necessary to resolve issues related to the implementation of the tasks assigned to the department.

1.3. Invite representatives of third-party organizations to resolve issues within the competence of the department.

1.4. Submit proposals on issues within the competence of the department through the Deputy General Director for Personnel for consideration by the General Director.

3. The head of the department has the personal right to:

3.1. Participate in the selection of department employees for vacant positions.

3.3. Represent the interests of the organization by proxy on recruitment issues in employment services, recruitment agencies.

3.4. Participate in the preparation and approval of the organization's personnel plans.

3.6. In agreement with the Deputy General Director for Human Resources, involve experts, specialists in the field of personnel management of third-party organizations for consultations, preparation of conclusions, recommendations and proposals.

5. Employees of the department are entitled to:

5.2. Require officials of the organization to comply with labor laws, eliminate violations of labor laws.

When developing this section, you should use the recommendations given in paragraph 3.1 "Job descriptions" of this book, as well as analyze the options for the provisions below.

Section 6. "Relationships (service relations) of the unit." All recommendations for the preparation of the section of the same name, but only job descriptions, are given in paragraph 3.1 "Job descriptions" of this book. You should only pay attention to the fact that the interaction of departments, and not individual employees, is “signed”. Therefore, first of all, you need to focus on official relations between the heads of various departments, and secondly (if necessary) - on the coordination of official relations between ordinary employees of departments (i.e., to determine whether it is necessary to obtain consent from the head of your department, you need whether to coordinate their actions with the head of another department before interacting with its employees).

The formatting methods (text, diagrams, tables, etc.) may be the same as those specified in paragraph 3.1 of the "Job Instructions" of this handbook.

Section 7. "Responsibility of the division." The procedure for developing this block of provisions is also largely similar to the procedure for compiling the “Responsibility” section of the job description (see paragraph 3.1 of paragraph 3 of this chapter - p. 69). Meanwhile, there are some peculiarities. So, it is desirable in the position, along with the responsibility of the entire unit, to highlight the responsibility of its head, since, as a general rule, he is guided by the position in his activities and in most organizations job descriptions are not developed for him.

Responsibility can be divided into personal (for example, the head of a department) and collective (subdivision employees).

If the above sections are not enough for the developer, we recommend the following text structures for the provisions on subdivisions:

Option 1

1. General Provisions.

2. Main tasks.

3. Structure and staffing.

5. Leadership (management).

6. Funds.

7. Control, verification and revision of activities.

8. Change, termination of activity.

Option 2

1. General Provisions.

2. Main goals and objectives.

3. Functions.

4. Rights and obligations.

5. Interaction.

6. Responsibility.

7. Rewards.

8. Property and funds.

9. Organization of activities.

10. Labor relations.

11. Structure and staffing.

Regulations on structural subdivisions are drawn up by the department of organization and remuneration of labor or the laboratory (bureau) for the organization of labor. If there are no such units, you can assign this function to the legal department or the personnel department. The development can also be entrusted to individual specialists, for example, a production control engineer.

General control and management of the development of regulations on structural divisions is carried out by the deputy head of the organization for personnel management.

The regulation on the structural unit must contain the following details:

1. Name of the organization.

2. Name of the document.

3. Date and number.

4. Title to the text (name of the structural unit).

5. Stamp of approval.

7. Signature of the developer.

8. Approval visas (if the position is subject to external approval, then the approval stamp).

The list of persons who must issue their visas, as a rule, is determined by the head of the organization in accordance with the order on the distribution of duties, as well as based on operograms. In order to avoid inaccuracies and duplication of individual functions, service relationships, and, accordingly, subsequent disagreements between the heads of various departments, it is practiced to endorse the position of a particular department by the heads of those departments with which it interacts. If the number of visas is more than 3, then they are issued on a separate page or in the form of a separate "List of approvals".

In a number of organizations, the regulations on subdivisions are approved by the head of the legal department or the lawyer of the organization.

The head of the organization approves the regulations on structural divisions. The right of approval may also be vested in other executives (for example, deputy heads of the organization who ensure the activities of groups of units).

The employees of the department should be familiar with the situation. This may be a column on familiarization or a column on bringing the situation to the attention of employees. At the same time, signatures are affixed in order of seniority (first the head of the unit, then all the others). To fix familiarization with the position, the method indicated for job descriptions and consisting in drawing up a familiarization sheet can also be used.

The basis for amending the regulation on the structural unit is the order of the head of the organization. The procedure and methods for its execution are similar to the procedure for issuing an order to amend the job description. However, it should be borne in mind that amendments to the regulation on a structural unit may, and in some cases should, entail a revision of the job descriptions of employees of this unit.

In order to show the different models of positions, the examples below are designed for one department - the personnel department. Sample regulations for other divisions (over 60) are given in the practical guide “Personnel of the enterprise. 60 samples of regulations on departments and services "*.

* Schur D.L., Trukhanovich L.V. Enterprise personnel. 60 samples of regulations on departments and services: A practical guide. 2nd ed. - reworked and additional - M.: Publishing house "Case and Service", 2002.

Sample provision

(option 1)

CJSC "Alcotrade"

APPROVE

(name of company)

General director

POSITION

O. A. Onufriev

(signature)

(full name)

About the personnel department

(name of division)

1. General Provisions

1.1. The personnel department is an independent structural subdivision of the organization, reporting directly to its head.

1.2. The personnel department is headed by a chief.

1.3. The appointment and dismissal of the head of the personnel department is carried out by order of the general director.

2. The main tasks of the personnel department

2.1. Organization and implementation of work on the selection, placement and education of personnel.

2.2. The study of the qualities of workers in their practical activities.

2.3. Creation of a reserve of personnel for promotion to managerial and financially responsible positions.

2.4. Organization of all types of accounting and reporting on personnel.

3. Functions of the personnel department

Human Resources Department:

3.1. Develops proposals on the nomenclature of positions of employees appointed and dismissed by the General Director.

3.2. Together with the heads of interested departments, he selects employees and makes appropriate proposals for their appointment to the specified positions, draws up the necessary documentation for this.

3.3. Together with the heads of departments, he studies the business and moral qualities of employees in the course of their practical activities and makes proposals for the movement and promotion of employees.

3.4. Ensures the certification of employees, constantly monitors the implementation of the recommendations of the certification commission.

3.5. In accordance with the requirements of labor legislation, with the participation of heads of departments, he makes proposals for the release and relocation of employees and makes the necessary registration.

3.6. Taking into account the development of the organization, it determines the need for specialists and workers of mass professions, determines the sources of staff replenishment.

3.7. Takes measures for the placement of young professionals and ensures their proper use.

3.8. Considers complaints and applications of employees on issues of admission, relocation and dismissal, violations of labor laws, makes proposals for resolving these complaints.

3.9. Keeps records of employees of the organization, in accordance with the established procedure, draws up and stores their personal files and other personnel documents.

3.10. Receiving, filling out, storing and issuing work books.

3.11. Controls the timely provision of regular vacations to employees.

3.12. Together with the legal department, controls the correctness of the organization and the application of material liability to the employees of the organization.

3.13. Together with other departments, he makes proposals and prepares relevant documentation on rewarding employees and other incentives.

3.14. Prepares reports on personnel according to approved forms.

3.15. On behalf of the organization, he represents on issues of work with personnel in state and municipal bodies, organizations, enterprises and institutions.

The Human Resources Department, within its competence, has the right to:

4.1. Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions.

4.2. Require, when applying for a job and in other established cases, the submission of relevant documents and materials (employment books, copies of diplomas of education, etc.).

4.3. To control in structural divisions the observance of labor legislation in relation to employees, as well as the procedure for providing established benefits and benefits.

4.5. Make proposals to the management of the organization on issues of work with personnel, including on improving the work of employees.

5. Guide

5.1. The department is headed by the Head of Human Resources.

5.2. Head of HR department:

Organizes the work of the department;

Takes measures to improve the work of the department;

Provides interaction with other structural divisions.

5.3. The head of the personnel department is personally responsible for the fulfillment of the tasks assigned to the department.

5.4. The duties, rights and responsibilities of employees of the personnel department are established by job descriptions.

I. M. Sverdlov

(signature)

(full name)

Head of the legal department

K. V. Almazov

(signature)

(full name)

Familiar with the situation

Head of Human Resources

VC. Smirnova

(position)

(signature)

(full name)

(position*)

(signature)

(full name)

Sample provision

(option 2)

CJSC "Alcotrade"

APPROVE

(name of company)

General director

(director; deputy director for personnel; other official authorized to approve the job description)

POSITION

O. A. Onufriev

(signature)

(full name)

About the personnel department

(name of division)

I. General provisions

1. The personnel department is an independent structural unit of the organization.

2. The department is created and liquidated by the order of the general director.

3. The department reports directly to the General Director*.

* May also report to the Deputy General Director for Human Resources.

4. The department is headed by a chief* appointed to the position by order of the general director.

* The head of the HR department may be the deputy director of HR.

5. The head of the department must have a professional education and work experience in the organization of personnel management in engineering and management positions for at least 5 years.

6. In its activities, the department is guided by:

6.1. the Constitution of the Russian Federation.

6.2. The Labor Code of the Russian Federation and other regulatory legal acts containing labor law norms.

6.3. Charter.

6.4. Staff Regulations.

6.5. By this Regulation.

7. The work of the department is carried out according to annual and quarterly plans.

8. The head of the department once a quarter* submits to the general director a report on the work of the department.

* Other regularity may be specified.

II. Structure

1. The structure and staffing of the department are approved by the general director, based on the conditions and characteristics of the organization's activities, on the proposal of the head of the personnel department and in agreement with the department of organization and remuneration.

2. The Human Resources Department includes structural units (groups, sectors, bureaus, sections, etc.) according to the scheme below *.

* Other structural units may be formed as part of the personnel department, for example, a bureau (sector) for registering pensions, for monitoring the state of labor discipline, etc.

HUMAN RESOURCES DEPARTMENT

Bureau (sector, group) of reception

Bureau (sector, group) layoffs

Bureau (sector, group) of accounting

Bureau (sector, group) of workers' consultations

3. The distribution of duties between the employees of the bureau (sectors, groups) is carried out by the head of the personnel department.

4. Chief specialists (heads) of the bureau (sectors, groups, etc.) as part of the personnel department, other employees of the department are appointed to positions and dismissed from positions by order of the general director on the proposal of the head of the personnel department.

5. Employees of the department in their activities are guided by job descriptions.

III. Tasks

1. Selection, placement and education of personnel.

2. The study of the business and moral qualities of workers in their practical activities.

3. Personnel accounting.

4. Ensuring the rights, benefits and guarantees of employees of the organization.

5. Control over the state of labor discipline in the organization.

IV. Functions

1. Development of personnel policy and strategy of the organization.

2. Development of forecasts, determination of the current need for personnel and sources of its satisfaction based on the study of the labor market.

3. Providing the organization with personnel of workers, employees and specialists of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the organization, changing external and internal conditions of its activities.

4. Formation and maintenance of a data bank on the quantitative and qualitative composition of personnel.

5. Selection and selection of employees together with the heads of interested departments and making appropriate proposals for their appointment to the specified positions, execution of orders for employment and other necessary documentation.

6. Development of proposals for employment on a competitive basis in accordance with the procedure established by law, preparation and organization of the work of the competitive commission.

7. Informing employees of the organization about available vacancies; using the media to recruit workers.

8. Establishing direct links with educational institutions and employment services.

9. Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the General Director.

10. Accounting for personnel.

11. Issuance of certificates on the current and past labor activity of employees.

12. Reception, filling, storage and issuance of work books.

13. Maintaining the established personnel documentation.

14. Preparation of materials for the presentation of personnel for incentives.

15. Preparation of materials to bring employees to material and disciplinary liability.

16. Placement of personnel based on an assessment of their qualifications, personal and business qualities.

17. Control over the correct placement of employees and the use of their labor in the structural divisions of the organization.

18. The study of professional, business and moral qualities of employees in the course of their labor activity.

19. Organization of the certification of employees of the organization, its methodological and information support, participation in the analysis of the results of certification, ongoing monitoring of the implementation of the decisions of the certification commission.

20. Preparation of relevant documents on pension insurance and their submission to the social security authorities.

21. Issuance of certificates of work in the organization, position and salary.

22. Ensuring social guarantees for workers in the field of employment, compliance with the procedure for employment and retraining of redundant workers, providing them with established benefits and compensations.

23. Drawing up a vacation schedule, accounting for the use of vacations by employees, registration of regular vacations in accordance with the approved schedule and additional vacations.

24. Registration and accounting of business trips.

25. Timesheet.

26. Control over the state of labor discipline in the divisions of the organization and over the observance by employees of the Internal Regulations.

27. Analysis of staff turnover.

28. Development of measures to strengthen labor discipline, reduce staff turnover, loss of working time, control over their implementation.

29. Consideration of complaints and statements of employees on issues of admission, relocation and dismissal, violations of labor laws.

30. Taking measures to identify and eliminate the causes that give rise to employee complaints.

1. To perform the functions assigned to it, the personnel department has the right to:

1.1. To control in structural divisions the observance of labor legislation in relation to employees, the established procedure for granting benefits and benefits.

1.2. Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions.

1.4. Give the heads of structural subdivisions binding instructions on issues within the competence of the department

1.5. Conduct correspondence on recruitment issues, as well as on other issues that are within the competence of the department and do not require agreement with the general director.

2. The rights granted to the department are exercised by the head of the department, as well as the employees of the department in accordance with the distribution of duties established by job descriptions.

3. The head of the personnel department is endowed with the following rights:

3.1. Submit proposals for consideration by the General Director on issues within the competence of the department.

3.2. Make proposals on the activities of other departments of the organization.

3.3. Represent in the prescribed manner on behalf of the organization on issues within the competence of the department in relations with state and municipal authorities, as well as other enterprises, organizations, institutions, including recruitment agencies and employment services.

3.4. Participate in the preparation and coordination of the plans of the organization in terms of personnel.

3.5. Give subordinate employees instructions that must be followed.

3.6. In agreement with the CEO, involve experts from outside organizations, specialists in the field of personnel management for consultations, preparation of conclusions, recommendations and proposals.

3.7. Dispose of the allocated labor, material, financial and technical resources and distribute them between structural units.

4. The head of the personnel department signs (vises) documents related to the selection and movement of personnel, accounting forms.

5. Employees of the personnel department are entitled to:

5.1. Visit departments of the organization to monitor the state of labor discipline, observance of the labor rights of employees.

5.2. Require officials of the organization to comply with labor laws.

5.3. Set deadlines and monitor compliance with requirements.

5.4. When violations of labor laws are detected, draw up acts, memorandums, reports and submit them to the legal department for legal analysis and subsequent submission to the CEO to bring the perpetrators to justice.

5.5. Attend meetings and participate in the discussion of issues within the competence of the department.

VI. Relationships (service relations)

To perform the functions and exercise the rights, the personnel department interacts with the departments of the organization according to the following scheme:

Subdivision name

Documents and information

Receives

Provides (directs)

All structural divisions

Applications for workers and employees

Employee Incentive Decisions

Submissions for promotions

Extracts from orders (copies of orders) on personnel (at the request of heads of departments)

Characteristics on workers

approved vacation schedule

Materials for bringing employees to disciplinary and material liability

Copies of orders to encourage employees, to impose disciplinary sanctions

Explanatory notes from violators of labor and production discipline

Orders on elimination of violations of labor legislation

Draft vacation schedules for departments

Decisions of the attestation commission

Materials for business travelers

Copies of travel orders

Main Accounting

Payroll information for pensions

Materials for issuing certificates to employees about work in the organization, position held and wages

Draft orders for the hiring, dismissal and transfer of financially responsible persons

Information about financially responsible persons

Draft agreements on liability

Timesheets

Vacation schedule

Leaves of temporary disability payable

Information about changing the name of an employee

Orders on business trips, other documents for the payment of travel allowances

Writs of execution from the courts to deduct from the wages of employees

Department of organization and remuneration

staffing

Information about the hiring, transfer and dismissal of employees

Schemes of official salaries, additional payments, wage supplements

Information about the headcount of employees

Labor standards

Staff turnover information

Staff Regulations

Reports, statements on the state of labor discipline

Regulations on material and moral incentives for employees

Regulation on disciplinary responsibility

Regulations on the structural divisions of the organization

Payroll and headcount calculations

Calculations of the need for workers and employees

Training Department

Schedules for sending managers and employees to educational institutions for advanced training

Calculations of the need for qualified personnel

Plans for training, retraining of personnel, advanced training

Information about the qualitative composition of workers and employees

Information about student progress and terms of study

Lists of employees

Results of final exams, qualification tests, professional skills competitions

Draft employment contracts with teachers and instructors

Proposals on the composition of the attestation commissions

Information about candidates for the positions of teachers and instructors

Legal Department

Information about changes in labor legislation, social security legislation

Draft employment contracts with executives of the organization

Normative legal acts on labor

Applications for the search for the necessary regulatory legal acts of clarification of the current legislation

Explanations of the current labor legislation and the procedure for its application

Orders for sighting

VII. Responsibility

1. Responsibility for the proper and timely performance by the department of the functions provided for by these Regulations lies with the head of the personnel department.

2. The head of the personnel department is held liable for:

2.1. Improper organization of the activities of the department to perform the tasks and functions assigned to the department.

2.2. Untimely and poor-quality preparation of documents.

2.3. Improper record keeping in accordance with applicable rules and regulations.

2.4. Providing false information on matters within its competence.

2.5. Non-observance by employees of the department of labor and production discipline.

2.6. Failure to take measures to eliminate large-scale violations of labor discipline in the organization.

2.7. Failure to ensure the safety of property located in the department and non-compliance with fire safety rules.

2.8. Non-compliance with the current legislation of draft orders, instructions, regulations, resolutions and other documents endorsed (signed) by him.

2.9. Irrational use of labor and material resources.

3. The head of the personnel department for committing offenses in the course of his activities is held accountable in the manner prescribed by labor, administrative, criminal legislation.

4. Employees of the personnel department, when assessing the business qualities of employees of the organization, are obliged to proceed only from officially received data and materials and are not entitled to disclose the available data on the personal life of employees.

5. The responsibility of employees of the personnel department is established by their job descriptions.

Head of Organization and Remuneration Department

I. M. Sverdlov

(signature)

(full name)

* Visas of heads of structural divisions with which the department interacts, other officials.

Head of the legal department

K. V. Almazov

(signature)

(full name)

Familiar with the situation

Head of Human Resources

VC. Smirnova

(position)

(signature)

(full name)

(position*)

(signature)

(full name)

* Positions, signatures of other employees of the personnel department, dates of familiarization.

Sample provision

(option 3)

CJSC "Alcotrade"

APPROVE

(name of company)

General director

(director; deputy director for personnel; other official authorized to approve the job description)

POSITION

O. A. Onufriev

(signature)

(full name)

About the personnel department

(name of division)

1. General Provisions

1.1. This Regulation determines the main tasks, functions, rights and responsibilities of the personnel department of Alkotrade Closed Joint Stock Company (hereinafter referred to as the Joint Stock Company).

1.2. The Human Resources Department in its activities is guided by the labor legislation of the Russian Federation, the Charter of the joint-stock company, the Regulations on Personnel, the rules and standards of documentary support for management, other regulatory legal and regulatory and methodological documents on personnel work.

1.3. The Human Resources Department is an independent structural subdivision of the joint-stock company and reports to the General Director.

1.4. The staffing and structure of the department are determined by the general director of the joint-stock company.

1.5. This Regulation determines the procedure for carrying out work on the selection, placement and education of personnel, personnel records, management of labor discipline in a joint-stock company.

1.6. The direct management of the work of the department is carried out by the head of the personnel department, to the position of which, by order of the general director, a person with a higher professional education and work experience in the organization of personnel management in engineering and managerial positions for at least 5 years is appointed.

1.7. During the absence of the head of the department (vacation, business trip, illness, etc.), his duties are assigned to the senior human resources engineer, who acquires the appropriate rights and is responsible for failure to perform duties.

2. Main goals and objectives of the department

2.1. The main purpose of creating a personnel department is the implementation of personnel policy in a joint-stock company.

2.2. The main tasks of the department are:

Selection, placement and education of personnel;

Formation and accounting of personnel;

Ensuring the rights, benefits and guarantees of employees of the joint-stock company;

Control over the state of labor discipline in a joint-stock company.

3. Functions of the department

To solve the tasks, the personnel department performs the following functions:

3.1. Develops a personnel policy, as well as a set of measures for its implementation.

3.2. Calculates the need for personnel and determines the sources of its satisfaction based on the study of the labor market.

3.3. Provides the joint-stock company with workers and employees of the required professions, specialties and qualifications in accordance with the goals, strategy and subject of the joint-stock company.

3.4. Forms and maintains a data bank on the quantitative and qualitative composition of personnel.

3.5. Together with the heads of structural divisions, he selects and selects employees and makes proposals for their appointment to positions.

3.6. Informs employees of the joint-stock company about available vacancies.

3.7. Establishes links with educational institutions, employment services, recruitment agencies for recruitment, as well as the media to place advertisements for hiring workers.

3.8. Draws up the admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the general director of the joint-stock company.

3.9. Maintains records of personnel, established personnel documentation.

3.10. Issues certificates of labor activity of employees, positions held and wages.

3.11. Receiving, filling out, storing and issuing work books.

3.12. Prepares materials for presenting employees for incentives, for bringing employees to material and disciplinary responsibility.

3.13. Together with the heads of structural divisions, it arranges personnel on the basis of an assessment of their qualifications, personal and business qualities.

3.14. Organizes certification of employees of the joint-stock company, its methodological and informational support.

3.15. Analyzes the results of certification.

3.16. Organizes, in accordance with regulatory legal and methodological documents, inspections in the subdivisions of the joint-stock company:

Compliance with the correct use of labor in structural divisions;

The state of labor discipline;

Execution of decisions of the attestation commission.

3.17. Carries out accounting and analysis of the results of inspections and, if necessary, the intervention of the General Director informs him of the existing violations and ways to eliminate them.

3.18. Prepares documents for registration of pensions and submits them to the social security authorities.

3.19. Provides social guarantees for employees in the field of employment, compliance with the procedure for employment and retraining of redundant workers, providing them with established benefits and compensations.

3.20. Draws up a vacation schedule, keeps records of the use of vacations by employees, draws up vacations in accordance with the approved schedule.

3.21. Arranging travel arrangements and maintaining travel records.

3.22. Provides bookkeeping.

3.23. Develops measures to strengthen labor discipline, reduce staff turnover, loss of working time, monitor their implementation.

3.24. Considers complaints and applications of employees on issues of admission, relocation and dismissal, violations of labor laws.

3.25. Takes measures to identify and eliminate the causes that give rise to employee complaints.

4. Rights of the department

4.1. The personnel department has the right:

Request the necessary data on employees from structural subdivisions, and, when hiring and moving employees, the opinion of the heads of the relevant structural subdivisions;

To exercise control over the activities of any structural subdivision of the joint-stock company in compliance with labor legislation, internal labor regulations, as well as on other issues within its competence;

Participate in the work of commissions that consider personnel issues, as well as hold meetings on issues within the competence of the department;

Submit for consideration by the management of the joint-stock company proposals, acts, conclusions on holding the heads of structural divisions accountable for violations of labor legislation committed by them.

4.2. The specific rights of the head of the department and employees of the department are established by job descriptions.

5. Responsibility

5.1. The Human Resources Department is collectively responsible for:

The quality and timeliness of the tasks and functions assigned to the department, as well as for the full implementation of the rights granted to the department;

Compliance with the requirements of labor legislation;

The correctness, completeness and quality of the activities for the implementation of the personnel policy in the joint-stock company.

5.2. The individual (personal) responsibility of the employees of the department is established by job descriptions.

6. Interaction

6.1. The Human Resources Department performs its functions in close contact with all structural divisions of the joint-stock company on the placement of personnel, execution of personnel documentation, the application of incentives and penalties to employees, performance appraisals, registration of vacations, and compliance with labor discipline.

6.2. To perform its functions and exercise the rights granted, the personnel department interacts:

With the chief accounting department on the exchange of information: on the wages of employees; staffing; accounting of working hours; financial support for vacations, business trips, dismissals; other objects and objects;

With the department of organization and remuneration on the exchange of information: on the management structure; staffing table; salary plans; payroll calculations; labor standards; calculations of the need for personnel; admission, transfer and dismissal of employees; staff turnover; other objects and objects;

With the personnel training department on the exchange of information: on the needs for qualified personnel for individual positions, specialties, professions; quality composition of employees; the procedure for sending executives and specialists to educational institutions for advanced training; lesson plans; information about the progress of students and terms of study; results of final exams, qualification tests, professional skill competitions; composition of attestation commissions; other objects and objects;

With the economic department on the provision of office equipment, stationery, as well as on repairs in the premises assigned to the personnel department.

6.3. Interaction with the structural subdivisions of the joint-stock company should not go beyond the competence of the personnel department, and also lead to the performance of the functions of the personnel department by other subdivisions.

7. Logistics

7.1. The material and technical basis of the department's activities is the premises assigned to it, furniture, office equipment, computer equipment, software, documents necessary to fulfill the tasks assigned to the department.

7.2. Department employees bear individual and collective responsibility for the safety of property and funds assigned to the department.

8. Organization of work

8.1. The work of the personnel department is carried out in accordance with the approved plans.

8.2. The plans of the department are drawn up by the head of the department.

8.3. The instructions of the head of the department are binding on subordinate employees.

8.4. Employees of the department perform the functions assigned to the department. It is prohibited to require employees to perform duties not specified in the employment contract and not defined in job descriptions.

8.5. For high-quality and complete performance of functions, groups of employees are created in the department responsible for the following areas:

2) dismissal;

3) movement, holidays, business trips;

4) study and evaluation of personnel;

5) the state of labor discipline;

6) registration of pensions.

8.6. The headcount of the department is 12 people.

9. Changes

Changes and additions to this Regulation are agreed with the head of the personnel department and are made to the Regulation on the basis of the order of the General Director.

Appendix:

1. Floor plans, inventory list

2. Job descriptions for employees of the department (12 pcs.).

Head of Organization and Remuneration Department

I. M. Sverdlov

(signature)

(full name)

* Visas of heads of structural divisions with which the department interacts, other officials.

Head of the legal department

K. V. Almazov

(signature)

(full name)

Familiar with the situation

Head of Human Resources

VC. Smirnova

(position)

(signature)

(full name)

(position*)

(signature)

(full name)

* Positions, signatures of other employees of the personnel department, dates of familiarization

Shchur D.L., Trukhanovich L.V.

• HR records management

Keywords:

1 -1

A structural unit is a structural part of an organization that performs certain production or functional tasks within the framework of the charter and job descriptions of employees.

Legal aspects of the work of structural divisions

A structural unit cannot be considered separately from the enterprise, because it is not endowed with legal or economic independence. In accordance with the legislation, the following features of these structural units can be distinguished:

• if the management of the enterprise has decided that it is necessary to create a structural unit, then there is no need or obligation to report this to the registration authorities;
• registration with tax authorities, pension and insurance funds is not required;
• no separate accounting documents are maintained for the structural unit, and its activities are reflected in the general balance sheet of the organization;
• a separate statistical code is not assigned to this link;
• it is not allowed to open separate bank accounts for a structural unit.

Regulations on divisions

The activity of the structural unit is carried out on the basis of a special regulation, which is developed by the management of the enterprise in accordance with the established legislative norms. The document contains the following main sections:

• general provisions that describe the enterprise itself, as well as intentions to create a specific organizational structure;
• an overview of the number and composition of personnel both in general and for each unit;
• functions to be performed by the structural link;
• determining the goals of its activities, as well as setting tasks that will ensure their achievement;
• appointment of the management of divisions, as well as the definition of their terms of reference;
• description of the mechanisms of interaction between structural divisions, as well as with governing bodies;
• determining the responsibility of the unit as a whole, as well as the manager and individual employees personally;
• the procedure for liquidating a structural link, indicating the procedure, as well as significant reasons.

Requirements for structural units

In order to ensure continuous efficient operation, the structural unit must comply with a number of mandatory requirements, namely:

• subordination should be centralized, that is, each of the employees should be directly accountable to the head of this structural unit, who, in turn, regularly reports to the general director;
• the work of the unit must be flexible, with the ability to quickly respond to any changes both within the organization and in the external environment;
• the work of each structural unit must be strictly specialized (that is, the link must be responsible for a certain area of ​​activity);
• the load on one manager should not be too large (no more than 20 people, if we are talking about the middle link);
• Regardless of its functional purpose, the unit must in every possible way ensure the saving of financial resources.

Functions of structural divisions

Each structural unit of the organization is called upon to perform certain functions, reflected in the corresponding provision. Their content depends on the scope and type of activity of the link. When developing features, guidance should be based on the following requirements:

• the formulation of functions implies the simultaneous setting of tasks to achieve them;
• the designation of functions in the document is carried out in descending order (from main to secondary);
• the functions of different structural divisions should not overlap and be repeated;
• if the link has certain connections with other structural units, then their functions must be coordinated in order to avoid contradictions;
• all functions of departments should have a clear numerical or temporary expression in order to provide an opportunity to assess the quality of work;
• when developing functions, care must be taken that they do not go beyond the authority or rights of management.

Division management

Like the enterprise as a whole, all its links need effective management. The head of the structural unit is directly responsible for this task. It should be noted that the methodology and management models can be chosen by the local authorities on their own or delegated from above.

Depending on the area of ​​activity of the unit, as well as the scope of responsibility of the head, the latter has the right to delegate some powers to his subordinates. At the same time, a strict system of reporting and control must be observed. The final responsibility for the results of the work rests solely with the manager.

Activities should be organized as follows:

• at the beginning of the period, the head carries out planning, which is fixed in the relevant documents;
• then there is continuous monitoring of the results of work in order to be able to respond to deviations in time;
• at the end of the reporting period, a check is carried out for compliance of the resulting indicators with the planned ones.

findings

The structural subdivision of the organization is its main working cell, which performs certain functions regulated by the relevant regulation. It should be noted that such a structural division is expedient only within the framework of a large enterprise, because in small firms powers can be distributed among individual employees.

It is important to organize effective interaction between various structural divisions. Their functions should not be duplicated or contradict each other. Particular attention is paid to the issue of management organization. The management of the structural unit, although it has broad powers regarding its management, nevertheless undertakes to strictly comply with all orders and requirements of the general director.

Why do you need a regulation on the structural divisions of the organization

The more complex the organizational structure of the company, the more useful some local documents are. So the regulation on structural divisions clearly defines the legal functions of departments and branches, as well as the principles of interaction between them. Although such documents are not legally required, their presence provides the employer with a number of advantages. Therefore, if an organization has more than one or two departments, it is advisable to develop a provision on the interaction of structural units, as well as a separate provision for each of the existing services with a description of their personnel, functions, powers, formation procedure and features of labor organization.

Application of the regulation on structural divisions: 3 main advantages

1. Optimizes the structure of the company.
2. Allows you to better control the process of interaction between departments, as well as separate branches and representative offices.
3. Establishes clear boundaries of official authority, thereby reducing tension in the work team and increasing labor productivity.

★ It is worth developing a regulation on the structural divisions of a tourist organization, a manufacturing conglomerate, a network company and any other enterprise with an extensive multi-level structure. An expert from the Kadrovoe Delo magazine will tell you how

How to draw up and approve a regulation on a structural unit: an example and instructions

Standardize the process before you start developing regulations for all parts of the company. Write down the requirements for the document in a single standard, focusing on the current Russian and international GOSTs.

Then proceed directly to the design of the position.!

Step-by-step instruction

Step 1. Determine the main goals and objectives, taking into account the specifics of a particular company.

Step 2. Assign responsible for development. Typically, work on the project is entrusted to personnel and legal departments. Representatives and heads of other departments can be involved as consultants, providing developers with information about the structure, functions and staffing of departments.

Step 3. Create a handy template. The structure can be any, but in order to save resources, you can use the ready-made provision on the structural unit: the sample is downloaded and supplemented with the necessary information. Thematic sections are divided into separate paragraphs and subparagraphs, the organizational and structural diagram of the unit is drawn up as an appendix to the main document. The presence of such a scheme allows you to visually describe the order of interaction between employees of a department or a separate subdivision.

Step 4. Prepare a draft document. Focusing on the selected template, work through each section. The table developed by the experts of "Personnel System" will help to correctly distribute and formulate the main information about the unit.

Step 5. Approve the document and submit it for approval. Usually the provision on structural divisions is endorsed by the head of the organization. But if we are talking about a document establishing the functions and powers of a separate branch or representative office, this issue may be submitted for consideration by the general meeting of participants in the company. Before submitting the project for final approval, coordinate it with the company's lawyer and other responsible persons.

Attention! There are two ways to approve a provision as a local normative act: by simple sighting or by issuing a separate order.

Read in the magazine "Personnel Business":

What does the provision on the structural divisions of the organization look like: sample

A typical template consists of a "header" and a content part. In the "cap" indicate the organization, the structure of which includes the described unit, here in the future the stamp of approval and other visas are placed. If the provision is drawn up for a branch or representative office, reflect its isolation in the title of the document.

Divided into sections content defines:

• the place of the unit in the structure of the organization and the regulatory documents governing its activities (they can be given in a list);
• internal hierarchy and order of interaction with other divisions;
• direct head of the unit and his powers;
• tasks and functions of the unit, as well as responsibility for their failure.

When drawing up a provision on separate structural divisions, be sure to write down the general procedure and goals for their creation, and also give links to the legislative norms governing this process:

Functions, rights, tasks and areas of responsibility of departments outline thesis:

If the company structure has separate divisions of different types, for example, both branches and representative offices, reflect the difference in their statuses and allocate a separate section for each type:

Specify who manages the departments and how. For example, this is how the characteristics of the position of the director of a branch, included in the regulation on the structural unit, look like (a sample can be downloaded ) :

If the company has representative offices, the duties and powers of their leaders are described in a similar way.

The presence of a full-fledged position on the unit, supplemented by a scheme of interaction with other services, a responsibility matrix and other useful applications, will help to evenly distribute the load between employees and competently organize the work of each branch, representative office and department. Do not forget to coordinate the draft document with a lawyer, the head of the personnel department and the general director of the company.

• to understand who is doing what in the workplace (analysis);
• to explain to employees what they should do and where are the limits of their competencies, rights and responsibilities (management);
• to control the current activities of the organization (control);
• for evaluation (and self-evaluation) of employees' activities and subsequent decision-making on training, relocation, rewards and penalties (incentives and career management of employees);
• for the selection of candidates (attraction of employees);
• to protect employees, the employer and the organization as a whole (security);
• to maintain a positive corporate culture.

As you can see, all stages of the classical management cycle, to one degree or another, require the information contained in the PP and DI. So, if the organization is to be managed, then these fundamental documents must be in order.

It also follows from this that the PP and DI of an organization should form an internally consistent system, while the totality of employment contracts does not imply such a system.

PP and DI are the law not only for the employee, but also for the employer, and therefore must comply with the requirements of the current Russian legislation and protect the legitimate interests of both parties. In this regard, the passion for the "managerial" aspect of these documents to the detriment of the legal one can lead to negative consequences. What, from the point of view of theories of general management or personnel management, should be reflected in the characteristics of jobs or departments, will not always be appropriate in PP or DI from the point of view of legal requirements. Therefore, the structure, form, content and individual wordings in the PP and DI should be verified from the point of view of the law, and possible legal conflicts related to the interpretation of the provisions of these documents should be assessed in advance.

What can be relied upon when developing regulations on divisions and job descriptions?

The legislation of the Russian Federation (including labor legislation) does not directly define exhaustive requirements for the content of these documents. In Art. 5 of the Labor Code of the Russian Federation, it is noted that labor relations and other relations directly related to them, in addition to regulatory legal acts, are also regulated by collective agreements, agreements and local regulations containing labor law norms. At the same time, nowhere in the code is disclosed at least an approximate list of such local regulations. But due to the tradition that developed back in Soviet times, they are understood to mean, among other things, DI and PP, as evidenced by the letters below from the federal departments regulating labor relations.

In the letter of the Federal Service for Labor and Employment dated October 31, 2007 No. 4412-6 "On the procedure for amending the job descriptions of employees" we read:

“Despite the fact that the Labor Code does not contain any mention of the job description, it is an important document, the content of which is not only the work function of the employee, the scope of duties, the limits of responsibility, but also the qualification requirements for the position held.
Since the procedure for compiling instructions is not regulated by regulatory legal acts, the employer independently decides how to issue it and make changes to it.

Rostrud, however, warns:

“The job description is necessary both in the interests of the employer and the employee. Thus, the absence of a job description in some cases prevents the employer from exercising a justified refusal to hire (since it may contain additional requirements related to the business qualities of the employee), objectively assess the employee's activities during the probationary period, distribute labor functions between employees, temporarily transfer the employee to another job, evaluate the conscientiousness and completeness of the employee's performance of the labor function.
In itself, the absence of a job description should not be regarded as a violation of labor legislation and entail liability, however, it can have negative consequences in the form of illegal decisions by the employer due to its absence.”

Nevertheless, in judicial practice, references to PP and DI in assessing the actions of the employer and employee are widely used. So, in accordance with paragraph 35 of the Decree of the Plenum of the Supreme Court of the Russian Federation of March 17, 2004 No. 2 (as amended of September 28, 2010) “On the application by the courts of the Russian Federation of the Labor Code of the Russian Federation”,

“... non-fulfillment by an employee without good reason is a failure to fulfill labor duties or improper performance due to the fault of an employee of labor duties assigned to him (violation of the requirements of the law, obligations under an employment contract, internal labor regulations, job descriptions, regulations, orders of the employer, technical rules, etc.). P.)."

Some requirements for the content of the DI are established by paragraph 4 of the section "General Provisions" of the Qualification Directory for the Positions of Managers, Specialists and Other Employees (approved by the Decree of the Ministry of Labor of the Russian Federation of August 21, 1998 No. 37 with subsequent changes):

“Qualification characteristics (given in the specified reference book - author) at enterprises, institutions and organizations can be used as regulatory documents of direct action or serve as the basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job duties of employees, taking into account the specifics organization of production, labor and management, as well as their rights and responsibilities.

The same directory contains recommended lists of job responsibilities, knowledge requirements and qualifications of workers in certain positions. The scope of rights and responsibilities, as well as a number of other important characteristics of a particular position in a non-governmental organization, is not established by law even at the level of recommendations. This is understandable: “features of the organization of production, labor and management” affect. In addition, the organization has the right to form positions based on its own business logic. Therefore, in some cases, the relevant documents must be developed independently or some samples should be used.

The Internet is replete with samples of PP and DI, a significant part of which is written on the basis of the Qualification Handbook, while a smaller part is free creativity. Upon closer examination, it turns out that for other positions there are no samples at all, for others - the samples are not at all about that, for the third - the samples contain funny or dangerous errors. For example:

Director (general director, manager) of the enterprise
Organizes the work and effective interaction of all structural divisions, workshops and production units, directs their activities towards the development and improvement of production, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing production volumes and increasing profits, quality and competitiveness of products, its compliance with world standards in order to conquer the domestic and foreign markets and meet the needs of the population in the relevant types of domestic products.
Organizes production and economic activities on the basis of the wide use of the latest equipment and technology, progressive forms of management and organization of labor, scientifically based standards of material, financial and labor costs, market research and best practices (domestic and foreign) in order to improve the technical level in every possible way and the quality of products (services), the economic efficiency of its production, the rational use of production reserves and the economical use of all types of resources.

This is, so to speak, the late Soviet baroque, remade in accordance with rather primitive ideas about a market economy. Incidentally, this is an exact reproduction of the corresponding section from .

Director of Development
Develops methods for prompt response to crisis and non-standard situations that can lead to disruption of the enterprise development plan, other adverse consequences for the enterprise.

It's just an unfortunate reading ambiguity. And the following should be considered a more serious error:

Director of Development
Appoints employees responsible for the implementation of projects, gives general instructions, directly supervises them and coordinates their activities.

"Appointed" by order, orders are issued by the General Director - this is indicated in the Charter of the organization. So this wording, which means the actual excess of authority, is a direct violation of the Charter. However, the author of the job description does not stop there, boldly imputing the duties of the director for the development of the functions of the founders (cf. Article 33 of the Federal Law "On Limited Liability Companies"):

Defines the general concept of the enterprise development policy.

"The general concept of politics" in itself sounds pretty good. However, the authors of job descriptions like the words “general”, “implement”, etc.:

“General management of the contractual work and general control over its implementation is carried out by the Managing Director of the Company or another authorized person.”

And here is just a matryoshka puzzle (again from): guess what the head of the planning and economic department is working for:

To manage the work of economic planning at the enterprise, aimed at organizing rational economic activity, in accordance with the needs of the market and the possibilities of obtaining the necessary resources, identifying and using production reserves in order to achieve the greatest efficiency of the enterprise.

Samples of the above-mentioned "free creativity", posted on various Internet sites, also cause smiles, embarrassment, bewilderment and fear:

Store administrator:
The store administrator bears collective financial responsibility for the safety of goods in the store.

Beauty salon administrator
Takes measures to prevent and eliminate conflict situations.

Head hunter:
[Has the right] to demand from the customer the provision of organizational and technical conditions and execution of the established documents necessary to fulfill the terms of the contract for the search and engagement of highly qualified specialists.

So, the available samples should be used with great care. Suddenly, they will read and get a grasp of what is written? This means that the developer of PP and DI authorized by the employer must be well aware of the purpose of all the “cogs” and other details from which these documents are assembled. This knowledge will be all the more important when developing documents for non-standard units or positions.

A number of articles are devoted to the theory and practice of writing PP and DI (, , , , , , , , , , ). Unfortunately, some of them contain deliberately incorrect statements (see below). The most complete and verified source on this issue should be recognized as a series of books by L.V. Trukhanovich and D.L. Shchur “Personnel of the enterprise”, “Personnel of the organization”, among which we note, as well as the book.

In view of the seriousness of the subject, let's start with a small digression, which the impatient reader may skip.

Around the position on the division and job description

A bit of philosophy: PP and DI as alpha and omega ...

Alpha - because the candidate for the organization's employees will better determine his place in it if he first familiarizes himself with the scope of his duties or if he offers the employer his vision of this place. One way or another, the subject of discussion at the interview will be the composition of the functions of the employee and the balance of rights and responsibilities that ensures their implementation.

Omega - because PP and DI are the crown of a serious process called "organizational design": first, management objects are determined, then methods and functions, then processes, then the necessary roles of process participants, and only in conclusion positions are formed from roles, and from positions - divisions. Thus, the set of tasks and functions of departments, duties, rights and responsibilities of positions is formed only when the activities of the organization are presented in sufficient detail (cf.,).

We emphasize that DI should be distinguished from work (operational) instructions that describe the sequence of actions at a given workplace when performing a particular function, as well as methodological instructions that describe work methods, regardless of the position of the performer.

Strictly speaking, PP and DI will be incorrect until the entire described logical chain is worked out. However, by luck (or as a result of evolutionary selection), fairly stable ideas have developed about the complexes of functions that are traditionally assigned to a unit or employee of a certain profile. Everyone understands perfectly well what an accountant, lawyer, chief mechanic, production and technical or design and technology departments do. Industry specifics begin to seriously affect when it comes to the functional load of workers or employees and lower-level specialists. But already the functions of employees of logistics departments are less dependent on the industry sector of the enterprise, and the functions of financial, economic, legal, personnel services practically do not depend on it.

This circumstance makes it possible to speak of “models” for PP and DI of top management employees or employees of auxiliary and support units.

A bit of history

The Institute of PP and DI originates from the idea of ​​the division of labor. Since, in addition to managerial PP and DI, they perform a legal function, their development is conditioned by the development of the struggle of workers (and the response of employers) for their rights.

In 1960 - 1980 in the USSR, PP and DI were one of the mandatory documents in the labor administration system. This extensive system was based on a clear definition of the range of functional duties for various professions and positions, the list of which was unified for the whole country, labor rationing and the determination of tariff rates and salaries (as well as various adjustment factors). Therefore, any change in the nomenclature of professions and positions, in their functional duties, led to a change in a significant array of normative data throughout the country.

In the early 1990s, PR and CI remained mandatory only in the system of state bodies and organizations. The leaders of private companies considered the development of PP and DI to be an inappropriate exercise, since the business environment changed (and continues to change today) at a much faster pace than is required to “hatch”, develop and implement meaningful and truly working documents.

In the 2000s, with the consolidation of private business, the growing participation of the state in the regulation of labor relations, the development of judicial practice in the field of labor disputes, the need for PP and IA began to grow. However, due to changes in the organizational and technical conditions of work, the emergence of completely new professions and positions, direct transfer of functions, norms, and pay levels from the Soviet past turned out to be impossible. The repetition of the feat of the Soviet Trudoviks is currently not possible, and it is not advisable, since private business must determine for itself the most effective "rules of the game", including the optimal "layout" of posts. Therefore, recently the national rules for the development of PP and DI have been updated and re-approved for a rather limited range of positions of civil servants. The already mentioned Qualification Handbook, which is updated quite regularly (the latest edition at the time of writing the article is dated 03/14/2011), should be considered to a greater extent the legacy of the Soviet era.

An attempt to transfer to domestic soil the foreign practice of developing PP and DI encounters differences in the legal consequences of certain formulations.

Currently, there are more or less well-established ideas about the form and content of PP and DI, which, using the terminology of the Civil Code of the Russian Federation, can be attributed to “business practices”. It is most likely not worth expecting the definition of requirements for PP and DI at the level of federal legislation in the near future.

A bit of geography

The foreign analogue of our JD - job description (hereinafter - JD) - is a less formalized, but more capacious document (, ).

The JD format corresponds to the CI format:

• Job Title - job title;
• Job Location - the place of the position in the organizational and territorial structure of the organization;
• Reporting To - subordination, accountability;
• Job Summary - the main tasks of the position (no more than two sentences);
• Job Duties and Responsibilities - duties and areas of responsibility of the position (from 8 to 16);
• Education and qualification - requirements for the level of knowledge and the availability of relevant documents;
• Skills and specifications - requirements for skills.

Firstly, JD compilers are advised to indicate no more than 8 (for lower-level employees) - 16 (for senior-level employees) job responsibilities. If there are 25 or more functions in the JD, then such a document is “reclassified” into a work instruction. Domestic samples can contain both 30 and 40 functions - and this is for top-level employees! On closer examination, it turns out that most of these functions are control functions. This means that functions (together with rights and responsibilities) are not actually delegated to subordinates. Either it indicates that the author of the DI was unable to separate the main functions from the secondary ones or was inclined to prefer the process to the result (that's how the idea of ​​process management can be distorted!).

Second, in describing functions, JD pays more attention to the results (or, more precisely, the requirements for results) of the worker's activities than to the ways in which these results are achieved. Let's pay attention to the fact that this is another manifestation of real delegation: the subordinate is free in terms of the choice of means, but is obliged to provide the result required by the leader. It is interesting to note that compilers are not recommended to formulate in the JD the goals of the employee's activity (neither in quantitative, nor even in qualitative terms), since it is believed that if the employee performs his duties as a standard, then the goals of the organization are automatically achieved.

Thirdly, JD pays more attention to the requirements for the level of knowledge and skills of the employee than to the description of his activities. Which is not surprising, since the employee is paid for results and abilities, and not for his activity as such.

Fourthly, JDs turn out to be “easier” than domestic DIs, since they widely use references to other local regulations of the organization (methodologies, regulations, work instructions, etc.). The use of such normative hypertexts is facilitated by the fact that they are presented in electronic form, and by reference you can always find the desired provision of a particular document. For us, in most cases, the matter is complicated by the fact that there are simply no local regulations of various levels in the organization, or it is technically impossible to provide computer access to their array, taking into account mutual references.

All this together once again shows how carefully foreign managers monitor the balance between the complexity (and, consequently, the cost) of work and the qualifications (knowledge and skills) of the employee performing them.

To adopt from foreign practice, you need the following:

• real, not imaginary delegation of functions;
• increased attention to the knowledge and skills of the employee holding this position;
• concreteness and brevity of the wording of both the requirements for the results of activities and the areas of responsibility of the employee.

A bit of jurisprudence

With all the everyday simplicity of the concepts of "function", "duty", "right", "authority", "responsibility", the legal community is still discussing the subtleties of their content.

For example, some make a distinction between rights and powers, believing that rights are granted to an employee to access company resources (something, someone), and powers are a special kind of rights associated with managerial functions and decision-making.

Some propose to invest in the concept of "responsibility" not the mandatory application of certain sanctions to the guilty violator of established norms (which is usually reflected in wordings such as: "responsible for failure to comply with the direct supervisor's instructions"), but "such an aspect of social ties and relations of people that characterize the process of exercising the granted rights, fulfilling the assigned duties, based on the choice of behavior and its assessment, taking into account the interests of society "(which can be expressed in the words:" is responsible for the full and timely implementation of instructions directly from the head "). As you can see, different points of view lead to different verbal descriptions of one, in fact, phenomenon. Others oppose the identification of legal responsibility with moral or legal duty,.

The life of a PP and DI developer is also hampered by the lack of clarity at the legislative level of a number of widely used terms. These, for example, include the terms "instruction" and "instruction" - even in relation to the President of the Russian Federation.

Therefore, in practice, confusion is often observed, expressed in the fact that duties are written into rights, among the functions one can find the wording “responsible for ...”, etc. Understanding that all this is the essence of the manifestation of the ambiguity of the interpretation of the basic concepts, for practical work on PP and DI one should choose (and, preferably, set out in the appropriate document) one option.

A bit of taxation

DI may be the basis for reducing the organization's income by the amount of certain expenses incurred by the organization in connection with the provision of the employee's activities in the performance of labor functions specified in his DI. Such expenses may include, for example, the employee's transportation costs, cellular services, tuition fees.

The DI developer must take into account tax aspects when preparing the document and coordinate them with the accountant.

A bit of quality control

PP and DI are important elements of a set of documents describing a quality management system in the style of ISO 9000. Although, as always, the standard does not define the need, form and content of such documents.

If the quality management system documentation provides for PP and DI, then they will be subject to the rules for managing documents (in terms of form, content, as well as the procedure for developing, putting into effect, making changes and additions, and canceling) adopted in organizations for management system documents quality.

For whom are PP and DI developed?

The current legislation of the Russian Federation provides for the mandatory preparation of PP and DI only for employees of a certain profile (municipal employees, certain categories of civil servants, employees of customs authorities, certain categories of personnel of educational institutions, private security guards). For other categories of employees, a detailed description of their labor function, rights and obligations within the framework of labor relations can be included directly in the employment contract. In this case, the preparation of a job description is not required. So, the organization itself determines the feasibility of developing PP and DI.

An organization may decide to use PR and CI for all or part of the positions. In the latter case, the duties, rights and responsibilities of the employee must be determined by the employment contract. How wide should be the range of units and positions whose activities are regulated by the PR and DI, and how detailed these documents should be, is a subject of a separate discussion. It must be borne in mind that both the absence and excessiveness of local regulations entail unnecessary costs for managing the organization.

DI are developed for employees belonging to the categories of managers, specialists and employees in accordance with the organizational structure and staffing of the organization.

A similar document is being developed for workers, which, however, is not called a job description, but also does not have a well-established name. It is undesirable to use the names “work instruction”, “production instruction”, since they are already used for documents describing the procedure and / or specific methods of work at one or more workplaces, for example: “Work instruction for control and approval, organization of distribution, archiving, the procedure for making changes "or" Production instructions for the operation of grounding devices of electrical installations ". The name “qualification characteristic” is all the more inappropriate, since it is used and unambiguously interpreted in.

However, the Letter of the Federal Service for Labor and Employment No. 6234-T3 dated November 24, 2008 recommends:

“... in order to determine the content of the labor function performed by employees who fill certain positions, job descriptions should be drawn up and approved, and in order to determine the content of the labor function performed by workers hired by the profession of workers, production (by profession) instructions should be developed and approved. We believe that in legal reference systems it is possible to use different names of instructions in relation to categories of workers.

Article 57 of the Labor Code of the Russian Federation establishes:

“If, in accordance with federal laws, the provision of compensations and benefits or the presence of restrictions is associated with the performance of work in certain positions, professions, specialties, then the names of these positions, professions or specialties and the qualification requirements for them must correspond to the names and requirements specified in the qualification reference books, approved in the manner established by the Government of the Russian Federation”.

According to Article 143 of the Labor Code of the Russian Federation,

“Pricing of work and assignment of tariff categories to employees are carried out taking into account the unified tariff and qualification directory of work and professions of workers, the unified qualification directory of positions of managers, specialists and employees.”

Thus, when establishing the names of positions and compiling the corresponding CIs, one should check with the legislation, including with reference books and classifiers,,, as well as with the releases of the Unified Tariff and Qualification Reference Book of Works and Professions of Workers (ETKS) in various sectors of the economy. For example, the Decree of the USSR State Committee for Labor and the Presidium of the All-Union Central Council of Trade Unions dated October 25, 1974 No. 298 / P-22 approved a list of industries, workshops, professions and positions with harmful working conditions, work in which gives the right to additional leave and a shorter working day. Consequently, the employer is obliged to determine in the employment contracts of all employees (and, accordingly, in job descriptions) who perform the relevant labor functions, the names of professions and positions in accordance with the qualification reference books.

Often the question arises about the need for CI for the general director, as well as members of the management bodies of a joint-stock company or a limited liability company. Since the procedure for appointment, subordination, functions, rights and responsibilities of these persons is determined by the relevant federal laws, the Charter of the organization and employment contracts, there is no direct need to develop a DI for these persons.

For executive/managing directors of organizations in which the powers of the sole executive body are transferred to the management company, as well as employees who are directly subordinate to the board of directors or the general meeting of shareholders (participants), DI should be developed. These DIs should take into account the peculiarities of labor relations with the heads of organizations.

For all employees, it is necessary to delimit the areas of labor relations regulated by the PP and DI and the employment contract. So, for example, the provision on the obligation to dismiss for certain reasons (including at one's own request) is not the subject of DI, since it does not apply to the employee's labor function.

Structure of PP and DI

The current legislation of the Russian Federation does not define requirements for the structure of PP and DI. Thus, the organization is free to determine such requirements. Therefore, in practice, PP and DI are very diverse in their structure.

You can, however, highlight the minimum "core" of each document:

Regulations on the structural unit

1. General provisions
2. Main goals
3. Functions
4. Structure
5. Interaction

Job description

1. General provisions
2. Job Responsibilities
3. The rights
4. Interaction
5. Responsibility

In some cases, the PP includes sections “Rights” and “Responsibility”, describing in them the rights and responsibilities of the head of the unit. Sometimes some "general" rights and responsibilities of the unit are formulated.

In our opinion, the first is inappropriate, since it is appropriate to set out the rights and responsibilities of the head of the unit in his CI. The second seems incorrect, since the implementation of the right is determined by the will of the subject, and if we are talking about the unit as a whole, then the mechanism for the formation and expression of this collective will should be determined, and if we are talking about the totality of individual employees of the unit, then, as a rule, not all of them in fact have the same rights; in addition, the employee, as a rule, bears personal responsibility, and therefore the composition of his job duties and rights must also be determined personally.

Form PP and DI

PP and DI forms are recommended to be developed in accordance with GOST R 6.30-2003 “Unified Documentation Systems. Unified system of organizational and administrative documentation. Requirements for the execution of documents ”(put into effect by the Decree of the State Standard of Russia dated 03.03.2003 No. 65-st) .

Mandatory details of the PP and DI are: the name of the organization, the name of the type of approval document, its date and number, place of compilation, approval stamp. They are placed at the beginning of the body of the document.

The signatures of the persons approving the PP and DD projects are placed either at the end of the text of the document or on a separate approval sheet, the details of which must unambiguously determine which document was approved.

At the end of the text of the PP or DI or on a separate familiarization sheet, employees put their signatures on familiarization with the document and receiving a copy of it in their hands.

In this section, we will consider in detail the content of the PP. For definiteness, we will assume that this document is being developed for a joint-stock company or a limited liability company (in the examples of wording, the organization will be referred to as the "Company"). An approximate form of the PP is given in Appendix 1 to the article.

Section 1. "General Provisions"

1.1. The full and abbreviated name of the structural subdivision (hereinafter referred to as the Subdivisions) is given.

1.2. It is indicated to which employee of the Company the Subdivision is directly subordinate.

This paragraph reveals the principle of unity of command in relation to the Division in question.

The department can:

• be an independent structural subdivision of the Company and report directly to the General Director of the Company (for example: security service, legal department, secretariat);
• report directly to any employee of the Company (for example: the production and technical department reports directly to the production director or the logistics department directly reports to the logistics director);
• be part of a structural unit and report directly to the head of this unit (for example: the personnel settlements department is part of the accounting department and reports directly to the chief accountant).

A division performing the functions of internal audit or other similar control functions may be directly subordinate to the General Meeting of Shareholders (Participants) or the Board of Directors.

1.3. The order of creation and disbandment of the Unit is described.

Here you can limit yourself to the following wording: "The division is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation."

For units reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (Participants) (Board of Directors)”.

1.4. The full title of the position of the head of the Unit is indicated. The full titles of the positions of the operational, methodological or other heads of the Unit (if any) are indicated.

The Head of the Division is an employee of the Division who manages its day-to-day activities. The competence of the Head of the Unit is determined by his DI.

The methodical head of the Unit is an employee of the Company or a third-party organization (for example, a management company) who is not the immediate or superior direct head of the structural unit or employee of the Company, but in the manner established by the Company gives the structural unit or employee of the Company binding instructions, explanations, other documents (including standard documents) concerning the methods and means of carrying out activities by a structural unit or employee.

The superior direct supervisor is not indicated as a methodological one, since his instructions, both on current activities and on a methodological nature, are transmitted to the employees of the Unit along the “management vertical” through the Head of the Unit.

Methodological guidance is possible with a matrix organizational structure. Perhaps (in rare cases) the presence of several methodological leaders. Another common situation is methodological guidance from the corporate center (management company). For example, the chief accountant of an organization reports directly to the managing director, and the methodological management of his activities is carried out by the head of the accounting and tax accounting methodology department of the management company.

Operational Head of the Division - an employee of the Company who promptly coordinates the activities of the Division and some other divisions and / or employees, gives the Division binding instructions regarding the operational activities of the Division. For example, under the operational supervision of the head of a remote site, there may be a transport support unit located on the territory of this site, reporting directly to the director of logistics. The head of the section gives tasks to the unit, determines the arrangement of vehicles, etc., however, he is not entitled to give instructions regarding working methods, give proposals on the staffing of the unit without the consent of the logistics director, etc.

If there is a methodological or operational guidance, a local normative act is necessary, which would define the rules of the employee's behavior in the event that the direct supervisor's instructions contradict the instructions of the methodological or operational supervisor. If the direct, methodological and operational supervisors of the employee did not agree on their instructions, then the decision should be made by the employee who is directly subordinate to all these managers (as a rule, the general director).

1.5. The procedure for replacing the position of the head of the Unit in case of his absence is indicated.

It is indicated:
a specific position of an employee replacing the head of the Unit (for example: deputy, one of the heads of subordinate units), or
appointment of an employee replacing the head of the Division, by order (instruction) of the General Director of the Company.

1.6. Lists the normative acts by which the employees of the Division are guided in their activities.

Usually instructions are given for:

• current legislation of the Russian Federation;
• sectoral regulatory and methodological documents on the profile of the activities of the Division (if possible, specific documents are indicated);
• Charter of the Company (for units that are required to be guided by the Charter (for example: legal department, internal audit service);
• Decisions of the General Meeting of Participants (Shareholders) (Board of Directors) (for divisions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors);
• Regulations on the Division;
• collective agreement;
• orders and instructions of the General Director of the Company;
• instructions of the immediate supervisor, operational and methodological supervisors (if any);
• internal labor regulations of the Company;
• other local regulations of the Company.

Depending on the nature of the activities of the Division, the following are indicated:
normative acts on labor protection and industrial safety, rules and norms of labor protection, industrial sanitation, fire protection, environmental safety.

The above list of normative acts can be expanded.

1.7. The operating mode of the Unit is determined.

You can limit yourself to the wording: “The operating mode of the Unit is determined in accordance with the Internal Labor Regulations established in the Company” if such rules exist.

1.8. The procedure for approval and entry into force of the PP, amendments and additions to it is determined.

As a rule, “These Regulations, amendments and additions to it are approved and put into effect by the order of the General Director of the Company”, but for units reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders ( participants) (by the Board of Directors). It is expedient to describe in more detail the software life cycle (including from the initiation of changes to their implementation) in a separate local regulatory act.

Section 2. "Main tasks"

The Main Tasks section indicates the main tasks of the Unit.

The task statement should briefly describe the result, the achievement of which is aimed at the activities of the Division and the requirements for which are determined either from outside the Company (by current legislation, control and supervision bodies, customers, etc.), or by other structural divisions of the Company.

For example:

• Provision of well workover services in accordance with customer requirements.
• Ensuring the operability of the Company's equipment.
• Planning and control of the economic efficiency of the Company's activities.
• Ensuring compliance with the legality of the Company's activities, legal protection of its legitimate interests.
• Support for the Company's employees in terms of using communication facilities, hardware and software of the Company.
• Organization and maintenance of accounting and tax records, preparation of accounting and tax reporting in accordance with the requirements of the current legislation of the Russian Federation.
• Monitoring the Company's compliance with the requirements of the current legislation of the Russian Federation, internal regulations and requirements of customers in the field of labor protection, industrial safety, environmental protection, traffic safety.
• Full and timely satisfaction of the needs of the structural divisions of the Company in inventory items.
• Optimization of the Company's costs for the purchase, maintenance of stocks and other logistics processes of the Company.

The tasks of the structural subdivisions must be coordinated with each other and collectively subordinate to the main goals of the Company, as they are defined in the Charter of the Company or other internal documents.

The tasks of the Unit should be formulated in such a way that the functions of the Unit given in the "Functions" section follow logically from the tasks set. To do this, it is recommended to use the same phrases.

The tasks and functions of the Division must comply with the current legislation of the Russian Federation. In particular, it is unacceptable to include tasks and functions in their composition, the implementation of which requires mandatory licensing, if the organization does not have the appropriate licenses.

Section 3 "Functions"

The "Functions" section lists the functions performed by the Unit and aimed at solving the tasks assigned to it, listed in the "Main Tasks" section.

The description of the function should briefly describe the activities of the employee of the Division or the Division as a whole, leading to a certain result, the requirements for which are determined either from outside the Company (current legislation, control and supervision bodies, customers, etc.) or other structural divisions of the Company.

The description of the function of the Unit begins with the verb: “develops…”, “conducts…”, “organizes…”, “participates in…”, “monitors…”, “controls…”, etc. Wherein:

• “Organizes…” means: attracts and coordinates the actions of the structural divisions and/or employees of the Company to perform any actions (works, events, projects, etc.).
• “Participates in …” means: performs a certain part of the actions (works, events, projects, etc.) on the instructions of the immediate supervisor or authorized organizer together with other structural divisions and / or employees of the Company.
• "Provides..." - means: supplies (provides) certain resources to perform any actions (works, events, projects, etc.) or performs any actions to obtain any results.
• “Takes into account…” means: collects and summarizes information on the results or progress of any actions (works, activities, projects, etc.) performed within the Company in the prescribed manner; checks its reliability, consistency and relevance.
• “Monitoring…” means: collecting and processing information about the state or actions of objects or subjects external to the Company.
• "Controls..." - means: compares the actually obtained (or intermediate) results of the implementation of any actions (works, events, projects, etc.) within the Company with the planned and / or defined by the relevant regulatory act, tasks, criteria, etc. (the wording indicates which ones specifically) and performs (or initiates) actions aimed at minimizing the identified deviations.

For example:

• Monitors the transport services market in the regions where the Company operates.
• Develops strategic plans for the development of the Company in the field of transport services.
• Provides methodological assistance to the Company's employees in preparing production and investment plans.
• Organizes the approval of documents by the Company's employees in accordance with local regulations governing the Company's document flow, as well as in accordance with the instructions of the General Director.
• Participates in the development of draft local regulations of the Company on issues related to the competence of the Division.
• Takes into account incoming cash, inventory and fixed assets.
• Controls the execution of the production program in accordance with the requirements of customers.
• Analyzes the financial results of the Company's activities and participates in the development of measures to increase profitability, reduce costs, and increase the economic efficiency of the Company.

In the description of the function, it is not allowed to use indefinite qualitative adjectives, for example: “ensures correct operation”, “provides high-quality services”. In such cases, it is recommended to indicate the requirements (and/or normative document - the source of requirements) that the result of the function must meet, for example: "ensures operation in accordance with the manufacturer's operating manual", "provides services in accordance with customer requirements". In the case when the source of the rules or requirements is clear from the context, it is allowed to use the wording: “in due course”, “of good quality”.

The description of the functions in the PP and DI must be exhaustive, that is, all actions that may be required from the Unit or its employee must be described. Therefore, it is necessary to systematize the described functions in some way. For example, you can list functions in the following order:

• functions in the field of development of normative documents for other structural divisions;
• functions in the field of methodological guidance;
• functions in the field of monitoring and forecasting;
• functions in the field of planning, development (sections) of the budget, investment projects;
• functions in the field of operational management;
• other functions performed by the Division independently;
• other functions performed by the Division jointly with other structural divisions of the Company;
• functions in the field of supervision of contracts (if they are not defined in other local regulations of the Company);
• functions in the field of accounting and reporting;
• functions in the field of control over the activities of other employees or structural divisions of the Company;
• functions in the field of analysis, development and implementation of measures for the development of the Company.

It is possible to enumerate the functions in the order that reflects the logic and / or chronological sequence of the work of the unit, the life cycle of the main control objects of the Unit. One way or another, but the way of listing functions should be convenient both for the compiler (for completeness checks) and for the reader of the document.

The formulations of functions can be based on the formulations given in .

At the same time, the list of functions should not suffer from redundancy and excessive detail. The conditions and procedure for performing individual functions should be set out in other local regulations - regulations, methodological and work instructions, especially since in some cases the specific actions of the performer largely depend on the context.

Section 4. "Structure"

In the "Structure" section, it is indicated which structural divisions the Division consists of, the employees of the Company who are directly subordinate to the head of the Division are listed; or it is indicated that "The structure and staffing of the Division are determined by the current organizational structure and staffing of the Company." The first is more convenient because from the PP you can understand what the resources of the Unit are. The second is more convenient because it allows you not to re-approve the PP when changing the organizational structure and / or staffing.

Section 5. "Interaction"

The "Interaction" section describes the information exchange of the Division with other structural divisions of the Company or persons, bodies and organizations external to the Company.

If the information exchange is not defined by other local regulations of the Company, then structural subdivisions and persons, bodies and organizations external to the Company are listed, indicating in which areas or under what activities interaction takes place, what specific information is received or transmitted.

For example:

The Human Resources Department interacts with:

• Supervisory organizations for activities related to the organization and labor protection;
• the Pension Fund of the Russian Federation and the statistical authorities of the Russian Federation for the preparation and submission of established reporting;
• trade unions to monitor compliance with labor laws and other regulations containing labor law, organization, regulation and remuneration;
• counterparties - performers of works and services related to staffing.

It is possible to describe interactions in tabular form.

However, a detailed description of the interactions makes the PP heavier and deprives it of flexibility when changing the composition and/or even the titles of the documents transmitted during the exchange of information.

If the information exchange is defined by other local regulations of the Company (for example, the document flow regulations), then the short wording is used:

"The department interacts:

5.1. With employees of structural and separate divisions of the Company - in the manner prescribed by the local regulations of the Company.

5.2. With third parties - in the manner prescribed by the current legislation of the Russian Federation.

In the latter case, it is understood that the employee performs his representative functions on the basis of a power of attorney issued to him in the prescribed manner, or on other legal grounds.

In this section, we will consider in detail the content of CI for managers, professionals and employees. For definiteness, we continue to assume that this document is being developed for a joint-stock company or a limited liability company (in the examples of wording, the organization will be referred to as the "Company"). An approximate form of DI is given in Appendix 2 to the article.

Section 1. "General Provisions"

1.1. The full and abbreviated name of the position of the employee of the Company (hereinafter referred to as the Employee) is given.

1.3. The full title of the position of the immediate supervisor of the Employee is indicated. The full titles of the positions of the operational, methodological or other managers of the Employee (if any) are indicated.

See the comment to paragraph 1.4 of the PP.

Sometimes this part of the CI lists employees and structural units that are directly subordinate, under the operational or methodological guidance of this employee. This information appears to be redundant as it is contained in the organization's organizational structure and staffing table to be approved.

1.4. Describes the procedure for hiring and dismissal of the Employee.

As a rule, “An employee is hired and dismissed by the General Director of the Company in accordance with the procedure established by the current labor legislation of the Russian Federation upon submission ... (indicated if necessary) in agreement with ... (indicated if necessary).”

1.5. The procedure for replacing the Employee in case of his absence is indicated:

See the commentary to paragraph 1.5 of the PP.

1.6. The requirements for education, qualifications or the availability of special knowledge, permits, permits, certificates, as well as the work experience of the Employee are indicated.

The requirements given in can be taken as a basis. Requirements should not be discriminatory (Article 3 of the Labor Code of the Russian Federation).

1.7. Lists the normative acts by which the Employee is guided in his activities.

See the commentary to paragraph 1.6 of the PP.

1.8. Lists the knowledge that the Employee should have.

Knowledge is usually given:

• the current legislation of the Russian Federation and industry regulations on the profile of the employee's activity;
• local regulations of the Company on the profile of the employee's activity;
• structure of the Company, tasks and functions of its structural divisions;
• rules and regulations of labor protection.

Depending on the nature of the employee's activity, knowledge is indicated:

• development strategies of the Company (for top managers of the Company or for positions that have the right to access such information) - if the strategy of the Company is documented and properly approved;
• the basics of the operation of computer equipment, communications and communications - if the work involves the use of such means;
• etc.

The above list of knowledge can be expanded. As a basis, the requirements for the knowledge of the employee given in.

Note that the knowledge specified in this section of the CI must be documented and properly approved. The fact that the candidate has the required knowledge when applying for a job is confirmed by the presentation of the relevant certificates, certificates, certificates, etc. An employee's knowledge can be verified both by authorized third-party organizations (for example, centers of excellence), and by internal audits, tests (the procedure for such audits should be established by the organization's local regulations).

1.9. The work mode of the Employee is determined. Reference may be made to the Internal Labor Regulations. Features of the mode of operation, including the need for business trips, may be indicated in this paragraph.

1.10. The procedure for approval and implementation of the DI, amendments and additions to it is determined.

As a rule, “This Job Description, amendments and additions to it are approved and put into effect by the order of the General Director of the Company”, but for units reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors, it is necessary to indicate: “in agreement with the General Meeting of Shareholders (participants) (by the Board of Directors).

Section 2. "Responsibilities"

It is advisable to single out two subsections in this section, the first of which includes specific duties (functions) performed by the employee holding this position, and the second includes duties common to all (or certain groups) of employees.

For the heads of structural divisions, the following functions are additionally included:

Supervises the employees of the Company and the structural subdivisions of the Company that are directly subordinate to him.

"Heads ..." - means: determines the tasks for the participants to perform any actions (works, events, projects, etc.); coordinates their activities; controls the achievement of the required and intermediate results; Submits proposals (representations) for appointment, relocation, dismissal, promotion, imposition of disciplinary sanctions on subordinate employees for consideration by the General Director of the Company. Participates in the development of the organizational structure, staffing, forms of remuneration of the structural divisions of the Company, which are directly subordinate to him.

For employees who provide methodological guidance to other employees, the DI should indicate what exactly the methodological guidance consists of. For example:

Organizes the development of a set of document formats for the purposes of planning and reporting on the current, financial and investment activities of the Company's business units. Provides methodological assistance to the heads of structural divisions of the Company, heads of working groups in performing calculations, expert analysis of calculations of the economic efficiency of their proposed projects and solutions.

Similarly, the content of the operational manual and other types of manual should be detailed.

It is advisable to include in the employee's functions his participation in certain commissions, committees, councils, expert and working groups, etc., especially if the Company does not provide for a separate remuneration of the employee for participation in the work of these bodies.

The functions given in the DI of the employee of the unit must correspond to the functions of this unit, enshrined in the PP. This means that the employee performs either the entire function specified in the PP, or part of it, or performs an internal function for the unit (it may not be specified in the PP) necessary to perform the functions of the unit.

For convenience, the developer can compile a "responsibility matrix" of the unit - a table that lists the functions of the unit (in rows) and the positions of employees of the unit (in columns), and at the intersection of the row and column indicates the role of this employee in the performance of this function: initiates, organizes, participates, provides, performs independently, controls, etc. (See the commentary to section 3 of the PP). If necessary, the description of the function should indicate with what regularity this function is performed: at a given frequency, at the direction of the manager, or when other specific events occur.

It is important to note that DI should “work” not only in a normal situation, but also in an emergency situation. It is recommended that in the CI the employee be given the right to make a decision on the situation himself or he is obliged to immediately report to the immediate supervisor about the emergency situation. The number of functions given in the DI should not be too large. The optimal number varies from 10 for lower level posts to 20 for top level posts. Otherwise, the document ceases to be perceived and, therefore, becomes inoperative. In order to comply with this recommendation, the developer is recommended to:

• combine some functions (to a reasonable extent);
• specify the requirements for the result, and not for the processes leading to it (it is formulated as: “to ensure such and such a state of the control object”);
• reconsider the "vertical" distribution of functions between the manager and subordinates, seniors and juniors, delegating certain functions (along with rights and responsibilities) "from top to bottom" to a reasonable extent;
• reconsider the “horizontal” distribution of functions between subcontractors within the framework of a single process (a rational division of functions is characterized by the fact that the employee is responsible for performing a logically completed process, obtaining a product (or semi-finished product) with certain qualities that allow independent verification; in this case, the DI from the description of actions you can go to the description of the requirements for the results);
• set out detailed descriptions in other local regulations (regulations, methodological and work instructions).

It is important to keep in mind that the composition of the functions must correspond to the base salary of the employee. The base salary of employees with identical IDs should be the same (cf. Art. 22 of the Labor Code of the Russian Federation).

Subsection 2.2

In the second part of the section, it is advisable to include duties common to all (or for certain groups) employees. Some of these obligations are already formulated in Art. 21. Labor Code of the Russian Federation, and therefore there is no need to repeat it in the DI. It is advisable to indicate the following responsibilities:

2.2. The employee undertakes:

2.2.1. Follow the instructions of the immediate supervisor, operational supervisor, methodological supervisors (if any).

If an employee, in the performance of his duties, must comply with the requirements established by the regulatory enactments of third parties (for example, customers), then these requirements should be indicated in this subsection. For example:

2.2.5. Comply with the requirements of the corporate standards of the Company's customers for health, safety, environmental protection and road safety when using vehicles to fulfill contracts concluded with customers.

It is worth recalling that in this case, the employer must familiarize the employee with such regulations.

In some organizations, the CI format involves specifying the parameters by which the employee's performance of a particular function is measured, or setting specific target values ​​for such parameters, or norms / standards for the performance of functions. For example, you can find the distribution of working time (in percent) between the functions performed by the employee. In our opinion, this indication is incorrect, because:

• there may be functions that are performed irregularly for which it will be difficult to estimate the norm, or functions that are performed in emergency cases - by laying on them a non-zero percentage of the time, we agree that emergencies will occur;
• it is not clear how to take into account the actual distribution of time (and this will have to be done, since the planned indicators are indicated);
• the legal consequences of deviations of actual indicators (random or systematic) from the established indicators are not clear.

Is the employee entitled, for example, to demand any compensation if the time spent on the performance of a certain function is exceeded by 1%? After all, the employer, approving the DI in this form, in fact, undertakes to comply with the established norms. Or vice versa, should the employee be sanctioned because he exceeded the norm for performing one function to the detriment of another? A deviation of 1% for a working day is forgivable, but for a week or a month?...

Specifying any fixed values ​​of the parameters also deprives the DI of flexibility, since it forces them to re-approve them when the established norms change.

Section 3 "Rights"

The "Rights" section lists the employee's rights, that is, the employee's statutory opportunities to act in a certain way or demand certain actions from other employees of the Company. The employee is empowered to perform his job duties. The employer ensures the implementation by the employee of his rights (Article 22 of the Labor Code of the Russian Federation). O

The basic rights of an employee are formulated in Art. 21 of the Labor Code of the Russian Federation, so there is no need to repeat them in the DI. The specific rights of an employee should be conditioned by his official duties. Each employee has the right to information interaction related to the performance of official duties:

In some versions of the CI samples (for example, in), the following wording is included in the rights to information interaction: "To get acquainted with the draft decisions of the Company's management regarding its activities, the activities of the headed unit (for heads of units)". However, accepting such a formulation, we fall into the same collision as with "conferences". A “draft decision” is a very indefinite object: it can exist orally, in the form of numerous options passing through different instances. It is far from physically possible with every such option, and it is hardly advisable to acquaint the employee at his request. Therefore, two mechanisms can be used:

1. the employee gets acquainted with the decision made without fail (Articles 22, 68 of the Labor Code of the Russian Federation), signing the familiarization sheet to the order, instruction or other administrative document, and in case of disagreement with it, has the right to appeal against it, using the right to protect their labor rights, freedoms and legitimate interests in all ways not prohibited by law (Article 21 of the Labor Code of the Russian Federation);
2. taking into account the opinion of the elected body of the primary trade union organization when adopting local regulations (the procedure is established by articles 372, 373 of the Labor Code of the Russian Federation; see also paragraphs 23, 24).

Depending on the functions performed, an employee may be vested with the following rights - Represent the Company in other organizations in accordance with the established procedure within its competence.

Usually, the scope of rights associated with such a representation is determined by the power of attorney issued to the employee. Basic rights are associated with decision-making, disposal of production resources:

• Initiate any actions (works, events, projects, etc.).
• Approve and coordinate documents within its competence (it is necessary to indicate specific types of documents).
• Suspend the performance of any actions (works, projects, activities, etc.) in the event of deviations from the requirements established for their implementation (it is necessary to specify the controlled area of ​​activity, types of functions, projects, activities, groups of employees, organizations, etc.) P.).
• Do not allow workers, equipment to work (it is necessary to specify which ones and under what circumstances).
• Dispose of the material and monetary funds entrusted to him (and/or other resources of the Company - to be specified) within his competence.

For employees of internal control units - Carry out inspections of certain employees, divisions and / or in certain areas of the Company's activities (it is necessary to indicate specific types and grounds for inspections).

Important is the right of "horizontal interaction" - to involve employees of the structural divisions of the Company for joint work in the framework of the performance of their official duties in agreement with their immediate supervisors.

Heads of divisions are usually vested with the right - To submit proposals (representations) for consideration by the General Director of the Company on the appointment, relocation, dismissal, promotion and imposition of disciplinary sanctions on employees of the headed division.

The next “right of appeal” should guarantee the employee that his rights are respected by the Company - Contact the immediate supervisor for assistance in exercising the rights provided for by the DI, if they are limited by other employees of the Company.

The list of employee rights can be expanded.

When granting rights to employees, it is worth remembering that the employer must ensure their implementation. For example, when granting an employee the right to “undergo retraining (retraining) and advanced training,” the employer must provide this right with an appropriate budget or provide for other mechanisms for exercising this right. Declaring the right to "promotion (the right to career growth)", it is also necessary to introduce the employee's free desire into the legal channel, expressed in a formalized system of internal assessments, inspections, training, competitions, etc.

An employee may be granted some rights conditionally, namely: one or another action can be performed with the consent of another specific employee (as a rule, the direct, operational or methodological leader or the head of the unit to which the employee applies), or upon the occurrence of other specific events, or within certain limits. In such cases, the wording of the law contains the words: “in agreement with ...”, “during such and such a period ...”, “in the event of ...”, “within the budget ...”, “within its competence ...”, etc. . The presence of consent (including the compliance of the decision made with the established conditions or limits) is confirmed by the approval visa of the relevant employee on a document reflecting the planned or performed action.

Often you can find an unfortunate mixture of job duties and employee rights. A simple rule for determining the differences between them is as follows: the duty must be performed regardless of the will of the worker, while the worker can use the right or not use it at his discretion.

There is a feature regarding the managerial rights of the employee in relation to other employees, specified in: if a discrepancy in the quality of the product is established, the shipment must be suspended; suspension of shipment - the right or duty of the head of the quality control department? If only the right, then the boss can either use it or not use it; if only an obligation, then the question arises on the basis of what right the chief suspends the shipment. In such cases, it is recommended to include administrative actions as part of the rights, but in the “Responsibility” section, indicate that the employee is liable for “non-use or incomplete use of his rights” or (in a broader formulation) for “causing material damage to the Company by his actions or inaction” .

Perhaps here it is worth making a distinction between rights and powers, believing that the employee can use the right or not use it at his own discretion, and authority is a kind of duty within the framework of which the employee has the right to act at his own discretion in one way or another, but which must be carried out regardless of the will of the employee. From this point of view, in the previous example, "control quality with the ability to suspend shipments" can be considered as the authority of the head of the quality control department, without additionally including "the ability to suspend shipments" in the rights. In the same way, if an employee is authorized to conclude contracts for the supply of an organization with the possibility of choosing a counterparty, then as a result he is obliged to conclude the necessary contract, but the choice of counterparty will be determined by him independently; again, a separate right to choose in the “Rights” section does not need to be repeated, and the already mentioned wording from the “Responsibility” section should protect against abuse.

Section 4. "Interaction"

The "Interaction" section describes the information exchange of an employee with other structural divisions and employees of the Company or persons, bodies and organizations external to the Company. The requirements for the description of interaction are similar to the above requirements for the description of the interaction of structural units.

Section 5. "Responsibility"

The section "Responsibility" describes the responsibility of the employee for failure to perform or improper performance of his duties, violation of general obligations. The responsibility of the employee must balance his rights. In turn, the rights and responsibilities of the employee must be determined by his official duties. An employee may be brought to disciplinary, material, civil, administrative or criminal liability. In the first two cases, the employer can do this; in the rest - competent authorities in accordance with the current legislation of the Russian Federation. The current legislation of the Russian Federation does not establish other types of responsibility, therefore it is completely incorrect to talk about "financial, functional, organizational and managerial" responsibility, as is done, for example, in.

As a rule, the responsibility of the employee is personal. In some cases, according to Art. 245 of the Labor Code of the Russian Federation, collective (team) liability may be established.

The responsibility of an employee holding a certain position can be established not only by the DI, but also by other local regulations of the Company, for example, regulations, regulations, etc. Therefore, it is advisable to indicate in the JI only the standard provisions on liability.

5.1.2. Failure to comply with the rules of labor regulations, orders and instructions for the Company, other local regulations of the Company.

5.1.3. Failure to comply with the instructions of the immediate supervisor, operational and methodological supervisors (if any).

5.1.4. Offenses committed in the course of carrying out their activities.

5.1.5. Causing by their actions or inaction of material damage to the Company.

5.1.6. Failure to ensure the safety of documents and information entrusted to him.

5.1.7. Disclosure of information constituting the commercial secret of the Company.

5.1.8. Failure to comply with the rules of labor protection, safety, industrial sanitation, fire safety, environmental protection, traffic safety (specified depending on the nature of the Employee's activity, cf. clause 1.7 of the CI).

For managers or other positions, it is advisable to indicate the responsibility for participation in the business of other legal entities or enterprises whose interests may conflict with the legitimate interests of the employer. You can do this, for example, in this way:

5.1.9. For lack of written information:

The section "Responsibility" ends with the following provision:

Responsibility arises as a consequence of violation of certain norms. Therefore, "the employee is responsible for non-performance ..., non-compliance, ... non-compliance, etc." It is not possible to write “responsible for the smooth operation ...”, “... for the complete and timely execution ...”, or “... for the quality and timeliness” (cf.) is not allowed.

It is important that the requirements, the violation of which entails the responsibility of the employee, are sufficiently precisely formulated in the regulatory documents (external or internal). Otherwise, it will be problematic for the employer to prove the fact of violation of these requirements. Therefore, when a DI refers, for example, to liability for poor-quality, untimely performance by an employee of certain duties, the requirements for quality and timeliness should be indicated directly in the DI or a reference to another regulatory document (operational rules, state or industry standards, provisions of contracts and etc.).

About document language

The reader must have noticed, and a professional developer of local regulations knows that the language used when writing PP and DI differs not only from the spoken, but also from the literary Russian language. The main difference is the greater formality, which is akin to the formality of the languages ​​of logic, mathematics, programming or jurisprudence. This difference should not be interpreted as "clerical", since the goals of writing PP, DI and other local regulations are a clear and precise statement of the rules of the organization, as well as ensuring an unambiguous interpretation of these rules in case of conflicts and disputes.

1. The wording must be concise, clear and not allow for different interpretations, comply with the orthographic norms of the Russian language.

In practice, when writing a document, to achieve brevity and clarity, you should set a "limit" on the number of sentences or lines for describing, say, functions. At the same time, descriptions for lower-level positions should be as short as possible (1 - 2 lines). Otherwise, the descriptions must either be broken up or combined with a more general but concise formulation.

“Suggestions” to the employee should be avoided by repeatedly repeating the same position in the PP or DI - the opposite effect can be achieved. Therefore, having formed a draft document, it is necessary to remove wordings that are repeated in meaning from it.

The clarity of the wording contributes to its stylistic consistency. Do not use redundant phrases that do not differ in meaning from the corresponding verb. For example, instead of “keeps records”, “takes part”, “carries out control”, “carries out work”, you should simply write “takes into account”, “participates”, “controls”, “performs”.

So, instead of a wordy wording: it controls the work on the implementation of equipment maintenance. It's better to write: oversees equipment maintenance.

In the formulations describing the processes, the qualitative characteristics of these processes are unlikely to be appropriate. So, in the wording from the DI of the administrator of the trading floor - Controls the smooth operation of the trading equipment. The word "uninterrupted" is clearly superfluous: if the work is uninterrupted, then why control it? Non-compliance of the work of the equipment under control with certain requirements is a reason for holding the employee liable. Therefore, "continuity", as well as other qualities of the result of the controlled process, are among the provisions describing the responsibility of the employee. Thus, the correct short formulation of the function description is: Controls the operation of commercial equipment.

An extended version of this wording is as follows: controls the operation of commercial equipment, all preventive maintenance of commercial equipment, and in case of failure, takes measures to immediately correct the equipment and preserve products.

2. The texts of documents should use (unified) terminology, either established by the relevant regulations, or in line with established practice in a particular subject area. It is not allowed to use different terms to refer to the same concept.

For example, in the wording of the duties of the head of the logistics department - together with the director of the Company's supply plans the need for inventory in the context of the business units of the enterprise; controls the execution of contracts for the supply of materials and equipment. The last rule is violated twice: “Society” and “enterprise”, as well as “MTR” (material and technical resource) and “Inventory and Materials” (commodity and material value), in this context are obviously synonyms, therefore it is more correct to choose one option in each case - together with the Company's Procurement Director, plans the need for goods and materials in the context of the Company's business units; controls the execution of contracts for the supply of goods and materials.

Another common mistake: an employee of an organization is called in the same text “employee”, “employee”, “official”. In the PP, DI and other local regulations in relation to a person who is in an employment relationship with an organization, the term “employee” should be used, as used in the Labor Code of the Russian Federation.

The wording looks inconsistent with the prevailing word usage - it uses methods of material and moral incentives. Since in the practice of personnel management the concept of "material and non-material incentives" is used. In order to avoid such mistakes in the development of documents, it is necessary to use various kinds of dictionaries of terms (for example, similar publications) or to involve specialized specialists - at least at the stage of editing a draft document. It is highly desirable that the terminology in all local regulations of the organization be the same. To ensure this requirement, the organization must adopt (and maintain in the prescribed manner) an official glossary of terms (glossary); at the very least, the development team should create such a dictionary for themselves.

3. In the texts of documents, it is not allowed to use vague (with vague requirements, with an vague result, not limited in time, space, etc.) or declarative formulations.

Violations of this requirement (together with violations of spelling and punctuation rules) are the most numerous in practice. The cost of uncertainty can be very high.

It is to avoid ambiguity that documents use overloaded (in terms of neutral or colloquial style) language. When formulating any provision of the document (procedure, requirement for the state of something, etc.), it is necessary to trace whether all the essential features of the object or process are described; whether it is indicated directly in the wording, in its immediate "environment" or other context, by whom, how, at what time and in what place the given action should be performed or the given object should be presented.

For example, in the wording from the workshop dispatcher's DI - to report an accident, incident, accident, fire in the workshop to one of the leaders of the Company. Not defined: the term of the message, the addressee of the message, the form and method of documenting the message. It should be stated in such a wording - immediately orally inform the head of the workshop or the employee of the Company, his replacement, as well as (within 24 hours) the head of the HSE service about the accident, incident, accident, fire that occurred in the workshop; record the specified fact in the dispatch log until the end of the shift.

As an option, the above extended wording can be included in the document regulating the rules of conduct in case of incidents, but only in this case, the original wording with the addition: "in due course" can be allowed in the controller's DI.

The wording from the DI of the director for the operation of transport is to know ... the current legislation of the Russian Federation. From a formal point of view, it is correct, but practically impracticable, especially since it meant much less extensive and, most importantly, really necessary knowledge - Know ... the current legislation of the Russian Federation, industry regulations in the field of transport and road infrastructure.

Or even - Know ... the charter of road transport, regulatory documents for road transport, the rules for organizing passenger transportation in road transport, the rules and requirements for the transportation of oversized and heavy, dangerous goods.

As already noted, unacceptable from the point of view of the requirement of certainty is, for example, the wording - analyzes production activities ... If the purpose of the analysis is not indicated in any way. It will sound much more productive - develops proposals for the General Director of the Company to improve the quality of services provided by the Company based on an analysis of the results of production activities.

Similarly, one should not abuse words and phrases that are not very intelligible, such as “efficiency”, “issue resolution”, etc. For example, the wording sounds very ambiguous - the store administrator resolves issues with the bank regarding the time of collection of proceeds, payment for collection services.

The provision we have already cited from the DI of the managing director organizes production and economic activities based on the widespread use of the latest technology and technology, progressive forms of management and organization of labor, scientifically based standards for material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to improve the technical level and quality of products (services). Due to its declarative nature, it can raise many questions when evaluating activities and determining the remuneration of the managing director: was the latest technology widely used, how progressive were the applied forms of management, was the technical level of products increased in every way or in fragments, is it worth considering scientifically substantiated approved by the managing director the rate of labor costs for the repair of oilfield equipment, if developed by its financial director with a Ph.D. in rocket science? In order to avoid misunderstandings, wording of this kind should be disposed of.

One of the criteria for the certainty of the wording is the possibility of objective verification (evaluation) of its implementation or non-fulfillment. Obviously, it is precisely this criterion that word combinations such as: “contributes in every possible way”, “steadily increases”, “progressive”, “newest”, etc., do not correspond to this criterion. On the other hand, when the document speaks of, say, “full and timely satisfaction of requests from departments for material and technical resources”, and the internal regulations of the organization contain benchmarks for measuring this “completeness” and “timeliness” (indicators of the type of service level and time to satisfy the application) and their target values, then such a wording will sound quite definite.

Note, however, that once the wording has become sufficiently defined, the designer should simplify it as much as possible.

4. Abbreviations, auxiliary or conditional terms that are not generally accepted, as well as short names are first given in the text in full, after which the desired abbreviation is indicated in brackets after the word “hereinafter -” or “hereinafter in this section -”.

For example: logistics department (hereinafter - OMTO); mechanical, including lifting, and power equipment, pressure equipment, electrical, gas and heat networks of the Company, as well as the upper equipment of the Company's special vehicles (hereinafter in this Job Description - Objects).

5. Rules for writing the names of departments and positions should be established.

It is convenient to write them (not at the beginning of a sentence) with a small letter, for example: Department of Economics and Finance, Legal Department, Engineering and Technology Service, Chief Engineer, Chief Mechanic Department, Business Development Director, Head of the Consolidated Accounting Department, Chief Power Engineer, System administrator.

However, exceptions are made for the names of the highest management bodies (usually collegial) and the positions of the top managers of the organization, for example: General Meeting of Participants, Board of Directors, Audit Committee, Technical Council, President, Vice President, Chairman of the Board, General Director, Managing Director director. In this case, it is necessary to establish a rule for writing derivative names, for example: Chairman of the Board of Directors, Chairman of the Audit Committee, First Vice President, First Deputy General Director, Deputy General Director for Economics and Finance, Secretary of the Managing Director, Secretary of the Technical Council.

It is necessary to ensure that the names of departments and positions are written in the same way in the organizational structure (chart), staffing, PP, DI and other local regulations, in correspondence, etc.

On the organization of the development of PP and DI

The most economical way seems to be the following way of developing PP and DI (cf. , ).

The General Director formulates tasks for the main blocks of the enterprise's activity (sales, production, supply, auxiliary and support units); further, the leaders of the blocks formulate the goals of the departments, after which the top managers jointly check the completeness and consistency of the formulated tasks. At this stage, the expediency of the existence of units and the correctness of determining the boundaries between them are also analyzed.

Further, the heads of departments transform the tasks of their departments into the functions of their departments and their employees. After agreeing on the functions for each position, rights, responsibilities are determined, interactions and qualification requirements are described. Uniformity and consistency of the entire complex of PP and DI and, more broadly, the entire complex of local regulations of the organization should be ensured by the participation in their development of an employee of the personnel department or labor organization department, and in the presence of specialized departments (for example, the department of an integrated management system or corporate technologies, etc.) n.) - employees of these departments. PP and DI templates must be preliminarily agreed with the legal department of the enterprise.

The editorial work should be undertaken by one of the permanent members of the working group for the development of RP and DI, while ensuring the unity of the style of documents. The aesthetic aspect in the preparation of local regulations is no less important than the content aspect. The elegance of the wording makes it possible to avoid reworking the PP and DI when the “rules of the game” change, in particular, when new functions are changed or appear. PP and DI are coordinated, as a rule, with the heads of the personnel department, the labor organization and wages department, the legal department, the immediate supervisor of the unit or employee, the operational, methodological heads of the unit or employee (if any).

PP and DI are approved by the general director of the organization or a person endowed with the relevant rights by issuing an appropriate order. PP and DD must be approved no later than the expected date of the first admission or transfer to work of employees in a unit or position.

The original of the approved PP, together with the approval sheet after registration, is transferred for storage to the personnel department. Copies of the approved PP are transferred to the department of labor and wages, the head of the unit. The original of the approved ID, together with the approval sheet after registration, is transferred for storage to the personnel department. Copies of the approved DD are transferred to the department of labor and wages, the head of the unit whose staff includes the position described in the DD, and employees holding the position.

The head of the unit, within a period of not more than five working days after the approval of the PP or DD, acquaints the employees of the unit with the PP or DD and gives them their copies of the PP or DD against signature on the familiarization sheet. The original of the familiarization sheet is transferred for storage to the personnel department. Newly hired employees of the subdivision, when hiring, must be familiarized with the current PP and DI against signature in the familiarization sheet.

Making additions or changes to the PP and DI is mandatory when:

• changing the structure of the organization, including resubordination of divisions or positions, changing the names of divisions or positions;
• changing tasks, functions of departments;
• changing the functions, rights, responsibilities, qualification requirements, interactions of employees;
• other changes in the organization of work, reflected in the sections of the PP or DI.

Additions, changes to the PP and DI are made by order of the general director of the organization or a person endowed with the relevant rights. By a similar order, the previous version of the document is canceled (considered invalid) and a new one is approved. To ensure the unity of the methodological approach and facilitate the work of developers - specialists of departments, it is recommended to introduce and use methodological instructions for the development of software and DI. This instruction should include: a glossary of terms, basic requirements for documents, standard wording and document templates, the procedure for developing, agreeing, approving and storing PP and DI, the procedure for familiarizing employees of the organization with approved PP and DI, the conditions and procedure for making changes and additions to PP and DI.

The latter is important in order to resolve conflicts related to the need to change the functions of an employee. The procedure should link changes to both the CI and the employment contract with the employee. In addition, the methodological instructions can describe in detail the concepts used in PP and DI, for example: methodological guidance, operational subordination, descriptions of the roles of performers, etc. This will make the PP and DI more compact and more correct.

Applications

Without claiming to be an absolute truth, for the convenience of the reader, we provide templates for PP and DI in the appendix. Each organization can and should develop its own PP and DI templates, without deviating from the proposed recommendations.

In the PP and DI templates, the following are highlighted:

• underlining- places in the text where specific names, functions, etc. must be indicated;
• in italics- places in the text where you need to select one of the proposed options;
• [square brackets] – comments that must be deleted after the formation of the text of the document.

Annex 1. Template of the regulation on the structural unit

1. GENERAL PROVISIONS

1.1. This Regulation determines the procedure for creating and disbanding, subordination, the legal framework for activities, tasks and functions, interaction department name(hereinafter referred to as the Division) Name of company(hereinafter referred to as the Company). Abbreviated name of the Division – …

1.2. The subdivision is an independent structural subdivision of the Company and reports directly to the General Director of the Company[or] reports directly [or] is part of name of the higher department and reports directly job title of direct manager.

1.3. The subdivision is created and disbanded in accordance with the organizational structure and staffing of the Company, in the manner determined by the current legislation of the Russian Federation.

1.4. The department is directly led by Job title(hereinafter referred to as the Head of the Department). Operational / methodological management of the activities of the Unit is carried out job titles [in the presence of operational or methodological leaders].

1.5. During the absence of the Head of the Department, his duties are performed by Job title[or] employee of the Company appointed by order of the General Director of the Company.

1.6. In the performance of its functions, the Division is guided by:

1.6.1. the current legislation of the Russian Federation;

1.6.2. industry regulatory and methodological documents in the field …

1.6.3. Society Charter[for units that are required to monitor compliance with the Charter];

1.6.4. [for units reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.6.5. this Regulation;

1.6.6. collective agreement;

1.6.7. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, [if any];

1.6.8. internal labor regulations of the Company;

1.6.9. other local regulations of the Company;

1.6.10. normative acts on labor protection and industrial safety, rules and norms of labor protection, industrial sanitation, fire protection, environmental safety [specified depending on the nature of the activities of the Division].

1.7. The operating mode of the Division is determined in accordance with the Internal Labor Regulations established in the Company.

1.8. These Regulations, amendments and additions to it are approved and put into effect by the order of the General Director of the Company

2. MAIN TASKS

The main tasks of the Division are:

2.1. Task 1.

2.2. Task 2.

3. FUNCTIONS

To perform the tasks specified in paragraph 3 of these Regulations, the Division is entrusted with the following functions:

3.1. …

3.2. …

3.3. …

3.4. …

3.5. …

[Other functions performed by the Division independently].

3.6. …

[Other functions performed by the Division jointly with other structural divisions of the Company].

3.7. …

[Functions in the field of supervising contracts (indicate the types of supervised contracts), (if they are not defined in other local regulations of the Company)].

3.8. …

[Functions in the field of accounting and reporting].

3.9. …

3.10. …

3.11. …

4. STRUCTURE OF THE UNIT

4.1. The structure and staffing of the Division are determined by the current organizational structure and staffing of the Company.

5. INTERACTION

The division interacts:

5.1. With employees of the Company's subdivisions - in the manner prescribed by the Company's local regulations.

5.2. With third parties - in the manner prescribed by the current legislation of the Russian Federation. [If there is such an interaction.]

5.3. …

Annex 2. Job description template

1. GENERAL PROVISIONS

1.1. This Job Description defines the subordination, the regulatory framework for activities, job duties, interaction, rights and responsibilities, as well as qualification requirements Job title(hereinafter referred to as the Employee) Name of company(hereinafter referred to as the Company). Abbreviated job title – … [specified if necessary].

1.2. The worker belongs to the category managers / specialists / employees.

1.3. The employee reports directly job title of direct manager. Operational / methodological management of the Employee's activities is carried out by job titles [in the presence of operational or methodological leaders].

1.4. The employee is hired and dismissed by the General Director of the Company in accordance with the procedure established by the current labor legislation of the Russian Federation on submission Job title [specified if necessary] in agreement with job titles [specified if necessary].

1.5. During the absence of the Employee, his duties are performed by Job title[or] an employee appointed by the order of the General Director of the Company.

1.6. A person who has higher/secondary/secondary specialized/professional education and work experience … positions of at least … years old.

1.7. The employee in the performance of official duties is guided by:

1.7.1. the current legislation of the Russian Federation;

1.7.2. industry regulatory and methodological documents in the field … [specify subject area];

1.7.3. Society Charter[for positions that are required to monitor compliance with the Charter];

1.7.4. Decisions of the General Meeting of Participants (Shareholders) (Board of Directors)[for positions reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors];

1.7.5. Regulations on department name and this Job Description;

1.7.6. orders and instructions of the General Director of the Company, instructions of the immediate supervisor, operational, methodological leaders[if any];

1.7.7. internal labor regulations of the Company;

1.7.8. other local regulations of the Company;

1.7.9. normative acts on labor protection and industrial safety, rules and norms of industrial sanitation, fire protection, environmental safety, road safety [specified depending on the nature of the Employee's activity].

1.8. The employee must know:

1.8.1. the current legislation of the Russian Federation and industry regulations in the field … [specify subject area];

1.8.2. … [list special knowledge];

1.8.3. the Company's development strategy [indicated for senior managers or for positions that have the right to access such information, if the Company's strategy is documented];

1.8.4. structure of the Company, tasks and functions of its divisions;

1.8.5. the basics of the operation of computer equipment, communications and communication [indicated depending on the nature of the Employee's activity];

1.8.6. labor protection rules and regulations.

1.9. The work schedule of the Employee is determined in accordance with the Internal Labor Regulations established by the Company.

1.10. This Job Description, amendments and additions to it are approved and put into effect by the order of the General Director of the Company as agreed with the General Meeting of Shareholders (Participants) (Board of Directors)[for units reporting directly to the General Meeting of Shareholders (Participants) or the Board of Directors].

2. JOB RESPONSIBILITIES

2.1. The employee performs the following job responsibilities: [For the heads of departments, the main functions that meet the tasks of the head of the employee's department are listed first (according to the Regulations on the department)].

2.1.1. …

[Functions in the field of development of normative documentation for other divisions].

2.1.2. …

[Functions in the field of methodological guidance].

2.1.3. …

[Functions in the field of monitoring and forecasting].

2.1.4. …

[Functions in the field of planning, development (sections) of the budget, investment projects].

2.1.5. …

[Functions in the field of operational management].

2.1.6. …

[Other functions performed by the Employee independently].

2.1.7. …

[Other functions performed by the Employee jointly with other Employees or structural divisions of the Company].

2.1.8. …

[Functions in the field of supervising contracts (indicate the types of supervised contracts), if they are not defined in other local regulations of the Company].

2.1.9. …

[Functions in the field of accounting and reporting].

2.1.10. …

[Functions in the field of monitoring the activities of other employees or departments (for compliance with certain (specify which) tasks, requirements, standards, etc.)].

2.1.11. …

[Functions in the field of analysis, development and implementation of measures for the development of the Company].

2.1.12. …

[For department heads - management functions]

2.1.13. Coordinates the work of the Company's structural subdivisions that are directly subordinate to him.

2.1.14. Participates in the development of the organizational structure, staffing, forms of remuneration of the structural divisions of the Company, which are directly subordinate to him.

2.2. The employee undertakes:

2.2.1. Follow instructions from immediate supervisor operational manager, methodical managers[if available].

2.2.2. Fulfill the obligations and requirements established by the Company's local regulations.

2.2.3. Ensure the safety of the documents entrusted to him.

2.2.4. Do not disclose information that has become known to him due to the nature of his activity, related to the commercial secret of the Company.

3. RIGHTS

The employee has the right:

3.1. Attend meetings, meetings, meetings [to be specified] on issues related to its activities, activity of the headed unit[for department heads].

3.2. Request and receive from the employees of the structural divisions of the Company information and documents necessary for the performance of their duties in the manner prescribed by the relevant local regulations of the Company.

3.3. Represent the Company in accordance with the established procedure in other organizations on issues within its competence.

3.4. Initiate … [to be specified].

3.5. agree …

3.6. Approve … [you need to specify specific types of documents].

3.7. Suspend execution … in the event of deviations from the requirements established for their fulfillment revealed during the control [it is necessary to specify the controlled area of ​​activity, types of functions, projects, activities, groups of employees, organizations, etc.].

3.8. Not allowed to work … [it is necessary to specify in case of non-observance of what conditions this right is realized].

3.9. Dispose of the material and financial resources entrusted to him [and/or other resources of the Company - to be specified] within his competence.

3.10. Submit proposals for the immediate supervisor to improve the work related to the duties provided for in this Job Description.

3.11. Engage employees of the Company's structural subdivisions for joint work within the framework of the performance of their official duties in agreement with their immediate supervisors.

3.12. Contact the immediate supervisor for assistance in exercising the rights provided for by this Job Description, if they are limited by other employees of the Company.

3.13. Submit proposals (representations) for the consideration of the General Director of the Company on the appointment, transfer, dismissal, promotion and imposition of penalties on employees of the headed unit [for heads of units].

4. INTERACTION

The employee interacts

4.1. With employees of structural and separate divisions of the Company - in the manner prescribed by the local regulations of the Company.

4.2. With third parties - in the manner prescribed by the current legislation of the Russian Federation [if such interaction exists].

4.3. … [specify other interactions].

5. RESPONSIBILITY

5.1. The employee is responsible, within the limits determined by the current legislation of the Russian Federation, for:

5.1.1. Failure to perform (improper performance) of the duties assigned to him, provided for by this Job Description.

5.1.2. Failure to comply with the internal labor regulations, orders and instructions for the Company, other local regulations of the Company.

5.1.3. Offenses committed in the course of carrying out their activities.

5.1.4. Causing by their actions or inaction of material damage to the Company.

5.1.5. Failure to ensure the safety of documents and information entrusted to him.

5.1.6. Disclosure of information constituting official and commercial secrets of the Company.

5.1.7. Failure to comply with the instructions of the immediate supervisor, operational and methodological leaders[shown if available].

5.1.8. Failure to comply with the rules of labor protection, safety, industrial sanitation, fire safety, environmental protection, road safety [specified depending on the nature of the Employee's activity, cf. 1.7.9 CI].

5.1.9. [for department heads] In the absence of written information:

5.1.9.1. on the ownership by the Employee (or his spouse, parents, children, full or half brothers and sisters, adoptive parents or adoptees) of shares (interests, shares) in legal entities (this obligation does not apply to the ownership of non-controlling stakes in companies, listed on the Moscow, New York or London stock exchanges);

5.1.9.2. on direct or indirect employment or interest, participation in any form or capacity (as a lessor, customer, agent, consultant, employee or otherwise) in the business of a person who:

• is a counterparty of the Company, a counterparty of a subsidiary and/or affiliate of the Company; or
• negotiates the conclusion of an agreement with the Company, its subsidiaries and/or affiliates; or
• acts as a party to legal proceedings involving the Company, its subsidiary and/or affiliated person; or
• implements the same project with the Company, its subsidiaries and/or affiliates;
• if the specified ownership or employment or interest creates for the Employee a situation of real or potential conflict of his interests with the legitimate interests of the Company.

5.2. Failure by the Employee to comply with the requirements of this Job Description may be grounds for termination of the employment contract with him.

Annex 3. Varieties of leadership

Powers of the head	Operational leader	Methodical leader	Immediate supervisor
Initiation of recruitment			+
Initiation of dismissal			+
Placement, movement of employees within the unit			+
Promotion Initiation			+
Initiation of penalties			+
Initiation of advanced training			+
Definition of working methods		+	+
Monitoring compliance with established working methods		+	+
Issuance of current orders, tasks	+		+
Monitoring the execution of orders, tasks	+		+
Requirement of reports	+	+	+

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According to W. Eco, ethics begins when the Other comes on the scene.

The provisions on representative offices, branches and separate subdivisions differ in form and content from the provisions on the structural unit and are not considered in this article.

For these purposes, “position profiles”, “professiograms”, other documents that have the status of working or analytical are suitable.

The types of guidance are described in Appendix 3.

When concretizing, it is necessary to avoid a broad interpretation of the concept of "meeting", since any operational discussion of issues by a group of persons consisting of two or more people can be classified as such. You can limit the range of meetings, indicating, for example, that meetings with a pre-distributed agenda are considered, following which minutes should be drawn up, or that we are talking about regular meetings (planning meetings, conference calls, etc.).

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