HR Director: 70% - work, 30% - service tasks. Director of information technology: 65% - work, 35% - service tasks. Development Director: 30% - work, 70% - service tasks. Thus, a top manager works less with the present (work) and more with the future (service tasks), and this future can be either very short, for example, a quarter, or longer, up to several years. Although, strictly speaking, in practice the activity ( working time+ "thinking") is divided into three unequal parts: - work (tasks) of yesterday (and / or the nearest time) not completed on time; - work (current) of today; -work (solving problems for the future, including the nearest), which, according to the plan, must be done today.
List of typical positions (job descriptions)
The ability to dispose of human, material and information resources is expressed in the right to sign relevant documents by an official; promote or hinder certain actions ¾ has the right to endorse a document signed or approved by management. Possibility to offer own options actions and evaluate the proposals of others is expressed in the right to participate in the development of the document. The ability of an official to check how the decisions reflected in the document are implemented is expressed in granting him the right to control them.
The functions of the position should: ¨ correspond to the average abilities and capabilities of a person; ¨ be diverse, necessary for the organization; ¨ to be clearly formulated; ¨ be organically combined with the functions of other positions; ¨ allow the employee to plan his actions; ¨ give the opportunity for self-expression.
Responsibilities of employees of the enterprise and their characteristics
Previous1234567Next Position is a staff unit of an organization, a primary element in its management structure, characterized by a set of powers and responsibilities of an employee, a set of labor functions performed by him, related common goal implemented in the relevant works. Each position that is part of the management structure has certain functions which confer the managerial powers necessary for their implementation, determine what the person holding this position has the right and the obligation to do. Types and functions: The functions of the position must: correspond to the average abilities and capabilities of a person; be diverse, necessary for the organization; clearly stated; be organically combined with the functions of other positions; allow the employee to plan his actions; Provide opportunities for self-expression.
Job description - unnecessary paper or personnel management tool
Specialists are usually called applicants with higher or secondary vocational education who graduated educational institution in a certain specialty. In organizations, the positions of specialists include: accountant, managers of various directions, operators, engineers, doctors and others. Working positions There are also working positions in the company.
Unlike the positions described above, workers do not require specific education, experience, or characteristics. Such work usually requires the performance of certain physical actions: loaders, order pickers, drivers, cleaners. To perform these works, there is no need for higher education, work experience, organizational or leadership abilities.
Enough to have physical health and endurance. Production company positions different types companies have a different set of positions in their staffing table.
Office functions or job responsibilities?
Who needs to obey. 5. Who obeys. 6. Who should and who should not be subordinated. 7. Who, except for the direct boss, and what kind of instructions gives. 8. What are the main powers of the employee; what powers are missing; which of them and in relation to whom should be limited, abolished, and which ¾ should be expanded.
9.
Attention
What are the additional duties not related to the main activity (consultations, participation in commissions, councils, etc.). 10. What functions performed by others are related to this field of activity. What rights and obligations (to make decisions, give consultations) should be transferred to others.
11. Who else is given instructions. 12. Who performs duties during the absence of the employee. How can this issue be handled differently? It is also advisable to carry out an analysis of the focus (concentration) of employees.
19. position
Responsibilities are detailed and fixed by job descriptions, internal regulations, regulations, contract, technical rules, instructions, orders, orders of the administration. A job description must be provided for each position provided for by the staffing table. This is a regulatory document approved by the head of the organization, which defines the duties, rights and responsibilities of each non-management position (respectively, its holder), relationships with related positions, and requirements for the employee occupying it.
The instruction is drawn up on the basis of the regulation on the structural unit, qualification characteristics, tariff and qualification reference books of employees (they contain a description of the employee's job duties, knowledge and qualification requirements). The qualification characteristic has three sections: 1.
Position and its types
His task is to control the work of his department, coordinate the employment of his people, and resolve issues within his competence. Among the most frequently encountered leadership positions the following can be distinguished:
- financial director, or head of the financial department;
- Technical Director;
- director of production and production;
- Chief Engineer;
- head of the personnel department;
- Chief Accountant;
- head of the trade department;
- head of the purchasing department;
- head of public relations department.
Of course, each organization has the right to include in the staff list the positions that are necessary in their direction. The names of departments and positions of the people who manage them may vary, while the functionality of the employees is quite similar.
Description of the decisions made in the performance of regular duties and the likely consequences of erroneous or incorrect actions; responsibility for people and material resources. 7. The need, nature and frequency of interaction with colleagues, managers, subordinates, external contacts (can be reflected in the table). 8. Forms and frequency (daily, weekly, monthly, etc.) of control, self-control, timing of error detection and reporting.
9. Office equipment that you have to use, the duration of work with it on average per week. 10. Description of the conditions (physical, economic, social) of work. 11. The complexity of the work performed (determined by the content, diversity, complexity of functions, the scale and complexity of management, the nature and degree of additional responsibility (for oneself, for common work, for others), independence). 12.
The main positions in the company and their functions
Where does any company start? From the idea and the people who jointly implement it. Each of the participants has a specific role, a list of responsibilities and competencies. All this is determined by the position held. This article discusses what positions are in the company depending on the industry and line of business, the minimum staffing table, as well as brief digression in the duties of management positions, specialists and workers.
What positions can there be Positions in a company, like the roles of actors in the theater - each has its own work scenario, duties, competencies, tasks, functions. Each individual position requires a specific person with a specialized set of knowledge, skills, experience and personal qualities.
Any position has its own name, which reflects the content and nature of the work. This name consists of base element and additional information about the field of activity, its content, place and time of implementation, standing both before the basic element and after it (for example, "electrical engineer", "assembly site foreman", "shift administrator"); if the base name exhausts the content of the functions, then only it is used. To characterize working professions, the Unified Tariff and Qualification Directory of Works and Occupations (ETKS) or similar industry directories are used.
Economist9.10 Labor Economist9.11 Accounts Receivable Specialist9.12 Senior Cashier9.13 Cashier
- Corporate Sales Staff 10.1 Head of Sales Department10.2 City Sales Manager10.3 Regional Sales Manager10.4 Key Account Manager10.5 Sales Representative10.6 Sales Administrator
- Retail Sales Personnel 11.1 Supermarket Manager 11.2 Store Manager 11.3 Deputy Store Manager 11.4 Department Manager (Food) 11.5 Department Manager (Non-Food) 11.6 Shop Floor Administrator (Food) 11.7 Shop Floor Administrator (Non-Food) 11.8 Senior Salesperson ( food products) 11.9 Senior seller (non-food products) 11.10 Sales assistant (food products) 11.11 Sales assistant (non-food products) 11.12 Cashier seller (food products) 11.13 Cashier sales assistant (non-food products) 11.13.
Important
Positions of managerial and engineering and technical employees of design, engineering, technological and survey organizations Chief designer of the project Chief engineer of the project. Chief architect of the projectChief landscape architect of the projectHead of the design departmentHead of the department (bureau) for the design of project materialsHead of the drawing and copying bureauHead (leader) of the brigade (group)Chief specialist in the main department (architectural planning workshop) Leading designerDesign engineerArchitectLandscape architectTechnologist-designerDrafter-designer 3. Employee positions of editorial and publishing departmentsHead of departmentChief editorScientific editorEditorTechnical editorArt editorIssuingJunior editorProofreader Note.
Employees with successful experience are always in demand. There are few good, effective managers in the open labor market, they usually work in those organizations where they are provided with conditions that meet their requirements. But applicants for vacant positions may be managers working in firms in which they are not satisfied with the lack of prospects for professional growth, or there are disagreements with business owners. Some professionals want to change their field of activity or implement a project that can satisfy their professional ambitions.
Recently, top managers themselves have been putting forward more stringent requirements for potential employers than 3-4 years ago. In addition to decent monetary compensation labor, intangible components are important for them: a clear business strategy of the company, specific goals, realistic expectations from the candidate, new level tasks and sufficient powers to solve them.
The main difficulties in hiring top managers lie in the motivation for moving from one company to another, since they make the decision to change jobs very carefully. That's why classical methods recruitment based on the database and announcements when searching for top managers are not applied. As a rule, a direct search for candidates with preliminary market research is always necessary. The search begins with studying the business segment, conducting a survey of experts in this field, and identifying key players. For top managers, the experience of "failed" projects, work in semi-criminal structures, negative feedback colleagues. Often, at the initial stage of the search, a study of the materials of means is carried out. mass media, information about the candidate and places of his work. Personal communication of a consultant with top candidates is not limited to one meeting - as a rule, there are several of them. Close attention is paid to the collection and verification of recommendations. The most responsible and delicate moment is the negotiations between the candidate and the employer. It is at this final stage that any disagreements and even minor disagreements can lead to the fact that the top manager refuses to work in the company or cannot pass the probationary period, which will cause dissatisfaction of all three parties of the process - employer, employee and consultant ("guarantee" for top candidate is usually a year from the date of his employment).
Recently, there has been a trend towards convergence of wage levels: Western firms have become sensitive to market changes, while Russian firms do not seek to hire only the best and highly paid candidates, because this choice is not always the most suitable for them.
The income of top managers is another "pain point" for employers. The shortage of strong professionals breeds competition, and companies often have to overpay to attract a top executive. As a rule, "star" specialists have far from the only job offer in their hands, and they have long been accustomed to weekly calls from headhunters. Also recently, all recruiters have noted an increasing number of counter-offers received by candidates from companies. Often, in order to keep a strong employee, employers are ready to dramatically increase his compensation package in a situation of leaving.
Of particular difficulty is the selection of leaders in regional offices manufacturing enterprises. As a rule, their search turns out to be lengthy: in this case, Moscow candidates are not always suitable due to the lack of experience in real production, unwillingness to move to another city for a long time, and excessive salary requirements. Therefore, successful regional managers are now in increasing demand in the labor market. As a rule, negotiations on working conditions and salaries of hired managers are the most lengthy and difficult. Quite often the applicant for this position refuses the position at the last moment: the potential employee and the business owner fail to reach a compromise.
Responsible and difficult is the search for top managers to report directly to the owner of the company, especially if he determines the strategy for its development. It is extremely important to find applicants who combine the work experience, motivation, personal qualities and ambitions necessary for the organization. When selecting top managers, a lot of time and effort is spent on establishing mutual understanding between the parties - the candidates and the employer.
CEO search
The most responsible and delicate is closing the position of CEO in the company. He reports directly to the owners, and at the interview he often communicates with the director of human resources or the recruitment manager, who will later be lower in status than the future leader. At the same time, some owners also do not discuss with an employee of the recruitment department important details of the "profile" of the preferred candidate for an actually key position in the company and do not dedicate HR directors to all the details regarding this position, so the stated requirements for it often do not correspond to reality.
Often only one of the shareholders meets with the future CEO, while the opinion of other business participants is not taken into account at the time of selection. Subsequently, this can lead to a serious conflict up to the dismissal of the CEO during probationary period. The most risky situation is when the owner of the company, who previously had full control over the business, decides to invite an "outside" general director to the company for operational management. Often such a leader leaves the organization within a year. The reason is that the owner does not fully trust the hired manager in making managerial decisions and constantly interferes in his work. The result - parting after a few months of cooperation. Perhaps that is why in the modern market "project" CEOs are in fashion, who, in short time decide the difficult task and change jobs. Later, instead of such an "anti-crisis manager" comes a functionary manager.
Top 10 most sought-after executives
More than others in 2004, the following positions of senior managers were in demand:
- Commercial Director;
- CEO, Executive Director;
- marketing director;
- financial director in production;
- HR director;
- director of logistics;
- creative director, art director;
- IT director;
- Production Director;
- head of the legal department of the holding.
Below is a table that lists these important characteristics positions as level wages required education, work experience, personal qualities, skills, etc.
| Job title | Min. salary, salary/salary +% (thousand c.u. per month) | Max. salary, salary/salary +% (thousand c.u. per month) | typical salary, salary/salary +% (thousand c.u. per month) |
|---|---|---|---|
| Commercial | |||
| Education - economics, MBA degree is desirable. Minimum work experience - from 3 years in this area: development and implementation of a product distribution strategy, planning and sales management, developing and maintaining relationships with large customers, identifying new ways of cooperation, organizing purchases, supplies, logistics. For manufacturing companies, experience in planning production volumes and product lines is important. A top manager must have a strategic, flexible thinking, the ability to make managerial decisions and be responsible for them, to have an active life position, to adapt to a rapidly changing situation. Proficiency in English is required only for Western companies. The position provides for the payment of percentages of sales and bonuses based on performance. |
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| General | 5-10 to 15 | From 10-20 to 30 | From 7 to 14-21 |
| Education - preferably financial, economic or technical; Degree of Russian MBA and knowledge of English is desirable. A top manager must have the skills to manage a team, have experience in senior positions from 3 to 5 years (sales, finance, marketing) and established contacts in the required market segment and government bodies have strategic thinking. |
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| Director | From 3 to 3.3-5.4 | 10 to 11-18 | From 5-7 to 5.5-12.6 |
| Education - preferably economic or technical; additional - marketing; an MBA degree is desirable, as well as special courses, trainings, seminars. 3-4 years experience in branding is required. English is required only for foreign companies. A top manager must have an analytical mindset and strategic thinking, be sociable and result-oriented, and be able to think non-stereotypically. In Western companies there is a system of quarterly and annual bonuses, in Russian - a percentage of profits. |
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| Financial | Russian - 1-2 | Russian - 3-5 | Russian - 2.5-4 |
| Education - economic or technical + economic; MBA degree, ACCA, GAAP courses are desirable; holding a professional accountancy certificate. English is required by all foreign companies and about 20% of Russian companies. Experience in managing a team of 10-15 people is required, as well as knowledge of technology and economics of production. A minimum of 3 years experience in manufacturing is required. A top manager must have an analytical mindset, be able to build constructive relationships with other leaders, have the ability and desire to train subordinates, and be stress-resistant. |
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| Director | Russian - 1-2 | Russian - 3-6 | Russian - 2.5-5 |
| Education - technical; preferably the second managerial (MBA), economic; courses on QMS (quality management system). Knowledge of the fundamentals of economics is necessary requirement for the modern leader. Unlike Russian companies, western companies must be fluent in English. top manager must be charismatic personality, have leadership skills, possess analytical skills the ability to work in a team. Russian enterprises pay two types of bonuses to the director of production: for fulfilling the plan and for achieving the necessary indicators for reducing costs, avoiding injuries, reducing "illiquid assets", etc. There are also "project" bonuses (for example, for the launch of a new production, workshop, lines). |
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| Director | From 4 to 4.4-5.2 | From 8 to 8.8-10.3 | |
| Higher education; MBA degree preferred. At least 5 years of experience in logistics is required: management of the warehouse complex, with a unified control system and department reporting, personnel management. A top manager must have strategic thinking, organizational and managerial qualities, and an active life position. Bonuses are paid based on performance. |
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| IT director | |||
| Education - higher technical; MBA degree. A top manager must have at least 5 years of experience: IT budget management, knowledge of IT service providers and equipment suppliers, project management (for example, the implementation of an ERP system). Should have analytical warehouse mind, active life position and strategic, systemic thinking. English is required only for Western companies. Premiums and bonuses are paid, which depend on the performance of the organization and the IT director himself. |
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| Director | |||
| Education - technical or economic (psychological, as a rule, is not suitable); MBA degree; completed courses for HR managers. A minimum of 3 years of work experience is required in a company of the appropriate level (by number, industry, etc.). top manager must be a good leader, have strategic thinking, be flexible, sociable, loyal and result-oriented. Computer skills (Microsoft Office package) with databases and legal bases are required. English is required by all foreign companies and 60% of Russian ones. In Western firms, an annual bonus is paid - a percentage of profits; in Russian - "the thirteenth salary." |
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* The first figure is salary, the second is salary plus interest, bonuses, bonuses and other payments.
Employers pay considerable attention to the social package: all consultants note its mandatory presence in the package of proposals. As a rule, good medical insurance is provided for all top managers (often for family members), they are provided with a company car, in some cases an MBA course is paid (more often for marketers). In the event that a top manager moves to another city, the package also includes the amount to pay for an apartment and/or an interest-free loan for its purchase.
There are no fundamental differences between top managers of Russian and foreign companies. The only exception is the position of "Marketing Director": in Western firms, the emphasis is on marketing research and analytical materials, and in Russian - for experience in advertising.
A break in work lasting from three months is critical when an employer decides to hire a candidate for an ordinary position in a company, while in the case of top managers the situation is exactly the opposite. Many senior executive resumes show breaks of more than six months, and sometimes up to one year. This is due to the fact that people of this level are very careful in choosing a new place of activity. Often money motivates them less than interesting, large-scale tasks, the ability to fully take responsibility for the project. The image of the company-employer is also very important. If a top manager does not see an opportunity to apply his managerial skills, develop and implement a strategy, and participate in the company's profits in a new place, he is unlikely to agree to cooperate with her. But if the company is well-known and attractive, the tasks are serious and the company's policy is respected, candidates are often ready to sacrifice some of their income and lower the initial salary bar.
Portrait of a modern top manager
Today's leader is, as a rule, a man of 40-45 years old, who has two higher educations, often a Russian or Western MBA degree. Managers with domestic diplomas of business education are familiar with the realities of business in our country, for which they are valued in Russian companies, and a top manager receiving a Western education loses some contact with business. In the vast majority of cases, the top manager speaks English; has a number of successfully completed projects behind him, has extensive managerial experience; is a leader and charismatic personality.
An important quality of a leader is the desire to follow the latest trends in various fields, both professional and general. A top manager is obliged to maintain his reputation on high level and in the eyes of his subordinates. If team members respect their leader, share his vision of the company's development strategy, are confident in his decency and professionalism, then this increases employee loyalty and generally contributes to business development. Many line managers and middle managers make their decision to go to work, focusing not so much on the company, but on the personality of the person under whose leadership they will work. This is important for creating a successful team of managers, because it depends on the "captain" whether the "ship" will be able to full swing go ahead.
M. S. Afinogenov,
marketer, consulting group "CONSORT", Moscow
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In the reporting on the labor of enterprises and organizations of individual sectors of the sphere of material production (industry, construction, transport, state farms and some other production sectors), the number of employees is divided into two groups: workers and employees. The following categories are distinguished from the group of employees: managers, specialists and other employees related to employees.
ConsultantPlus: note.
Decree of the State Standard of the Russian Federation of December 26, 1994 N 367 from January 1, 1996 put into effect the All-Russian classifier of professions for workers, positions of employees and wage categories OK 016-94.
When distributing employees by categories of personnel in statistical reporting on labor, one should be guided by the All-Union Classifier of Worker Occupations, Positions of Employees and Wage Levels (OKPDTR), approved by the State Standard of the USSR on August 27, 1986 N 016.
OKPDTR consists of two sections:
classifier of occupations of workers;
the classifier of positions of employees, which contains the positions of managers, specialists and employees.
33. Workers include persons directly involved in the process of creating wealth, as well as those engaged in repairs, movement of goods, transportation of passengers, provision of material services, etc. In OKPDTR, the professions of workers are listed in section 1.
Workers, in particular, include persons employed:
33.1. management, regulation and monitoring of the operation of automatic machines, automatic lines, automatic devices, as well as direct management or maintenance of machines, mechanisms, units and installations, if the labor of these workers is paid at tariff rates or monthly wages of workers;
33.2. the manufacture of material values manually, as well as with the help of the simplest mechanisms, devices, tools;
33.3. construction and repair of buildings, structures, installation and repair of equipment, repair of vehicles;
33.4. movement, loading or unloading of raw materials, materials, finished products;
33.5. at work on the reception, storage and dispatch of goods in warehouses, bases, in storerooms and other storage facilities;
33.6. maintenance of machines, equipment, maintenance of industrial and non-industrial premises;
33.7. sinking surface and underground mine workings, drilling, testing, testing and development of wells, geological survey, prospecting and other types of geological exploration, if their work is paid at tariff rates or monthly wages of workers;
33.8. machinists, drivers, stokers, turnouts on duty, trackers and artificial structures, loaders, conductors, workers for the repair and maintenance of transport lines, communication lines, for the repair and maintenance of equipment and vehicles, tractor drivers, mechanics, crop and livestock workers ;
33.9. postmen, telephonists, telegraph operators, radio operators, telecom operators;
33.10. operators of computers and electronic computers;
33.11. janitors, cleaners, couriers, cloakroom attendants, watchmen.
34. Managers include employees holding the positions of heads of enterprises and their structural divisions. The position in OKPDTR, which has a category code 1, refers to managers.
Leaders include, in particular:
directors (general directors), chiefs, managers, managers, chairmen, commanders, commissars, foremen, foremen of work at enterprises, in structural units and divisions;
chief specialists: chief accountant, chief dispatcher, chief engineer, chief mechanic, chief metallurgist, chief welder, chief agronomist, chief geologist, chief electrician, chief economist, chief researcher, chief editor;
What are managers? This question is increasingly being asked by teenagers entering universities, choosing between numerous bright booklets of educational institutions.
In ours, almost every specialist who has received a higher education is called. It comes to managers of floor rags and light bulbs in the entrances ... It's time to figure out who can be called a manager? What are the specialties of managers? What should every manager know?
What is a manager?
One of the largest online libraries defines a manager as a manager: “Is this a profession?” you ask. "Not really." I will answer.
Let's understand the terminology. To do this, we turn to the All-Russian classifier. According to this document, only workers have professions, and the manager is not a worker. Employees are divided into positions, one of which is the manager. This position belongs to the category of managers, as, for example, the master.
In connection with the foregoing, the question “What are profession managers?” quite relevant, although slightly incorrect linguistically.
So, a manager is one of the leading positions for an employee.
Manager's Responsibilities
The main ones include a range of decision-making activities in the area and at the level at which the employee is located. Here it should be mentioned that there is an unspoken division of managers into 3 levels:
The main personal qualities of a manager
Main personal qualities any leader are:
This list can be continued with other criteria for the "ideal" leader, however, all subsequent requirements for his personality will depend on the direction of activity. So what are managers?
Areas of training
Under the direction he understands the aspect of the manager's activity, that is, what part of the company's business he is called upon to manage. The directions are very different: from finance and investment to logistics and procurement. At the same time, do not confuse the areas of training with profiles (specialties). The former, as a rule, allow answering the frequently asked questions of students entering universities: “What are the positions of a manager?” The latter determine the industry in which the manager specializes (tourism, construction, security environment etc.).
Consider some areas of training managers.
Marketing Managers
Marketing, or promoting a product on the market, is a growing activity for companies. Producing a service or product. Recently, special agencies have been created that, through an outsourcing system, provide organizations with services in this area. As a result, the demand for marketing managers has increased significantly.
What are Marketing Managers?
They, as a rule, are divided by industry, since managers are required to have a good knowledge of the market where the product / service needs to be introduced. The versatility here is almost zero. There is also a division of managers according to their functions:
- Marketing analysis.
- Market forecasting.
- Marketing budgeting.
- PR managers, etc.
It is worth noting that marketers are engaged in strategic, that is, in general, they set the course for the company's movement, without working through emergency situations and specific solutions to possible minor problems.
Sales Managers
It is no coincidence that we placed the material about “salespeople” next to marketers. Undoubtedly, their areas of work overlap in many respects. However, it is worth noting the essential features of production managers.
So, what are sales managers?
The desire to work for the result is the main requirement for all product managers. Selling products face-to-face, by phone, via the Internet and by any other means is the main job of a sales manager. Calling sellers leaders began in the West. Subsequently, this fashion came to us. However, it is worth mentioning that in this area there are real leaders who perform managerial functions in relation to such important processes as:
- Identification of potential sales opportunities.
- Product processing.
At first glance, these functions are duplicated with marketing, but in reality they are not. Sales managers work at a tactical level, solving pressing problems, urgent tasks and topical issues. Such employees must have special qualities: communication, stress resistance (to the highest degree), resourcefulness.
HR managers
Human resource management is perhaps the most ancient direction of managers. They perform a very wide range of work, providing the company with its fixed assets - employees.
What are HR managers?
The areas of work are varied:
- Recruitment (search for personnel, introduction of new employees to the team).
- Training of company employees (development of programs, organizational support).
- Office work in the field of personnel (registration of vacations, sick leave, business trips).
- Ensuring corporate culture (development of regulations business communication, control of compliance with the requirements of corporate ethics).
- Prevention and solution conflict situations in a team, and much more.
In conclusion, it should be noted that, unfortunately, today many applicants do not have an understanding of what kind of managers there are, what kind of profession it is and what positions a specialist with a “manager” diploma can take.
One can only advise future students on the verge of an important choice to be more attentive to their desires and try to find a “golden mean” between the vastness of training managers “in its purest form” and the need to obtain a basic set of knowledge in a particular sector of the national economy. After all, managing what you don’t understand is not only difficult, but also ineffective.
4th edition, revised
(approved by resolution of the Ministry of Labor of the Russian Federation of August 21, 1998 N 37)
With changes and additions from:
January 21, August 4, 2000, April 20, 2001, May 31, June 20, 2002, July 28, November 12, 2003, July 25, 2005, November 7, 2006, September 17, 2007 , April 29, 2008, March 14, 2011, May 15, 2013, February 12, 2014, March 27, 2018
The qualification directory of the positions of managers, specialists and other employees is a regulatory document developed by the Institute of Labor and approved by the Decree of the Ministry of Labor of Russia of August 21, 1998 N 37. This publication includes additions made by decrees of the Ministry of Labor of Russia of December 24, 1998 N 52, dated February 22, 1999 N 3, January 21, 2000 N 7, August 4, 2000 N 57, April 20, 2001 N 35, May 31, 2002 and June 20, 2002 N 44. The directory is recommended for use in enterprises, institutions and organizations various industries economy, regardless of the form of ownership and organizational and legal forms in order to ensure correct selection, placement and use of frames.
The new Qualification Handbook is designed to ensure a rational division of labor, create an effective mechanism for delimiting functions, powers and responsibilities based on a clear regulation of the labor activity of employees in modern conditions. The directory contains new qualification characteristics of positions of employees related to development market relations. All previously valid qualification characteristics have been revised, significant changes have been made to them in connection with the transformations carried out in the country and taking into account the practice of applying characteristics.
In the qualification characteristics, the unification of the labor regulation standards for employees was carried out to ensure a unified approach to the selection of personnel of appropriate qualifications and compliance with the unified principles of billing work based on their complexity. Qualification characteristics take into account the latest legislative and regulatory legal acts Russian Federation.
Qualification directory of positions of managers, specialists and other employees
General provisions
1. The qualification directory of positions of managers, specialists and other employees (technical performers) is intended to address issues related to the regulation of labor relations, ensuring effective system personnel management at enterprises * (1), in institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms of activity.
The qualification characteristics included in this edition of the Handbook are regulatory documents designed to justify the rational division and organization of labor, the correct selection, placement and use of personnel, ensuring unity in determining the duties of employees and the qualification requirements for them, as well as decisions made on compliance positions held during the certification of managers and specialists.
2. The construction of the Directory is based on the job description, since the requirements for the qualifications of employees are determined by their job responsibilities, which, in turn, determine the names of the positions.
The directory was developed in accordance with the accepted classification of employees into three categories: managers, specialists and other employees (technical performers). The assignment of employees to categories is carried out depending on the nature of the predominantly performed work that makes up the content of the worker's work (organizational-administrative, analytical-constructive, information-technical).
The names of the positions of employees, the qualification characteristics of which are included in the Directory, are established in accordance with the All-Russian Classifier of Occupations of Workers, Positions of Employees and Pay Grades OK-016-94 (OKPDTR), which entered into force on January 1, 1996.
3. The qualification guide contains two sections. The first section provides the qualification characteristics of industry-wide positions of managers, specialists and other employees (technical performers), which are widespread in enterprises, institutions and organizations, primarily in the manufacturing sectors of the economy, including those on budget financing. The second section contains the qualification characteristics of the positions of employees employed in research institutions, design, technological, design and survey organizations, as well as editorial and publishing departments.
4. Qualification characteristics in enterprises, institutions and organizations can be used as normative documents direct action or serve as a basis for the development of internal organizational and administrative documents - job descriptions containing a specific list of job responsibilities of employees, taking into account the peculiarities of the organization of production, labor and management, as well as their rights and responsibilities. If necessary, the duties included in the description of a particular position can be distributed among several performers.
Since the qualification characteristics apply to employees of enterprises, institutions and organizations, regardless of their industry affiliation and departmental subordination, they present the most typical work for each position. Therefore, when developing job descriptions, it is allowed to clarify the list of works that are characteristic of the corresponding position in specific organizational and technical conditions, and the requirements for the necessary special training of employees are established.
In the process of organizational, technical and economic development, the development of modern management technologies, the introduction of the latest technical means, the implementation of measures to improve the organization and increase labor efficiency, it is possible to expand the range of duties of employees in comparison with the established corresponding characteristics. In these cases, without changing the job title, the employee may be entrusted with the performance of duties stipulated by the characteristics of other positions, similar in content to work, equal in complexity, the performance of which does not require a different specialty and qualifications.
5. Qualification characteristics of each position has three sections.
The section "Job Responsibilities" establishes the main labor functions that can be entrusted in whole or in part to the employee holding this position, taking into account the technological homogeneity and interconnectedness of work, allowing for optimal specialization of employees.
The "Must Know" section contains the basic requirements for an employee with regard to special knowledge, as well as knowledge of legislative and regulatory legal acts, regulations, instructions and other guidance materials, methods and means that the employee must apply in the performance of job duties.
The "Qualification Requirements" section defines the level of professional training of the employee necessary to perform the prescribed job duties, and the requirements for work experience. The levels of required vocational training are given in accordance with the Law of the Russian Federation "On Education".
6. In the characteristics of the positions of specialists, within the same position without changing its name, an intra-position qualification categorization for remuneration is provided.
Qualification categories for remuneration of specialists are established by the head of the enterprise, institution, organization. This takes into account the degree of independence of the employee in the performance of official duties, his responsibility for decisions, attitude to work, efficiency and quality of work, as well as professional knowledge, experience. practical activities, determined by the work experience in the specialty, etc.
7. The Directory does not include the qualification characteristics of secondary positions (senior and leading specialists, as well as deputy heads of departments). The duties of these employees, the requirements for their knowledge and qualifications are determined on the basis of the characteristics of the corresponding basic positions contained in the Directory.
The issue of the distribution of duties of deputy heads of enterprises, institutions and organizations is decided on the basis of internal organizational and administrative documents.
The use of the official title "senior" is possible provided that the employee, along with the fulfillment of the duties stipulated by the position held, manages the executors subordinate to him. The position of "senior" may be established as an exception and in the absence of performers in the direct subordination of the employee, if he is entrusted with the functions of managing an independent area of work. For positions of specialists for which qualification categories are provided, the official title "senior" is not applied. In these cases, the functions of managing subordinate performers are assigned to specialist I qualification category.
The job responsibilities of the "leaders" are established on the basis of the characteristics of the respective positions of specialists. In addition, they are entrusted with the functions of a manager and a responsible executor of work in one of the areas of activity of an enterprise, institution, organization or their structural divisions, or duties of coordination and methodological leadership of groups of performers created in departments (bureaus), taking into account the rational division of labor in specific organizational units. -technical conditions. The requirements for the required work experience are increased by 2-3 years compared to those provided for specialists of the first qualification category. Job responsibilities, requirements for knowledge and qualifications of deputy heads of structural divisions are determined on the basis of the characteristics of the respective positions of heads.
The qualification characteristics of the positions of heads (heads) of departments serve as the basis for determining the job responsibilities, knowledge requirements and qualifications of the heads of the relevant bureaus when they are created instead of functional departments (taking into account industry specifics).
8. The compliance of the duties actually performed and the qualifications of employees with the requirements of job characteristics is determined by the certification commission in accordance with the current regulation on the certification procedure. Wherein Special attention paid attention to the quality and efficiency of work.
9. The need to ensure the safety of life and health of workers in the process of labor activity puts forward the problems of labor protection and the environment as urgent social tasks, the solution of which is directly related to the compliance by managers and each employee of an enterprise, institution, organization with existing legislative, intersectoral and other regulatory legal acts on labor protection, environmental standards and regulations.
In this regard, the official duties of employees (managers, specialists and technical performers), along with the performance of the functions provided for by the relevant qualification characteristics of the position, provide for mandatory compliance with labor protection requirements at each workplace, and the official duties of managers - ensuring healthy and safe conditions labor for subordinate performers, as well as monitoring their compliance with the requirements of legislative and regulatory legal acts on labor protection.
When appointed to a position, it is necessary to take into account the requirements for the employee to know the relevant labor safety standards, environmental legislation, norms, rules and instructions for labor protection, means of collective and personal protection from the impact of hazardous and harmful production factors.
10. Persons who do not have special training or work experience established by the qualification requirements, but who have sufficient practical experience and perform qualitatively and in in full assigned to them official duties, by recommendation attestation commission as an exception, they can be appointed to the relevant positions in the same way as persons with special training and work experience.