Sectoral form of distribution of duties. How to distribute functions within the HR department

Competent distribution of duties and responsibilities in a company is one of the most important conditions for effective and efficient work. As the long-term experience of companies involved in shows, in many organizations there is no clear division of labor between employees and departments, there are no specific job descriptions. Consequently, there is no answer to the question: "Who is responsible for what?" The division of labor makes it possible to arrange personnel in their workplaces, taking into account personal abilities, professional and business qualities, to increase the efficiency and productivity of workers. In turn, rationalizing and optimizing the division of labor in an organization is impossible without its regulation.

personnel records Moscow

One of the main regulatory documents in the company are job descriptions, which fully and clearly reflect the functional duties of employees, their rights and responsibilities. The coherence and productivity of the entire organization largely depends on how correctly and competently they are drawn up. Job descriptions in refer to the group of so-called optional documents, i.e. formally, they are not mandatory personnel documents, however, their development, availability, application are recommended or prescribed by many state regulations and orders.

The job description contains the information necessary for both the management and recruiting companies to carry out a reasonable selection of candidates for vacant positions. It contains the following sections.

1. A common part.
2. Functions.
3. Job responsibilities.
4. Rights.
5. A responsibility.
6. Relationships (connections by position).

Divisions Regulations

One of the most important tasks of any organization is the formation of an optimal internal structure. There should be a system of fast and effective interaction between departments, a clear distribution of areas of activity and specific functions between them. Therefore, no less important than the job description, a local regulatory document for HR administration is the provision on departments. This document defines the procedure for creating a department, its structure and internal organization, tasks, rights, duties and responsibilities, as well as the nature of interaction with other departments. Typical department regulations usually contain the following items.

1. General Provisions.
2. Main goals.
3. Functions.
4. Rights that management should have.
5. A responsibility.
6. Relations of the department with other departments.

The nuances of the distribution of responsibilities in small companies

Unfortunately, often in companies, especially small ones, work is structured according to the principle of “one family”, and positions are divided only on paper: everyone works “everywhere”. As a result, ownerless, unattended areas of work arise, overlaps occur, employees are loaded unevenly, business failures or failures end in futile searches for the culprits. For the correct distribution of the duties of employees, a list of tasks performed by each for a certain period is required, taking into account periodic one-time work. Having identified similar jobs that require approximately the same knowledge and skills, it is possible to determine the required number of performers for each such site. This will also be needed when recruiting new personnel - both on their own and with the help of recruiting companies... Some of the work can be outsourced: for example, HR administration, one-time tasks, etc. In addition, it is not necessary to recruit new employees: for example, a competent informed employee with the appropriate authority can perform the functions of a deputy manager.

Power. Who should I give it to?

Recruitment companies note that the ideal leader is, first of all, a leader who can lead the employees and the whole company. He must have experience and knowledge, be able to make decisions, be respected by subordinates, create a harmonious microclimate and working atmosphere within the team. You can have power, but not be able to lead, one of the consequences of which is usually an illiterate distribution of tasks. Proper delegation of a particular task is a means of achieving the broader goals of an organization. If the task is not clearly set and entrusted to the performer, the manager will be forced to carry out it himself, which in many cases is simply impossible. The one who gets others to do the work is rightly governed. It is the ability to delegate tasks that turns a person into a leader.

Distribution of responsibilities

The manager always bears full responsibility for the activities of his subordinates, and he must start with the optimal distribution of rights and responsibilities in his company. Variants of the distribution of responsibility for the “herringbone” and “matryoshka” systems are possible. In the herringbone system, the rights and responsibilities of the superior management absorb only part of the rights and responsibilities (powers) of the inferior leader. It is a system of bureaucratic organization with a clear fixation of rights and responsibilities at each level. Senior managers can only interfere with some of the powers of lower-level managers.

personnel records in the organization

The matryoshka system is a multiple subordination system. In it, the rights and responsibilities of a superior leader completely absorb the rights and responsibilities (powers) of all subordinate leaders. By transferring part of the responsibility to subordinates and setting them new, more complex tasks, the manager gives employees the opportunity to “grow”, acquire additional production skills, and show what they are capable of.

Thus, the competent distribution of duties and responsibilities, the introduction of job descriptions and department regulations into practice are an important tool both for personnel management and for the effective functioning of the company as a whole.

Sharing responsibilities is one of the most important tasks of a successful manager. Managing people is called “reaching a goal with the help of others.” It involves effectively and successfully managing actions and monitoring the fulfillment of tasks. unable to manage, and this becomes an obstacle to success.An alternative to management and control is independent action, as a result of which the manager takes on too many responsibilities and is not able to cope with all the tasks.

Sharing responsibilities gives you the ability to change from what you can do to what you can control or what you can control. Appropriate assignment of responsibilities has the greatest impact on your performance, your position, and your personal job satisfaction.

Tasks

In this chapter, we will cover the following topics:

What opportunities does the division of responsibilities give you?

Five forms of management.

Three methods of assigning responsibilities.

Seven Essential Factors for Effective Delegation.

Principles for the division of responsibilities.

We already know that a sales manager must complete seven tasks and master seven professional skills. Your success depends on your ability to act correctly in each of these areas. If you feel insecure in any of these areas, it will hinder the development of other abilities and skills that you have.

One of the most important tasks of a sales manager is assigning responsibilities. The problem is that most managers, and I was one of them when I was young, think they know about it. But in reality the situation is different. Since the ability to assign responsibilities is actually very important, you must be especially competent in this matter.

Sharing responsibilities gives you many options. First, you can realize your goals with the hands of others. So you will increase your capabilities, moving from direct action to management and control. Your area of ​​control can be unlimited. An example is Lee Yacoka, who controls about 350,000 workers. He succeeds because he knows how to distribute responsibilities.

But many managers tend to take direct action. But your job is that you do not complete tasks, but give them to others, monitor their implementation. Most managers cannot do this, because they never thought how important it is, did not realize that it is the most important thing in the communication process, that it is the key to interaction. Below are five ways to manage people that you can put into practice to improve your performance.

1. Management with images and values. The best image you can have of your group of salespeople is to want them to be the best, to continually improve, to have a positive attitude. You need to have an image not only of the group, but of the entire company, and in this you will be helped by management with images and values.

2. Managing with arguments and justifications. This is closely related to the distribution of responsibilities. Why? Rationale is the ground on which something is implemented. The most important thing you should do when you give salespeople tasks is to tell them why they should do it, why it is important, and what depends on it. Sales results will be much more effective.

3. Parts control(UPD). You explain in detail to employees what needs to be done. Describe with all the details, formulate everything in writing so that you can monitor the results and determine the time for their implementation. You use the FRT when implementing new complex tasks and when working with new employees who need the most detailed instructions, even if it takes a lot of time.

4. Target guidance(UOC). You use this technique when dealing with highly qualified people who know exactly how to complete a task. You throw the ball to them and you know that they will catch it and play. If you misapply the UOC due to inaccurate wording, or entrust the task to someone less competent, you will be defeated. But this is not the fault of the method, but of the one who misused it.

5. Exception Management(UPI). This is the method you use when working with your best employees. You only ask them to bother you in exceptional situations when a serious problem arises. Otherwise, you leave their hands untied. Your best people can do this, and the best salespeople want to be self-reliant, proactive and self-reliant. They will be happy if you apply

UPI. They will come to you with a report only when something does not go according to plan.

So, we come to the principle of "Distribution according to the degree of preparedness" (CPA). It is about the possibility of implementing a trusted task. There are three levels of CPA: low, medium and high. A low level happens when someone does this work for the first time eg a new employee, or a new job Although a salesperson has done well in the past, he has to start all over again in a new job, and here we apply the CPF. tasks, or a new employee requires the use of the FRT, which means he needs to be explained in detail what needs to be done. This is also called "Leadership through the transfer of responsibilities." At the same time, it is important to take care of the correct distribution of responsibilities. Explain the purpose and method of action to the sales agent in detail. By doing this, you will strengthen the salesperson's self-confidence, motivate him to take action, inspire the desire to be effective, and this will increase his motivation, which will allow him to achieve better results.

The average RSP level is applied when a person understands the task and knows the job. In this case, use the UOC. You will give the sales agent an exact goal and he will know how to achieve it. The highest level of RSP is applied when you entrust a task to someone who has mastered this type of work perfectly and nothing will catch him by surprise. Between 10% and 20% of the best salespeople can do this. They need UPI. You formulate the goal and method of work, and they appear when problems arise.

We will now discuss three different methods of assigning responsibilities. The first method is to assign responsibilities through training. When I started as a manager at the age of 24, I created a sales force of 96 employees in six countries. I realized that most of the people I hired do not quite understand what they should be doing. I had to devote a lot of time to teach them everything. I thought it would distract me from the things I should be doing until I became convinced that training is one of the most important tasks facing a sales manager. By training employees, we make them achieve our goals. In this way, we pass on our experience to them. From the moment someone learns something, he can already do the job himself. Therefore, training should be the main task of every manager.

Another method is to assign responsibilities through questions. Ask questions when someone says, “I have a problem, can you help me with this?” Probably, this person is looking for a scapegoat on whom to take all the responsibility for the work, in this case - on you. and what, in fact, is the problem? How did it happen? How are you going to cope with it? Who took part in this? How do you see the further development of events? " Ask questions to leave responsibility for completing tasks to others, instead of habitually saying: “Leave it to me, I'll take care of it myself.” Ask questions whenever you want to reverse the situation. - have done something, ask: "Wait, what do you actually need, and where can you find it?" Thus, you provide him with the solution to the problem.

The third method of assigning responsibilities is advice. You use this method when working with people who are undoubtedly highly qualified. Do not tell them then: “Do this and that”, but give suggestions to awaken the initiative of the interlocutor, because they say that “smart is enough”. Smart people will pick up your suggestions and know what to do with them. They will willingly accept this idea as their own. Therefore, do not give them detailed instructions on what to do.

Below we will consider seven conditions for the distribution of duties.

1. Before giving an order for implementation, consider <& those job. It is known that discretion is the most important quality of every manager. The more important the task, the more it requires thorough preparation.

2. Think about who will do the job better. Sometimes someone is assigned a new assignment so that they gain experience that will help their professional development. Only those who will receive and carry out new assignments will be really effective in their work.

3. Now ask the question: how to evaluate the results? What is your performance standard? Think about it. Sometimes this needs to be discussed with the person to whom you are giving the assignment.

4. Answer the question: how will you control the implementation of the task? You know that if you are not interested in the implementation of the task, the employee will decide that he and his task are not of interest to you. And when you constantly demand a report, it is very likely that he will do his job well.

5. When do you anticipate the end of the assignment? To entrust an assignment without specifying a deadline for its execution is just empty talk. Sometimes the salespeople will object to the deadline you set, but you must insist on a complete understanding on this issue and determine the exact time of the end of the transaction.

6. What will be the form of the report? Telephone, written, during regular meetings, or when a certain part of the work will be done? Solve this issue.

7. What are the consequences of completing and not completing the assignment? In other words, what will this employee get if they complete the task, and what are the risks if they do not complete it?

Unclear, inaccurate assignment of responsibilities is often the cause of poor performance and dissatisfaction among salespeople. Pay attention to the clarity of the wording of the instructions. Always make sure everyone understands everything. Listen to questions and comments. React to employee statements. It is known that people do not like to admit that they do not understand something. Therefore, ask to repeat your instructions. 50% of the time, you will be convinced that you will hear something different than what you thought you told them.

“In the conversation, we discussed some tasks, the way of their implementation, the way of assessment and the way of reporting.” Remember that mutual understanding helps to avoid misunderstandings, and a written agreement helps to avoid big misunderstandings.

Always be accurate in timing your assignments. Tell your agent what you want to achieve and how it has been done so far. You must leave him the opportunity for independent action. If the salesperson knows exactly what to do, leave room for personal initiative. It is the salesperson's responsibility to complete the assignment, but you are responsible for that.

In conclusion, I want to give a few rules necessary for the distribution of responsibilities.

1. Keep an eye on how the project is being implemented. If you show no interest, everything will creep at the seams. Salespeople often think they have better things to do.

2. Get rid of the urge to do everything yourself. This is especially true of young managers who often make the mistake of thinking, “If I want something to be done well, I have to do it myself.” Your job is to entrust others with what they should do, and follow up, not do it yourself. Remember that if something is worth doing at all, it may turn out bad the first time. Be prepared to accept possible mistakes. Either does it for the first time, it can’t do it perfectly Let your salespeople make mistakes and learn from it.

3. The basis for the conversation should be the expected results and the standard efficiency. You may ask the salesperson, “What do our agreements look like to accomplish our goal?” Talk about real, written costs and prices, not a subjective approach.

4. Be specific. Your main job is to help salespeople complete their assignments. Effective delegation is the key to success.

Exercises

1. Make a list of all your employees and define their CPA, taking into account their current assignments.

Consider the main and secondary tasks.

Surname

Main tasks

Secondary tasks

RSP main

RSP secondary

2. When did you use UPI?

3. What are you in this moment are you engaged, what responsibilities can you transfer to your subordinates?

4. Write down five tasks that you are going to assign to specific sales agents.

Job Sales Agent

1. _____________ ____________

2. ______________ _____________

3. ______________ _____________

4. ______________ _____________

5. ______________ _____________

In order for the relationship to develop harmoniously, and the ship of family happiness does not crash on the rocks of the notorious family life, the question about Today in the women's club "To whom over 30" will be discussed is precisely this.

All families can be roughly divided into three groups:

• patriarchal,
• matriarchal,
• egalitarian.

In a family of patriarchal type, there is no division of responsibilities in the family: all household chores are done by the wife, that is, he cooks, washes, cleans, brings up children and takes care of pets. And even if it works.

In such a family it will be comfortable for a woman who believes that this is how it should be, so it is established, as well as for those who do not want to build a career, but feels great in the role of a "bird" that builds its "nest", creates warmth, comfort, and the man "brings a mammoth" and provides trips to the Canary Islands.

In a matriarchal family, roles change dramatically. Female - "Getter".

As a rule, this is an always busy business woman, it is she who decides what needs to be bought in the house, where to invest, how to make money on vacation. The man acts as a "householder", fulfills all those duties that are assigned to a woman in a patriarchal family.

The division of responsibilities in such families as such is not expected. Everything (with regard to housekeeping) falls on the shoulders of one of the spouses.

But in modern society, you can find an egalitarian type of family. This option can be called the most democratic, husband and wife as partners, work harmoniously for the benefit of common interests: both earn as much as they can, together they are engaged in household affairs - usually according to the principle "I am not so unpleasant" or "I have free time."

What are the principles on which the division of responsibilities in an egalitarian family is based?

Deciding who will do what, even in “flourishing democracy” families, is not easy. But the basic principles boil down to the following:

1. Do what you like best. There are men who love to cook very much, but hate to clear the table. Or vice versa. Of course, you can argue here, because sometimes you don't want to do anything at all. Then you need share responsibilities by agreement: someone is cooking, so the other is washing the dishes. If you have children, you can entrust them with washing the dishes, and also teach them to help cook. This will prove to be a useful educational method and they will thank you in the future.
2. Not separation but alternation of responsibilities in the family... This means that there is no need to distinguish clearly: the wife - cooks, washes the dishes, wipes the dust; husband - washes, takes out garbage, peels potatoes. Here it is proposed to switch roles. This will distract you a little and do not take a duty as a routine. Another question arises - how can you alternate household chores if, for example, a man does not like to tinker at the stove at all. An exception can be made for one job. And hence the next principle.
3. Who does what is better. It so happens that one person is just perfect ironing shirts. And it is not at all necessary that this is a woman. Perhaps your beloved is doing an excellent job with this difficult task. Maybe his parents taught him or he lived as a bachelor for a long time. In general, however, this principle also works well.

(function (w, d, n, s, t) (w [n] = w [n] ||; w [n] .push (function () (Ya.Context.AdvManager.render ((blockId: "RA -141708-2 ", renderTo:" yandex_rtb_R-A-141708-2 ", async: true));)); t = d.getElementsByTagName (" script "); s = d.createElement (" script "); s .type = "text / javascript"; s.src = "//an.yandex.ru/system/context.js"; s.async = true; t.parentNode.insertBefore (s, t);)) (this , this.document, "yandexContextAsyncCallbacks");

How to cheat?

Many women are literally haunted by the question of the division of responsibilities in the family. It happens when a man thinks that he “shouldn't” do “women's affairs”. And he thinks he can just come home, stretch out on the couch and watch TV.
And you, exhausted at work, start cleaning, cooking, checking the lessons of the children, in general, spinning like a squirrel in a wheel. It is understandable why you become irritable, you can even start a scandal. Only it won't get you anywhere. No good.

Here you need to act cunningly. And you don't even need to say a word about the division of responsibilities in the family. Just try, for example, on a day off start some kind of "feast" if you have children. And cook something with the whole family. Make it a game.

And if there are no children yet, you can invite him to cook some super-erotic dish for dinner together. And then, on occasion, praise him that he has much better at something than even you!

There is no need to order, it is enough to skillfully influence with the help of the "gingerbread" - and then at least once a week you will be able to take a break from cooking.

Many men share family responsibilities are extremely negative. They do not want to do anything out of “female”, but at the same time they forget their “male” ones too. Hammer in a nail, nail in a shelf, move furniture.

Of course, many "desperate housewives" are capable of this without male hands, but this is definitely wrong. And don't yell at him, just pretend you tried to move the chair and pulled your back. Of course, this is not the best joke, but a man will definitely understand that this is clearly not a woman's business.

So, the main thing in the matter of separation of duties don't start swearing with each other... You know your spouse like no one else. Choose the most suitable method in accordance with the characteristics of his character.

For those over 30 - a club for women after 30.

yandex_partner_id = 141708; yandex_site_bg_color = "FFFFFF"; yandex_ad_format = "direct"; yandex_font_size = 1; yandex_direct_type = "vertical"; yandex_direct_limit = 2; yandex_direct_title_font_size = 3; yandex_direct_links_underline = true; yandex_direct_title_color = "990000"; yandex_direct_url_color = "333333"; yandex_direct_text_color = "000000"; yandex_direct_hover_color = "CC0000"; yandex_direct_sitelinks_color = "990000"; yandex_direct_favicon = true; yandex_no_sitelinks = false; document.write ("");

How simple it was in those days when the main task of a man was to "drag a mammoth", and all the worries about the hearth fell on the woman's shoulders. Nowadays, ladies often “go hunting”, that is, they work no less than their spouses. This means that the old system is no longer relevant. Otherwise, if a woman, in addition to her work, will take over the whole hearth ... Of course, she will stand, it is not in vain that legends are made about the strength of the spirit of the fair sex. But will there be peace in such a family, where one of its members, exhausted, does more things than the rest put together? It seems that such a union can hardly be called complete and happy. Therefore, the distribution of household responsibilities in the family is simply necessary. In addition, household chores allow its members to get closer. After all, a family, where mutual assistance and mutual assistance are constantly present, is not afraid of anything!

Distribution of responsibilities in the family

Distribution of responsibilities in the family is very useful. Have you ever wondered why there are? Often the mistake of families is that they do not initially agree on who should do what. As a result, it turns out that one person voluntarily takes on the lion's share of the work and takes offense at the lack of initiative on the part of the others. And if no one has specific responsibilities, it is very difficult to figure out who is right and who is wrong. Therefore, it is necessary to divide the "areas of responsibility" as soon as possible. After all, the presence of the concept of "my duties" disciplines a person who begins to do what is assigned to him without being reminded. And if things are abstract, and you can do them, or you can not do them, the responsibility is reduced.

How to distribute responsibilities in the family? If you were waiting for a specific scheme that clearly tells about who should do what, then we hasten to disappoint you - it is not and will not be. After all, every family has its own rules and regulations. This means that responsibilities should be distributed on the basis of a specific case. But how to do this, we'll figure it out.

To get started, you will have to spend a few evenings to compile a detailed list of all household chores. It may seem daunting, but if you first paint all household chores "by topic", it becomes much easier. So, for example, the categories of household chores can be as follows:

• products (purchase, revision, stocks, etc.)
• order in the apartment (daily and, small things to maintain order, washing dishes, repairs)
• cooking food
• repair of household appliances
• washing and ironing
• children (supervising them, preparing homework with them, walks and games, accompanying the child to kindergarten / school, parenting meetings in an educational institution)
• pets (caring for them, feeding, walking, visiting a doctor, etc.)

This is a rough list. If there are household chores in your family that could be categorized as a separate category, you can supplement the list.

It should also be noted that household chores are regular (washing dishes, cooking, etc.) and temporary (general cleaning, repairs). Thus, the concerns in each category will be divided into two groups.

And now it is necessary to begin the distribution of household responsibilities. It is hardly possible to find a family in which no one is responsible for anything at all. Surely, in yours, for each of its members, some affairs are already assigned - you can safely add notes to the list. It remains only to share the remaining responsibilities. There are two factors to consider here:

• interest in a particular case

Agree that the responsibilities of the wife in the family should still imply the predominance of purely "women's affairs". Like a man, he is unlikely to want to do an openly "unmanly" job. Therefore, it is necessary to start distribution based on gender. Do not forget to assign some chores around the house (both regular and temporary) and for the children! In this case, in addition to gender, age must also be taken into account.

You now have a list of "common" things that can be done by a man, a woman, and children. Distribute them among family members.

It is important to consider how pleasant this or that housework is for a particular person. For example, if this or that family member hates the task that they want to entrust him, it is better not to captivity. In the end, the list is long, and he can choose for himself worries that, if they do not bring him great pleasure, then at least are not disgusting. And do not be afraid of disputes during the preparation of the "household schedule" - they will certainly be. It's not scary. But it will save you from disagreements in the future!

It is necessary to understand that every person has force majeure. And if your spouse is forced to plow in two shifts at work for several days in a row, you may well take over the responsibilities of the husband in the family at that time. Like a wife, if she lies with a temperature under 40, she should not run around the apartment with a vacuum cleaner. But the reason for the short-term inability to fulfill their duties should really be valid.

Two approaches to the formation of the department of documentation support of management. How to determine the volume of workflow and the dynamics of its growth? Bringing the number of personnel of the preschool educational institution in line with the norms. Distribution of functions between employees. Planning for employee interchangeability

The guarantee of a fully functioning document support service for the company's management is the correct organization of the department and the competent distribution of duties between its employees. This article discusses approaches to the analysis and revision of the functions performed by the preschool educational institution, the determination of the number of personnel by calculations, the distribution of tasks and the organization of the interchangeability of service workers both in general and on the example of a conditional company.

Evgeniya Kozhanova,

an expert in the field of office work and archiving

© E. Kozhanova, 2013

Traditionally, there are two approaches to the formation of the department of documentation support of management.

First- when the department is planned in advance, and the number and functionality of employees, job descriptions are developed before the department is created. But this approach is not common, not to mention the fact that the manager who designs the position is not immune from mistakes, the correction of which in a ready-made department always takes a lot of effort, time and money.

Second the approach is much more common: here the department develops spontaneously, often "growing" out of one secretary. The company does not stand still, and one day the secretary ceases to cope with the volume of work. Then a clerk is hired, who takes over part of his functions. After a while, another clerk appears in the company, then another ... The disadvantage of this approach to the formation of the office is that functions between the employees of the department are unevenly distributed, often overlap, and it is sometimes difficult to determine who is responsible for which part of the work. One cannot but agree that this is how departments are formed in the overwhelming majority of enterprises.

Meanwhile, the number of employees of the preschool educational institution and the distribution of functions are amenable to calculation, which is based, firstly, on the number of office processes and the volume of the company's workflow, and secondly, the time spent on this or that action.

The assignment of responsibilities is best done in stages, dividing the entire process into five steps:

Step 1 - defining the office processes used in the organization.

Step 2 - determining the volume of workflow and the dynamics of its growth.

Step 3 - bringing the number of personnel of the preschool educational institution in line with the norms.

Step 4 - distribution of functions among employees.

Step 5 - planning employee interchangeability.

Determination of the office processes used in the organization

You should start by listing the general range of tasks of the preschool educational institution What functions are performed by its employees? Here, it is advisable to think about which office work processes are not carried out in the company, but they are clearly lacking, as well as which of the processes are redundant and can be abolished.

The results of the study can be summarized in a simple table. Let's take the most basic processes as an example:

		Note
Process	Who is performing
Reception and preliminary consideration of incoming documents	Clerk
Registration of incoming documents	Secretary, clerk
Registration of outgoing documents	Secretary, clerk	Depending on the workload of the employee
Registration of internal documents	Secretary, clerk	Depending on the workload of the employee
Submission of documents for signature to the head	Secretary
Sending documents for execution	Secretary
Control of execution of documents	Secretary
Organization of storage of documents	Clerk
Development of a nomenclature of cases	Clerk, secretary	Collaboration
Copying and duplicating works	Secretary
Sending documents by mail	Clerk
Sending documents by fax	Secretary

As you can see from the example, a secretary and a clerk work in the office of our conditional organization. Most of the functions are divided between them, except for the registration of documents and the development of a nomenclature of cases. Of course, this approach to registration is incorrect, difficult to control and inconvenient for both the specialists themselves and their fellow executors. This problem needs to be fixed in the future.

Let's say that the listed organizational processes are not enough. The manager wants to add a few more to them:

Process	Justification
Development, implementation and maintenance of the Timesheet and Album of unified forms of documents	Relevant in connection with the abolition of the obligation to use unified forms of documents and the imposition of the obligation to approve the forms of primary accounting documents on the head of the organization *
Development and implementation of local regulations governing office work processes	The lack of regulations leads to a lack of uniformity in the execution of processes, controversial situations and conflicts with performers
Control of execution of outgoing documents	Executors often incorrectly fill out the details of outgoing documents, and also make grammatical errors in the text, which negatively affects the company's image
Control of execution of documents submitted for signature to the head	The manager spends extra time checking the quality of paperwork. In case of incorrect execution, the document is returned to the contractor for revision. The introduction of control over the execution of documents will save the time of the manager and the contractor

Finally, the manager decides to exclude from the list of existing office work processes the sending of documents by facsimile, as well as the creation of copies that do not require certification, and entrust these functions to the performers.

Thus, our task is to distribute the following functions among the employees of the office of the conditional company:

1. Reception and preliminary consideration of incoming documents.

2. Registration of incoming documents.

3. Control of execution of outgoing documents.

4. Registration of outgoing documents.

5. Sending documents by mail.

6. Registration of internal documents.

7. Control of execution of documents submitted for signature to the head.

8. Submission of documents for signature to the head.

10. Control of execution of documents.

11. Certification of copies of documents.

12. Development of the nomenclature of cases.

13. Organization of storage of documents.

14. Development, implementation and maintenance of the Timesheet and Album of unified forms of documents.

15. Development and implementation of local regulations governing office work processes.

* See: Article 9 of the Federal Law dated 06.12.2011 No. 402-FZ "On Accounting", which entered into force on 01.01.2013.

Determination of the volume of workflow and the dynamics of its growth

After all the office work processes relevant to a particular organization have been identified, you need to decide on the volume of documents for each of them.

Type of document	Quantity
Incoming mail
Outgoing emails
Office notes
ORD orders
Contracts
Total registered

Bringing the number of personnel of the preschool educational institution in line with the norms

Traditionally, two methods are proposed for calculating the number of employees of the preschool education department. The first, developed by the Research Institute of Labor, is simpler and determines the optimal number of employees depending on the volume of workflow and the number of performers.

Let's calculate the number of personnel of the preschool educational institution department in the company according to the formula:

0.00016 x D 0.98 x R 0.1,

where 0.00016 is a constant coefficient reflecting the average level of productivity of office workers,

D - the volume of workflow, calculated by us above,

P is the number of employees in the organization.

Let's say P = 100, then:

0.00016 x 13270 0.98 x 100 0.1 = 0.00016 x 10975 x 1.6 = 2.8.

Thus, with the existing volume of workflow, the number of employees in the department of the preschool educational institution of a conventional company is three people.

The second methodology is set out in the Interindustry consolidated time standards for work on documentation support of management (approved by the decree of the Ministry of Labor of Russia dated November 25, 1994 No. 72) and makes the number of personnel in a department dependent on the time required to complete one operation. Time rates can also be found in the following documents:

Time norms for work on documentation support of administrative structures of federal executive bodies (approved by the decree of the Ministry of Labor and Social Development of the Russian Federation of 03.26.2002 No. 23);

Time norms for work on automated archival technology and documentation support for management (approved by a decree of the Ministry

Labor of the Russian Federation of 10.09.1993 No. 152).

Of course, the norms of time spent on the execution of office work, offered by the listed documents, are very average, so you should not mindlessly follow them. The same process can take 2 minutes in one organization and 10 minutes in another. In addition, these documents are already quite many years old, and the technologies of the offices' work have changed significantly during this time. Therefore, when designing the functionality of employees, one cannot do without one's own research.

If in fact the department employs more people than it turned out as a result of calculations, we recommend that you pay attention to the workload of each of them. Research methods such as photography of the working day will help to analyze this factor, and momentary observations should not be disregarded. Perhaps the workload among employees is unevenly distributed, or there is simply not enough work for everyone (sometimes this happens). One way or another, in order not to lose people, the department will have to take care of expanding the range of its responsibilities.

Distribution of functions between employees

When starting the distribution of functions between employees of the department, one should take into account their qualifications, experience, skills and abilities, as well as knowledge of the business traditions of a particular company. Also, let's not forget that the preschool educational institution service can be "scattered" throughout the organization: it includes secretaries, whose place is in the manager's reception, and not in the office. In this regard, the specifics of the work of the clerk and the secretary will differ significantly, and this must also be taken into account.

For example, if the secretary is often absent on the instructions of the director, then you should not transfer the function of receiving and registering documents to him - after all, this work must be done here and now. But the secretary can take over the entire system of control over the execution of documents, thereby shortening the path of the document from the director to the executor.

Let's go back to our example. So, in the service of the preschool educational institution of the conditional organization, according to the norms, three people should work. We already have two - a secretary and a clerk.

It is advisable to convey to the secretary:

control of the execution of documents submitted for signature to the head;

submission of documents for signature to the head;

sending documents for execution;

control over the execution of documents.

All this activity is related to working with the director and executives who are appointed by the director. In addition, these tasks do not require immediate execution, and the secretary will be able to plan his day himself, leaving time for receiving visitors, organizing meetings, fulfilling orders from the manager and other duties not directly related to office work.

The clerk will be responsible for the following processes:

reception and preliminary consideration of incoming documents;

registration of incoming documents;

control over the execution of outgoing documents;

registration of outgoing documents;

sending documents by mail;

registration of internal documents;

certification of copies of documents.

Thus, the third employee of the department will get the following functions:

development of a nomenclature of cases;

organization of storage of documents;

development, implementation and maintenance of the Timesheet and Album of unified forms of documents;

development and implementation of local regulations governing office work processes.

On a note!

We must not forget that fulfilling the duties of an absent employee is a paid activity regulated by the Labor Code. According to Art. 151 of the Labor Code of the Russian Federation, for this additional payment is due, the amount of which is established by agreement of the parties.

Obviously, this job requires specialized knowledge and experience. Based on this, the manager must develop a job profile, determine the competencies of the future employee, initiate changes to the staffing table and start the recruitment process.

Planning for employee interchangeability

When distributing tasks between employees of departments, you should definitely think about the interchangeability of employees in the event of a business trip, vacation or sick leave of any of them. In the absence of each of the employees at work, his functions are taken over by colleagues in the department. Not necessarily in full: it is possible that only operational tasks will be solved, but there should be no downtime. Ideally, each employee should know exactly who and to what extent, in an emergency, will temporarily take over the duties of the absent.

The work on the distribution of responsibilities between the employees of the preschool educational institution does not end there. For some time after the reformed department starts its duties, it should be closely monitored: has everything been taken into account, are there any excesses, has it turned out that one of the employees is "sewn up", while the other has continuous downtime ... In addition, with the growth of the company, the volume of office work also grows, this also needs to be monitored and responded in time, adjusting the functionality and the number of employees.