Regulations on the department of the main. Regulations on the department of chief engineer
Added to site:
1. General Provisions
1.1. The department of the chief mechanic, being an independent structural unit of the enterprise, is created and liquidated by order [name of the position of the head of the enterprise].
1.2. The department is directly subordinate to the technical director of the enterprise.
1.3. The department is headed by a chief mechanic who is appointed to the position by order of [name of the position of the head of the enterprise] on the proposal of the technical director.
1.4. The chief mechanic has [value] a substitute (s).
1.5. The duties of the deputy (s) are determined by the chief mechanic.
1.6. Deputy (s) and other employees of the department are appointed and dismissed by order of [name of the position of the head of the enterprise] on the proposal of the chief mechanic.
1.7. In its activities, the department is guided by:
The legislation of the Russian Federation;
Charter of the enterprise;
By the present provision;
1.8. [Enter the desired].
2. Structure
2.1. The structure and staffing of the department are approved by the [name of the position of the head of the enterprise], based on the specific conditions and characteristics of the enterprise’s activity as advised by the technical director and chief mechanic, as well as by agreement with the [human resources department, organization and remuneration department].
2.2. The department of the chief mechanic may include structural units (bureaus, groups, laboratories, etc.).
For example: a bureau (sector, group) of preventive maintenance, a design bureau for modernization, a repair and mechanical workshop (RMC), a design bureau for the design of hoisting and transport equipment, a design and technology bureau (sector, group), and department management.
2.3. The provisions on the units of the department of the chief mechanic (bureaus, sectors, groups, etc.) are approved [the name of the position of the head of the enterprise], and the distribution of duties between employees of units is carried out by the chief mechanic.
2.4. [Enter the desired].
3. Tasks
The following tasks are assigned to the department of the chief mechanic:
3.1. Timely and high-quality repair of equipment of the enterprise.
3.2. Using modern equipment repair technologies.
3.3. Maintaining the equipment fleet of the enterprise in working condition.
3.4. Savings of the enterprise due to the efficient maintenance of equipment.
3.5. [Enter the desired].
4. Functions
The department of the chief mechanic performs the following functions:
4.1. Ensuring uninterrupted and technically correct operation and reliable operation of the equipment, keeping the equipment in working condition at the required level of accuracy.
4.2. Development of plans (schedules) for inspections, tests and preventive maintenance of equipment in accordance with the provisions of the Unified system of preventive maintenance.
4.3. Coordination of plans (schedules) with contractors involved in repairs, providing them with the necessary technical documentation.
4.4. Preparation of title lists for major repairs.
4.5. Keeping records of the availability and movement of equipment.
4.6. Development of regulatory materials for equipment repair, materials consumption for repair and maintenance needs.
4.7. Estimation of repairs.
4.8. Analysis of indicators of equipment use.
4.9. Registration of applications for the purchase of materials and spare parts necessary for the operation of equipment.
4.10. Overhaul service, timely and high-quality repair and equipment modernization.
4.11. Carrying out work to increase the reliability and durability of equipment.
4.12. Preparation of proposals for certification, rationalization, accounting and job planning, equipment modernization, reconstruction, technical re-equipment of the enterprise, the introduction of integrated mechanization and automation of technological processes, environmental protection.
4.13. Organization of the inventory of production fixed assets.
4.14. Determination of obsolete equipment, facilities requiring overhaul, setting the priority for repair work.
4.15. Experimental, commissioning and other work on the introduction and development of new technology.
4.16. Studying the working conditions of equipment, individual units and parts.
4.17. Carrying out measures to prevent unplanned equipment shutdowns, extend the service life of components and assemblies, turnarounds, improve the safety of equipment, and increase its reliability in operation.
4.18. Carrying out specialized repairs, centralized manufacture of spare parts, components and replaceable equipment.
4.19. Studying the causes of increased wear of equipment, its downtime.
4.20. Investigation of accidents, development and implementation of measures to eliminate and prevent them.
4.21. Development of technological maps of equipment maintenance for structural units of the enterprise.
4.22. Carrying out preparatory work to calculate the norms of expenditures for repair and consumables.
4.23. Preparation of materials for the economic justification of the need to update the equipment park.
4.24. Monitoring compliance with storage conditions for repair and consumables.
4.25. Development and implementation of measures to replace inefficient equipment with high-performance equipment, to reduce unscheduled repairs and downtime of equipment, reduce repair costs and its maintenance through the use of new advanced methods of repair and restoration of parts, assemblies and mechanisms.
4.26. Control for:
The quality of installation work;
The rational use of funds for major repairs;
The correct storage of equipment in warehouses;
- [enter the desired].
4.27. Inspection and presentation to the bodies carrying out state technical supervision of lifting mechanisms and other equipment.
4.28. Identification of unused equipment and development of proposals for its implementation.
4.29. Participation in the development and implementation of measures to create safe and favorable working conditions during the operation and repair of equipment.
4.30. Consideration of rationalization proposals regarding the improvement of equipment performance, and preparation of feedback and conclusions on them.
4.31. Preparation of opinions on draft industry standards and state standards.
4.32. Drawing up applications for the purchase of equipment on leasing terms.
4.33. Preparation and execution of technical and reporting documentation.
4.34. Organization of consultations on resolving individual preventive issues.
4.35. [Enter the desired].
5. Rights
5.1. The department of the chief mechanic has the right:
To give instructions on the operation and repair of equipment;
Make decisions on making changes to equipment maintenance technology;
Require the heads of production and technical divisions: to comply with the prescribed standards for the operation and maintenance of equipment, to provide timely information on violations of equipment maintenance technology, to immediately report equipment breakdowns, to carry out forced repairs (equipment shutdowns) in case of violation of equipment operating rules;
Prohibit work on faulty equipment;
To stop the operation of the equipment in the event of a threat of accident or accident;
To entrust the individual structural divisions of the enterprise with the maintenance of equipment;
Participate in the development of technical specifications, instructions;
- [enter the desired].
5.2. The chief mechanic has the right to represent the enterprise management:
Proposals on the promotion of distinguished employees, on bringing to disciplinary responsibility of employees who violate production and labor discipline;
- [enter the desired].
5.3. [Enter the desired].
6. Relationships (official relations) **
To perform the functions and exercise the rights stipulated by this regulation, the department of the chief mechanic interacts:
6.1. With the department of the chief designer on:
Receipts:
Drawings of products;
Technical documentation for approval;
Parts specifications;
Technical conditions;
Other technical documentation at the request of the department for the development of new technologies for equipment maintenance and repair;
- [enter the desired].
Provisions:
Conclusions on the design of products in terms of maintainability;
Coordination of individual preventive operations;
Proposals for technological issues;
Technological documentation;
Route sheets equipment maintenance;
Consultations on equipment maintenance;
- [enter the desired].
6.2. With the departments of the chief technologist on:
Receipts:
Equipment placement plan;
Equipment modernization plans;
Technological documentation for equipment;
Proposals to improve the equipment maintenance process;
- [enter the desired].
Provisions:
Passports for the equipment used;
Information about changes and additions to the passport data of equipment;
- [enter the desired].
6.3. With the department of the chief power engineer on:
Receipts:
Schedules of preventive maintenance on electrical equipment;
Notices on the implementation of applications for the connection of additional and newly installed repair equipment;
Notices on the implementation of applications for temporary power outages for repair work;
Development of electrical circuits;
- [enter the desired].
Provisions:
Applications for the development of electrical circuits of devices necessary for repair work;
Applications for connecting equipment;
Applications for power outages;
Schedules for preventive maintenance work;
- [enter the desired].
6.4. With the standardization department for:
Receipts:
Standards
Instructions;
Technical conditions;
Conclusions on technical documentation regarding compliance with applicable standardization legislation;
Work plans for standardization, normalization, unification;
Information on the transfer of the enterprise to new standards;
Notifications of changes and additions to standards and specifications;
- [enter the desired].
Provisions:
Documentation for maintenance and repair of equipment;
Proposals for standardization work;
Proposals to transfer the enterprise to new standards;
Information on violation of standards and specifications;
- [enter the desired].
6.5. With the quality control department on:
Receipts:
OKK instructions on technological changes in the maintenance and repair of equipment;
A generalized analysis of the impact of equipment breakdowns on product quality;
Advice on improving product quality;
- [enter the desired].
Provisions:
Technological documentation for control;
Reports on the implementation of the JCC instructions to improve the quality of service and repair of equipment;
Schedules of preventive work;
Necessary controls;
- [enter the desired].
6.6. With the instrumental department on:
Receipts:
Conclusions about the possibility of using one or another tool;
Consultations on the use of an experimental tool;
Equipping the department with appropriate repair equipment;
- [enter the desired].
Provisions:
Applications for expert assessment of the possibility of using a particular tool;
Applications for equipping the department with a tool;
Report on the use of the tool in the work of the department;
Applications for the development of a new tool;
- [enter the desired].
6.7. With the production and dispatch department for:
Receipts:
Operational orders for the coordination of repair and maintenance;
Information from other departments that are not directly related to the department of the chief mechanic;
- [enter the desired].
Provisions:
Schedules of work;
Notifications of changes in equipment maintenance technology;
Projects introducing new service technologies;
Consolidated technological documentation for equipment repair;
Copies of progress reports;
- [enter the desired].
6.8. With workshops of the main production on:
Receipts:
Production compliance reports;
Proposals for improving production technology;
- [enter the desired].
Provisions:
Instructions on amendments to the production technology;
Expert evaluation of proposals;
Drawings, specifications;
Technological route sheets for all stages of production;
Consultations on the application of production technologies;
- [enter the desired].
6.9. With the department of patent and inventive work on:
Receipts:
Applications for expert evaluation of rationalization proposals and inventions;
Plans for the implementation of rationalization proposals and inventions;
Assistance in solving tasks;
- [enter the desired].
Provisions:
Conclusions on rationalization proposals and inventions;
Assistance in the technological solution of individual issues;
Assistance in the execution of drawings, the manufacture of models;
Possibilities of experimental verification of inventions;
- [enter the desired].
6.10. With the department of labor protection on:
Receipts:
Information on the requirements of labor protection legislation;
Conclusions on equipment maintenance and repair technology for compliance with safety standards;
- [enter the desired].
Provisions:
Information on compliance with labor laws on labor protection;
Applications for opinions on the technology of maintenance and repair of equipment for the implementation of safety regulations;
- [enter the desired].
6.11. With a production laboratory on:
Receipts:
Analysis of the characteristics of consumables;
- [enter the desired].
Provisions:
Applications for the analysis of consumables.
- [enter the desired].
6.12. With the technical information department on:
Receipts:
Technical documentation;
Technical literature;
Bulletins on new and expected literature receipts;
Applications for copies of the technical documentation of the department;
- [enter the desired].
Provisions:
Copies of the technical documentation of the department;
Original documents for registration, accounting and storage;
Notifications of changes made to equipment maintenance technology;
Applications for technical literature;
- [enter the desired].
6.13. With the department of logistics on:
Receipts:
Consultations on materials;
Requests for technological deviations;
Coordination of technical conditions for the use of special consumables;
- [enter the desired].
Provisions:
Norms of consumption of materials;
Tolerances for the deviation of the quality of materials;
Applications with a list of necessary materials to ensure the work of the department;
Repair and maintenance plans;
- [enter the desired].
6.14. With the department of organization and remuneration on:
Receipts:
Advice on labor law;
Approved staffing table;
Tasks to reduce the complexity of production by improving the technology of repair and maintenance of equipment;
- [enter the desired].
Provisions:
Proposals for the formation of staffing;
Reports on the implementation of requirements to reduce labor;
- [enter the desired].
6.15. With the planning and economic department for:
Receipts:
Plans for the production of products by nomenclature;
Guidelines for saving money;
Evaluation of the cost-effectiveness of equipment repair;
- [enter the desired].
Provisions:
Preventive maintenance plans;
Plans for the introduction of new technologies;
Information required for the economic analysis of the department;
Other materials at the request of the planning and economic department;
- [enter the desired].
6.16. With the main accounting department on:
Receipts:
Acts to write off, transfer, sell equipment;
Data on the allocation of funds to the department;
Analysis of the rate of spending;
- [enter the desired].
Provisions:
The list of equipment to be decommissioned;
The list of equipment to be removed from the balance sheet;
List of unused equipment to be sold;
Acts of equipment repair;
Applications for payment of the ordered equipment;
- [enter the desired].
6.17. With [the name of the structural unit] on:
Receipts:
- [enter the necessary];
- [enter the desired].
Provisions:
- [enter the necessary];
- [enter the desired].
7. Responsibility
7.1. Responsibility for the quality and timeliness of the department to perform the functions provided for in this regulation lies with the chief mechanic.
7.2. The chief mechanic has personal responsibility for:
Compliance with the legislation of the Russian Federation in the process of managing the department;
Providing reliable information about equipment maintenance technology;
Timely and high-quality execution of orders of the enterprise management;
Prevention of the use of obsolete technologies that can cause increased production costs (if there is the possibility of using new, improved);
- [enter the desired].
7.3. Responsibility of employees of the department of the chief mechanic is established by job descriptions.
7.4. [enter the necessary].
Head of structural unit
[initials, last name]
[signature]
[day month Year]
Agreed:
[official with whom the provision is agreed]
[initials, last name]
[signature]
[day month Year]
Head of the legal department
[initials, last name]
[signature]
[day month Year]
Development of regulations on the structural unit of the organization
When creating the structure of a (global) enterprise, it is necessary not only to determine the functions of each structural unit, but also to fix them in the corresponding document. The regulation on the structural unit is precisely the document that determines: the procedure for creating the unit, the legal status of the unit in the organizational structure of the enterprise, the tasks and functions of the unit, the rights of the unit, relations with other units of the enterprise, the responsibility of the unit.
Therefore, the responsibilities for the development of provisions can be assigned to the personnel department, legal department, etc. It cannot be said that the legislation establishes requirements for the preparation and execution of regulations on the structural unit. And this is right, because the company must independently create its management strategy. Practice has developed several models of provisions on the units of the enterprise. One of the most common is the model, which contains the following sections:
1. General Provisions.
2. The structure and staffing of the unit.
3. The tasks of the unit.
4. Unit functions.
5. Rights of the unit.
6. Relations (official communications) units with other units of the enterprise.
7. Responsibility of the unit.
Consider the main elements of the text on the example of the design of the situation on the above model.
Position layout
(1) Name of enterprise, organization, institution. The name of the enterprise (organization, institution) that is the author of the document must correspond to that which is enshrined in the constituent documents. If the abbreviation is fixed in the constituent documents, it is also indicated in the document, but placed below the full one (in brackets). In the event that the author is a separate structural unit of the enterprise (branch, representative office), its name is placed below the name of the enterprise. Recall that according to article 55 of the Civil Code of the Russian Federation, a branch is a separate division of a legal entity located outside its location and performing all or part of its functions, including the functions of a representative office. Representation, in turn, means a separate division of a legal entity located outside its location, which represents the interests of the legal entity and carries out their protection.
(2) The stamp of approval. The provisions on the main structural divisions of the enterprise are approved by the director. The position on the unit within the main unit (for example, the bureau within the department) may be approved by the head of the main unit, if such authority is reflected in his job description or position on the unit headed by him.
The stamp of approval of the document should consist of:
1. I affirm the words (without quotes);
2. job title of the person approving the document;
3. signatures, initials, surnames of the official;
4. date of approval.
As a rule, by order of the director of the enterprise on the establishment of a structural unit, the situation is simultaneously approved. In this case, the stamp of approval consists of:
1. the words APPROVED (without quotes);
2. The name of the approving document in the nominative case;
3. dates of the document and its number. For example: APPROVED Order of the General Director of Consent LLC dated 03.22.00 No. 31
(3) Name of structural unit. If the word "POSITION" is the name of the type of document, then the attribute (3) is the heading to the text. It includes a summary of the document and is consistent with the name of the type of document. For example, the regulation on the financial department. The structural unit of the enterprise is an officially allocated management body of a part of the enterprise with independent tasks, functions and responsibility for fulfilling the tasks assigned to it. In this case, we are talking about structural units of the enterprise that do not have the full characteristics of a legal entity and are not separate divisions.
The following types of structural units are distinguished:
1. Management.
2. Services.
5. Departments.
7. Laboratories.
8. Sectors.
9. Plots.
The creation of a unit depends on various factors. First of all, this is the payroll number of employees. The rationale for creating a unit, as a rule, is linked to the standards for the number of employees. They are just designed to determine the required number of employees of a particular unit, the establishment of duties, the distribution of work between performers. So, for example, at enterprises with an average number of employees of more than 700 people, labor protection bureaus are created with a staff of 3-5 units (including the head) or a department - with a staff of 6 units.
At the same time, at a number of enterprises the creation of labor protection departments is allowed with a normalized number of employees of at least 4 full-time units. If we turn to the organizational structure of the federal executive bodies, we can find the following dependence there: the staffing of the department cannot be less than 20 units, the department not less than 10 units, the department (as part of the department) not less than 5 units, departments - not less than 2 units .
The management structure cannot include less than 3 departments. It should be noted that the creation of structural units such as management is characteristic of state authorities and municipal bodies. In private enterprises, the most common is the structuring of departments. Standards of staffing the company determines independently.
However, one cannot fail to take into account the fact that splitting the organizational structure and staffing of the enterprise into small units of 2-3 people, whose leaders do not have the right to make managerial decisions, leads to a "smearing" of responsibility of managers at all levels for their decisions. At the same time, an increase in the degree of responsibility provokes a response from the heads of departments, namely, demands for higher wages.
Regulation on the structural unit (service)
Regulations on structural units (services) can be classified into:
structural regulations;
provisions on collegial and advisory bodies both governing (board of directors, board), and specialized
(scientific council, scientific and technical council, etc.);
provisions on interim bodies (meetings, commissions, councils).
Text structure provisions on the unit (service) is not normatively fixed. A sufficiently stable structure developed by practice, have only the provisions on units, including the following sections:
General Provisions
2. The main tasks.
3. Functions.
4. Rights and obligations.
5. Responsibility.
6. Relationships.
In chapter "General Provisions" Indicate: the full official name of the unit, the date, number and name of the legal act on the basis of which the unit was created and operates, which is guided in its activities, by whom it is headed and
to whom it submits, the order of appointment and dismissal of the head of the unit, the presence of the unit of the press.
In chapter "Main tasks" lists the main problems solved by the unit and determining the nature and directions of the unit.
In chapter "Functions" actions or types of work are indicated,
which must be performed by the unit to carry out the tasks assigned to it. Functions should fully reflect
the specifics of the unit.
In chapter "Rights and obligations" lists the rights that are vested in the unit in the person of its head.
In chapter "Responsibility" the types of disciplinary, administrative, if necessary, and criminal liability that may be incurred by the head of the unit in
in case of failure by the unit of its duties.
In chapter "Relationships"regulated information and documentation flows of the unit; main documents created by him; indicates which units and organizations interact, what information the unit receives and presents, the frequency and timing of submission; in what order and by whom are disagreements being considered.
Division Regulation issued on the general form of the organization. Binding details of this type of documents are: the name of the organization, the name of the type of document, the date and number of the document, the place of compilation, the heading to the text, the signature, the stamp of approval. Unit Regulations subscribe Head of Unit are approved the head of the organization.
Job description
Job description - a legal act issued by the organization in order to regulate the organizational and legal status of the employee, his duties, rights, responsibilities and providing conditions for his effective work.
Job descriptions are developed for all positions provided by the staffing table.
Textjob description consists of the following sections:
1. General Provisions.
2. Responsibilities.
4. Responsibility.
5. Relationships.
Section "General Provisions" includes: the name of the post with the designation of the structural unit; to whom the employee reports directly; the procedure for appointment and dismissal; a list of regulatory, methodological and other documents that guide the employee in this position; qualification requirements (level of education, work experience); requirements for the employee in relation to special knowledge.
In chapter "Responsibilities" the specific content of the employee’s activity is established, the types of work performed by the employee in this position, the nature of the actions performed (“directs”, “prepares”, “approves”, “considers”, “performs”, “provides”, etc.) are listed.
In chapter "The rights" the powers of the employee are established, ensuring the fulfillment of the duties assigned to him:
the right to make certain decisions, to give instructions on specific issues, to independently sign documents within the framework of the competence granted to him, the right to apply with proposals to the head; represent on behalf of the unit or institution in other organizations and the limits of representation; the right to participate in meetings at which issues related to its jurisdiction are considered, the right to request information necessary for work (statistical, economic, etc.), as well as the right to require certain actions from other employees.
In chapter "Responsibility" the criteria for evaluating work and the measure of personal responsibility of the employee are determined. Evaluation criteria are objective indicators characterizing the quality and timeliness of the work. The employee's liability is determined in accordance with applicable law and may be disciplinary, administrative or criminal.
In chapter "Relationships" indicated: from whom, in which
terms and what information the employee receives; to whom, and in
what time frame represents; with whom does he coordinate draft drafted documents; with whom carries out joint training
documents and other issues of informational relationships of the employee with other units, persons, organizations.
Job description issued on the general form of the organization. Binding job description are: name of organization, name of structural
units, date, document number, place of compilation, heading to the text, signature, stamp of approval. Job description subscribes head of structural unit
and approvedthe head (deputy head) of the organization - the curator of this unit or the head
structural unit, if he is granted this right.
Are sighted job descriptions by the heads of interested departments and the legal service (lawyer),
also by other officials on whose actions its implementation may depend.
Date of job description is the date of its approval.
Regulations
Regulation - a legal act establishing the procedure for the management of an organization, collegial or advisory body. The text of the regulation consists of sections, paragraphs and subparagraphs, indicated in Arabic numerals. The rules of work of a collegial or deliberative body determines: the status of a collegial or deliberative body; work planning procedure; the procedure for preparing materials for consideration at the meeting; submission of materials for consideration; the procedure for reviewing materials and making decisions at the meeting; keeping minutes of the meeting; execution of decisions of a collegial or deliberative body; the procedure for bringing decisions to the performers; logistics of meetings. The regulations are drawn up on the general form of the institution. Binding requisites are: name of the institution, name of the collegial or advisory body, type of document, date of document, document number, place of compilation, approval stamp, text, signature.
Regulations approved the head of the organization or the head of a collegial or deliberative body. In the process of preparation, regulations pass discussion stage at a meeting by members of a collegial or deliberative body, as well as harmonization with interested departments and legal services.
Staffing
Staffing - a legal act that defines the structure, number and rank of employees of an organization with an indication of official salaries (in state institutions - with an indication of the category according to the Unified Tariff Schedule).
Staffing issued on standard sheets of A4 paper in landscape orientation with the details of the general form: name of the organization, name of the type of document, date, number of the document, place of compilation, heading to the text, signature, stamp of approval.
The heading to the text indicates the year for which the staffing is compiled. Textstaffing is compiled in tabular form. The codes and names of structural divisions and posts, the number of units by state, official salary, allowances and monthly salary fund for official salaries are indicated.
Responsibility for preparing staffing lies with the Human Resources Department (Personnel Service). Draft staffing endorsed heads of departments, chief accountant, legal service, deputy heads of the organization.
Staffing subscribes Head of Human Resources and approved the head of the organization with the stamp of the seal (or seal of the organization) on the stamp of approval.
Instruction manual
Instruction manual- a legal act containing rules governing
organizational, scientific, technical, technological, financial and other special aspects of the activities of institutions, organizations, enterprises, their divisions, services, officials.
Textinstructions consists of sections with headings and divided into paragraphs and subparagraphs, numbered in Arabic numerals.
The text of the instruction should begin with the “General Provisions” section, which sets out the goals and reasons for publishing the document, the scope of distribution, the grounds for development and other general information. The words “must”, “should”, “necessary”, “not allowed”, “forbidden”, etc. are used in the text of the instruction.
Instructions are drawn up on the general form of the organization. The heading to the instructions indicates the object or range of issues to which its requirements apply, for example: "Instructions on accounting at the enterprise."
Instruction manual subscribes the head of the structural unit that developed it, and is subject to approval. Instructions endorse the heads of all interested departments, the legal service, the deputy head, who oversees the area of \u200b\u200bactivity that concerns the contents of the instruction. Approvedinstructions by the head of the organization.
Documents of an instructional nature may also be called "Rules", "Regulation".
To begin with, we note two important details:
1. The writing of the provisions is relevant if there is a real division of the organization into these very units.
2. The presence of the provisions under review is not necessary for the organization.
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VI. Department interactions with other structural units
I. General Provisions
1. The quality control department is an independent structural unit of the enterprise.
2. The department is created and liquidated by order of the director of the enterprise.
3. The department reports directly to the director of enterprise quality.
4. The quality control department is headed by a chief appointed by order of the director of the enterprise on the recommendation of the director of quality.
5. The head of the quality control department has ____ deputy (s).
6. The duties of the deputy (s) ___________ (determined; distributed) by the head of the quality control department.
7. Deputy (s) and other employees of the department are appointed and dismissed by order of the director of the enterprise on the proposal of the head of the quality control department.
8. In its activities, the department is guided by:
8.1. Charter of the enterprise.
8.2. These Regulations.
II. Department Structure
1. The structure and staffing of the department is approved by the director of the enterprise on the basis of the conditions and characteristics of the enterprise according to the recommendation of the director of quality and the head of the department and in consultation with ____________________ (human resources; organization and remuneration department).
2. The department includes the following structural units:
· Technical Bureau of the JCC
· Bureau (sector, group) of quality control in the shops (BKK)
· Laboratory for External Acceptance Control
· Central measuring laboratory
· Laboratory of chemical analysis
3. The regulations on the departments of the department (bureaus, sectors, groups, laboratories, etc.) are approved by the director, and the distribution of duties between the employees of the departments is made by the head of the department.
III. Department Tasks
1. Ensuring the release of high-quality and competitive products by the enterprise.
2. Prevention of the enterprise producing products that do not meet the requirements of standards and technical conditions, approved samples (standards), design documentation.
3. Material and technical and methodological support (normative and technical and technological documentation, reference materials) of product supplies.
4. Compliance with the terms of delivery, completeness of products under contracts.
5. Strengthening production discipline, increasing the responsibility of all parts of production for the quality of products.
IV. Department Functions
1. Verification of material resources arriving at the enterprise (raw materials, materials, semi-finished products, components) and preparation of conclusions on the conformity of their quality to standards and technical conditions.
2. Drawing up acts of acceptance control on the quality of material resources.
3. Operational control at all stages of the production process.
4. Conducting selective inspection control over the quality of individual technological operations (including transportation), technological equipment and tools.
5. Determination of the range of measured parameters and optimal standards of measurement accuracy.
6. Control over:
- quality, completeness, packaging, preservation of products;
- compliance of products with standards, technical specifications, approved samples (standards), design documentation;
- the presence of the trademark of the enterprise on the finished product;
- the correct storage in divisions of the enterprise and in warehouses of material resources and finished products;
7. Assessment of the grade of products manufactured by the enterprise.
8. Branding accepted and rejected products.
9. Registration in the prescribed manner of documentation for accepted and rejected products.
10. Identify the causes of product non-compliance with the requirements of regulatory and technical documentation, determine the possibility of correcting defects and eliminate defects, and take measures to eliminate them.
11. Conducting repeated checks, lowering the grade of products.
12. Ensuring the withdrawal from circulation of products if it is impossible (inexpediency) to eliminate defects and defects.
13. Analysis and technical registration of defective products.
14. Organization of bilateral exchange of information on the quality of goods with consumers.
15. Reporting the results of control operations, keeping records of product quality indicators, defects and its causes, compiling periodic reports on product quality.
16. Registration of documents certifying the quality of products.
17. Systematic monitoring of the state of the instrumentation of the enterprise.
18. Timely implementation of activities related to the introduction of new norms and standards.
19. Participation in the testing of new product samples, development of technical documentation for these products.
20. Preparation of products for certification and certification.
21. Participation in the development of sections on the quality and completeness of contracts for the supply of products.
23. Development of proposals to improve the quality of products, as well as to increase requirements for the quality of the material resources consumed by the enterprise (raw materials, materials, semi-finished products, components).
V. Rights of the department
1. The quality control department has the right:
1.1. Stop accepting and shipping products in case of:
- inconsistencies of its quality with standards, technical documentation, approved standards, samples;
- inconsistencies in its completeness established by regulatory and technical documentation;
- lack of mandatory established technical documentation;
The head of the quality control department in writing informs the quality director about the termination of acceptance (shipment).
The order of the head of the quality control department on the refusal to pass products may be canceled only on the basis of a written order of the director.
1.2. In case of non-conformity of products to standards at certain stages of production, make proposals to the enterprise management on the suspension of the manufacturing process in the respective structural units of the enterprise, and reject the products themselves.
1.3. Require the heads of all structural divisions:
- carrying out activities aimed at improving the quality of products;
- providing the necessary information for the work of the department;
1.4. In the event of a disagreement on product quality, make the final decision on acceptance or rejection of the product.
When resolving disputes about product quality in court, issue an expert opinion (at the request of the court).
2. The head of the quality control department is also entitled to represent:
2.1. Proposals for rewarding distinguished employees and disciplining workers who do not observe labor and production discipline.
2.2. Conclusions on the facts of damage to values \u200b\u200b(in the preparation of documents for processing the writing off of shortages of values \u200b\u200band damage in excess of the norms of natural loss).
VI. Department interactions with other structural units
To perform functions and exercise rights, the quality control department interacts:
1. With the standardization department on:
1.1. Receipts:
- standards;
- instructions;
- technical conditions;
- other technical documentation for determining the quality of products;
1.2. Provisions:
- suggestions and comments on the documentation provided;
- information on violation of standards and specifications;
2. With the department of the chief technologist on:
2.1. Receipts:
- conclusions on the conformity of material resources (raw materials, materials, semi-finished products, etc.) TU and GOST;
- conclusions on the possibility of using material resources in production;
2.2. Provisions:
- material resources (raw materials, materials, semi-finished products, etc.) for the analysis of their compliance with GOST, TU;
3. With the department of the chief designer on:
3.1. Receipts:
- technical documentation for testing product samples;
- technological maps with tolerance standards in accordance with GOST and TU;
- descriptions of technological processes with indications of quality requirements;
3.2. Provisions:
- information on discovered technological shortcomings and proposals for their elimination;
- proposals to improve product quality;
- generalized information about the quality of products and the amount of marriage;
- test reports and studies of product samples;
4. With the department of the chief mechanic on:
Receipts:
- plans for inspection and repair of equipment;
- quality control equipment repair equipment;
4.2. Provisions:
- proposals for improving product quality;
5. With the department of the chief power engineer on:
5.1. Receipts:
- schedules for preventive maintenance on electrical equipment;
- components for electrical equipment;
- assistance in the repair of electrical equipment;
5.2. Provisions:
- applications for the repair of electrical equipment;
- applications for components for electrical equipment;
6. With the instrumental department on:
6.1. Receipts:
- measuring instrument (including own production);
6.2. Provisions:
- applications for a new instrument;
- acts of writing off a faulty measuring instrument;
7. With a production laboratory and its units on:
7.1. Receipts:
- acts with test results;
Each department solves its tasks. To ensure that all departments of the company work smoothly, approve the regulation on the department - a convenient regulation that fixes the functions of the structural unit and the procedure for interaction with other services.
From the article you will learn:
The regulation on the department is a local organizational and administrative document, often applied in large companies with independent structural divisions. The development of regulations for each department allows you to regulate its daily activities, determine the main tasks, outline the internal structure and distribute areas of responsibility. Such a document can be prepared for each service or laboratory, for individual workshops, sites and bureaus.
At the same time, small businesses with a simple organizational structure and a limited number of employees usually do not need regulations of this kind. If there is no division into independent structural units (departments, services), then the provisions regulating their legal status and establishing the procedure for interaction with other units are not needed. For more information on labor legislation developed specifically for small organizations, read the articles “ . What rules for microenterprises will be useful to other companies? And? Checks: can on employee complaint? ”
Download related documents
Department Regulation: Structure and Content
In order to correctly draw up a regulation on the personnel department, accounting department or any other structural unit of the enterprise in 2018, we recommend using a convenient template.
The model department clause contains the following sections:
- general provisions;
- structure;
- main tasks (missions);
- functions
- rights and obligations;
- responsibility;
- relationships with other units.
In the "General Provisions" section, the full name of the department and the details of the document on the basis of which it is created are indicated, as well as the order of submission is prescribed. Ordinary employees report to the head of the department, who, in turn, reports to the director of the enterprise. In more detail, the structure of the unit is "laid out on the shelves" in the second section of the document: categories of personnel are distinguished, its number is determined.
The “Tasks” section, which sets the direction of the department’s activity, is very important. The employer decides how detailed the wording should be. Usually we are talking only about key areas of activity. For example, if we consider a sample of the provision on the personnel department (personnel service), the list of tasks should include the selection and training of personnel, providing employees with rights and guarantees in accordance with current labor laws and local standards, maintaining personnel records, etc.
Department Approval Order
The last stage is the approval of the “Regulations” by the head of the organization (of course, in the absence of objections to the proposed project). If the content or execution of the document does not suit the management of the company, it is sent for revision.
There are two ways to approve a local normative act: issue a separate order or put the stamp “Approve” on the document itself. An employer who chooses the first method draws up an order approving the free-form regulations for the department. As a template, you can use the sample order on the approval of the internal labor regulations or any other normative act:
Download at .doc
Download at .doc
Changes and amendments to local regulations are introduced as necessary. If in the future there is a need to review the situation, use the recommendations of experts (see the articles “How to develop and approve in the organization ”,“ How long does it take to notify and other personnel issues ”).
Regulation on the structural unit - a document that defines: the procedure for the creation (formation) of the unit; the legal status of the unit in the structure of the organization; division structure; tasks, functions, rights and responsibilities of the unit; the order of interaction of the unit with other structural units of the organization.
Regulation on the structural unit
1 Code for OKUD 0211111
2 Number of copies 2 or more
3 A4 format
4. Shelf life
5 Developer Production Management Organization Engineer, HR Specialist
The procedure for developing this document is similar to the procedure for developing job descriptions. Therefore, in this section we restrict ourselves only to consideration of position models and give recommendations on the development of some sections.
One of the simplest is a layout in which sections are highlighted:
1. General Provisions.
2. The main tasks of the unit.
3. Unit functions.
Also in the layouts of the provisions you can find the following blocks:
1. The organizational structure of the unit.
2. Rights of the unit.
3. Relations (service relationships) units with other units.
4. Responsibility of the unit.
Now briefly on each of the sections.
Section 1. "General Provisions"
1.1 the place of the unit in the management structure of the organization
Indicate whether the unit is independent or part of another unit
1.2 the Procedure for the creation, reorganization and liquidation of the unit
It is determined: who (the body or official) creates the unit, with what documents; who decides on the reorganization or liquidation of the unit
1.3 Subordination
It is indicated to which of the management (the head of the organization or his deputies, other senior employees) an independent unit is subordinate. Subordination is determined by the structure of the organization.
1.4 Division management
1.5 Fundamental legal documents that guide the unit in its activities
It is indicated which official manages the activities of the unit, in what order is the appointment and dismissal made, qualification requirements for him
1.6 Planning the activities of the unit
It is indicated according to what plans the unit is working
1.7 Forms of reporting on the activities of the unit
Here you can indicate in what order the unit reports: submits a written report once a month (quarter, year); the head of the organization hears the report of the head of the unit; other forms
1.8 Explanation of terms used
Provided if the units perform specific functions and are characterized by special terminology
Section 2. "The main tasks of the unit." The main tasks of the unit, as a rule, are determined on the basis of the distribution matrix of management functions. If an organization does without it, the basis can be taken from the provisions of the Qualification Directory of positions of managers, specialists and other employees. If the unit includes structural units, then a breakdown of tasks is recommended in the same areas.
Section 3. “Unit functions”. In developing this section, the distribution matrix of control functions is also used. If there is none, then you can use the Qualification Directory of the positions of managers, specialists and other employees - to "derive" functions from the duties of the heads of the respective departments. It will help determine the functions of the structural unit and GOST 24.525.5-81 “Management of a production association and an industrial enterprise. Resource management. The main provisions "*.
* M .: Gosstandart of the USSR, 1981.
The structure of the section “Unit Functions” can be presented in the form of text or tables, diagrams. For example, for a provision on the legal department:
III. Functions
Function Name
Title of the document
Definition of contractual relationship forms
Contractual arrangements
Preparation of draft contracts
1. Draft contracts
2. Preliminary agreements
Coordination of draft contracts with contractors
1. Dispute Protocols
2. Dispute Resolution Protocols
The tabular form is convenient. The only difficulty is that the document is not the result of any function, therefore, dashes will be put in front of individual functions.
In order to ensure that the same functions are not duplicated in the regulations on different departments, you can use the method that is used in the development of job descriptions (see recommendations for the development of the section “Job responsibilities” of the job description in paragraph 3.1 of paragraph 3 of this chapter - p. 61 ) But, in principle, the use of a matrix of the distribution of control functions should exclude duplication.
Section 4. "Organizational structure of the unit." The name of this section may be different, for example, “Structure” or “Structure and staffing”.
Proposals for the structure of the unit are developed by the head of the unit together with the department of organization and remuneration. As the unit operates, the structure may change.
The structure of the unit can be given by a simple enumeration, for example: “The personnel department includes: the reception sector, the dismissal sector, the accounting sector, the employee counseling sector.” The structure can also be represented in the form of a diagram, for example:
HUMAN RESOURCES DEPARTMENT
Reception bureau (sector, group)
Bureau (sector, group) of accounting
The scheme may be more complex - to reflect the relationship between the structural units that make up the unit.
In the “Structure” section, you should also determine the approval procedure for the provisions on the structural units of the unit.
In small organizations, units may not be structured into smaller units. In this case, the groups of specialists performing work in certain areas, or in general individual specialists, are indicated, and it is also determined in what order the job descriptions of the unit’s specialists are approved.
This section also indicates the staff size of the unit. It can be driven in the position itself or executed as a separate application.
Section 5. "Rights of the unit." Before developing this section, we recommend that you pay attention to the procedure for developing the “Rights” section of job descriptions (see paragraph 3.1 of paragraph 3 of this chapter - p. 66). In contrast to the job description, the provision on the unit gives the rights not to the individual employee, but to the entire unit. If you want, you can "paint" the rights of workers. But it is best to give a list of rights common to the head of the unit and its employees and to allocate the rights of the head as a separate block. Giving the latter rights, preference should be given to functional rights, since his labor rights are the same as those of the unit's employees.
We give a very general example of the section “Rights” of the provisions on the personnel department:
1.1. To control on issues within the competence of the department, the activities of the structural divisions of the organization and individual specialists.
1.2. Request information, documentation and materials from structural divisions necessary to resolve issues related to the implementation of tasks assigned to the department.
1.3. Invite representatives of third-party organizations to resolve issues within the competence of the department.
1.4. To submit, through the Deputy General Director for Human Resources, for consideration by the General Director, proposals on issues within the competence of the department.
3. The head of the department has the personal right:
3.1. Participate in the selection of department employees for vacant positions.
3.3. To represent by proxy the interests of the organization on personnel selection in employment services, recruitment agencies.
3.4. To participate in the preparation and coordination of the organization’s plans regarding personnel.
3.6. By agreement with the Deputy General Director for Personnel, involve experts, specialists in the field of personnel management of third-party organizations for consultations, preparation of conclusions, recommendations and proposals.
5. The employees of the department are entitled to:
5.2. Require officials of the organization to comply with labor laws and eliminate violations of labor laws.
In developing this section, you should use the recommendations in paragraph 3.1 “Job Descriptions” of this book, as well as analyze the following options for provisions.
Section 6. “Relations (official relations) of the unit”. All recommendations on the preparation of the section of the same name, but only job descriptions, are given in paragraph 3.1 "Job Descriptions" of this book. It is only necessary to pay attention to the fact that the interaction of units, rather than individual employees, is “signed”. Therefore, first of all, you need to focus on official relations between the heads of various departments, and secondly (if there is a need) - on coordination of official relations between ordinary employees of the departments (i.e., to determine whether you need to get consent from the head of your department, you need to whether to coordinate their actions with the head of another unit before interacting with its employees).
The design methods (text, diagrams, tables, etc.) can be the same as those specified in clause 3.1 “Job descriptions” of this handbook.
Section 7. "Responsibility of the unit." The procedure for developing this block of provisions is also largely similar to the procedure for compiling the “Responsibility” section of the job description (see paragraph 3.1 of paragraph 3 of this chapter - p. 69). Meanwhile, there are features. So, it is desirable in the position, along with the responsibility of the entire unit, to highlight the responsibility of its head, since, as a general rule, he is guided by the situation in his activities and in most organizations job descriptions for him are not developed.
It is possible to divide responsibility into personal (for example, department head) and collective (employees of the unit).
If the developer does not have enough of the above sections, we recommend the following text structures of the provisions on units:
Option 1
1. General Provisions.
2. The main tasks.
3. The structure and staffing.
5. Leadership (management).
6. Means.
7. Control, verification and audit of activities.
8. Change, termination of activity.
Option 2
1. General Provisions.
2. The main goals and objectives.
3. Functions.
4. Rights and obligations.
5. Interaction.
6. Responsibility.
7. Promotions.
8. Property and means.
9. Organization of activities.
10. Labor relations.
11. Structure and staffing.
Regulations on structural units are drawn up by the organization and remuneration department or the labor organization laboratory (bureau). If there are no such units, you can assign this function to the legal department or the personnel department. The development can be entrusted to individual specialists, for example, an engineer for the organization of production management.
General control and management of the development of regulations on structural units is carried out by the deputy head of the personnel management organization.
The regulation on the structural unit must contain the following details:
1. Name of organization.
2. Name of the document.
3. Date and number.
4. Title to the text (name of the structural unit).
5. The stamp of approval.
7. Signature of the developer.
8. Visa approval (if the provision is subject to external approval, then the stamp of approval).
The list of people who must apply for their visas is usually determined by the head of the organization in accordance with the order on the distribution of duties, as well as on the basis of operograms. In order to avoid inaccuracies and duplication of individual functions, official relationships, and, consequently, subsequent disagreements between the leaders of various units, it is practiced to visually review the position of a particular unit by the leaders of those units with which it interacts. If the number of visas is more than 3, then they are issued on a separate page or in the form of a separate “Approval Sheet”.
A number of organizations provide for the endorsement of provisions on divisions by the head of the legal department or the organization’s lawyer.
The head of the organization approves the regulations on structural divisions. Other leading employees (for example, deputy heads of the organization, supporting the activities of groups of divisions) can be granted the approval right.
The position should be familiarized with the employees of the unit. This can be a column on familiarization or a column on bringing the situation to the attention of employees. In this case, signatures are affixed in order of precedence (first the head of the unit, then all the rest). To fix the familiarization with the situation, the method indicated for job descriptions and consisting in the compilation of the familiarization sheet can also be used.
The basis for amending the regulation on the structural unit is the order of the head of the organization. The procedure and methods for its execution are similar to the order of execution of the order on amendments to the job description. However, it should be borne in mind that the introduction of amendments to the regulation on the structural unit may, and in some cases should lead to a review of the job descriptions of the employees of this unit.
In order to show different position models, the samples below are designed for one department - the personnel department. Samples of provisions for other units (over 60) are given in the practical manual “Personnel of the enterprise. 60 sample regulations on departments and services ”*.
* Schur D.L., Trukhanovich L.V. Personnel of the enterprise. 60 Model Provisions for Departments and Services: A Practical Guide. 2nd ed. - reslave. and add. - M.: Publishing House "Case and Service", 2002.
Position pattern
(option 1)
CJSC "Alkotrade"
I affirm
(name of company)
CEO
POSITION
O. A. Onufriev
(signature)
(full name)
About HR
(name of unit)
1. General Provisions
1.1. The personnel department is an independent structural unit of the organization, subordinate directly to its head.
1.2. The personnel department is headed by a chief.
1.3. The appointment and dismissal of the head of the personnel department is made by order of the Director General.
2. The main tasks of the personnel department
2.1. Organization and conduct of work on the selection, placement and training of personnel.
2.2. The study of the qualities of workers in their practical activities.
2.3. Creating a reserve of personnel for promotion to leadership and financially responsible positions.
2.4. Organization of all types of accounting and reporting on personnel.
3. HR functions
Human Resources Department:
3.1. Develops proposals on the nomenclature of positions of employees appointed and dismissed by the Director General.
3.2. Together with the heads of interested departments, it selects employees and makes appropriate proposals for their appointment to these positions, draws up the necessary documentation for this.
3.3. Together with the heads of departments, studies the business and moral qualities of workers in the process of their practical activities and makes proposals on the movement and promotion of workers.
3.4. It provides certification of employees, carries out constant monitoring of the implementation of the recommendations of the certification committee.
3.5. In accordance with the requirements of labor legislation, with the participation of the heads of departments, he makes proposals on the release and movement of workers and makes the necessary registration.
3.6. Taking into account the development of the organization, it determines the need for specialists and workers in the mass professions, and determines the sources of staff replenishment.
3.7. Takes measures for the placement of young specialists and ensures their correct use.
3.8. Considers complaints and applications of employees on the issues of admission, relocation and dismissal, violation of labor legislation, makes proposals for resolving these complaints.
3.9. Keeps records of employees of the organization, in the prescribed manner draws up and stores their personal files and other personnel documents.
3.10. It receives, fills, stores and issues work books.
3.11. It monitors the timely provision of regular vacations to employees.
3.12. Together with the legal department, controls the correctness of the organization and the application of liability to employees of the organization.
3.13. Together with other departments, makes proposals and prepares relevant documentation on employee awards and other incentives.
3.14. Prepares reports on personnel in approved forms.
3.15. On behalf of the organization, he represents on human resources issues in state and municipal bodies, organizations, enterprises and institutions.
The personnel department, within its competence, has the right:
4.1. To request the necessary data about employees in the structural units, and when hiring and moving employees, the opinion of the heads of the respective structural units.
4.2. Require the submission of relevant documents and materials (employment books, copies of diplomas, etc.) when hiring and in other established cases.
4.3. To monitor compliance with labor laws in the structural units, as well as the procedure for providing the established benefits and advantages.
4.5. To make proposals to the organization’s management on work with personnel, including on improving the work of workers.
5. Leadership
5.1. The department is headed by the head of the personnel department.
5.2. Head of Human Resources:
Organizes the work of the department;
Takes measures to improve the work of the department;
It provides interaction with other structural units.
5.3. The head of the personnel department is personally responsible for the implementation of the tasks assigned to the department.
5.4. Job duties, rights and responsibilities of personnel department personnel are established by job descriptions.
I. M. Sverdlov
(signature)
(full name)
Head of the legal department
K.V. Almazov
(signature)
(full name)
Familiarized with the provision
Head of Human Resources
VK. Smirnova
(position)
(signature)
(full name)
(position*)
(signature)
(full name)
Position pattern
(option 2)
CJSC "Alkotrade"
I affirm
(name of company)
CEO
(director; deputy director for personnel; other official authorized to approve the job description)
POSITION
O. A. Onufriev
(signature)
(full name)
About HR
(name of unit)
I. General Provisions
1. The personnel department is an independent structural unit of the organization.
2. The department is created and liquidated by order of the general director.
3. The department reports directly to the CEO *.
* May also report to the Deputy General Director for Human Resources.
4. The department is headed by the head *, appointed by order of the Director General.
* The head of the personnel department may be the deputy director for personnel.
5. The head of the department must have a professional education and experience in organizing personnel management in engineering and management positions for at least 5 years.
6. In its activities, the department is guided by:
6.1. The Constitution of the Russian Federation.
6.2. The Labor Code of the Russian Federation and other regulatory legal acts containing the norms of labor law.
6.3. Charter.
6.4. Staff Regulations.
6.5. These Regulations.
7. The work of the department is carried out according to annual and quarterly plans.
8. The head of the department once a quarter * submits to the general director a report on the work of the department.
* Other regularity may be indicated.
II. Structure
1. The structure and staffing of the department is approved by the Director General, based on the conditions and characteristics of the organization, on the proposal of the head of the personnel department and in consultation with the department of organization and remuneration.
2. The human resources department includes structural units (groups, sectors, bureaus, sections, etc.) according to the scheme below *.
* Other structural units may be formed in the personnel department, for example, a bureau (sector) for applying for pensions, for monitoring the state of labor discipline, etc.
HUMAN RESOURCES DEPARTMENT
Reception bureau (sector, group)
Dismissal bureau (sector, group)
Bureau (sector, group) of accounting
Bureau (sector, group) of employee counseling
3. The distribution of duties between employees of the bureau (sectors, groups) is carried out by the head of the personnel department.
4. The main specialists (heads) of the bureau (sectors, groups, etc.) as part of the personnel department, other employees of the department are appointed to posts and dismissed by order of the Director General on the proposal of the head of the personnel department.
5. The employees of the department in their activities are guided by job descriptions.
III. Tasks
1. Selection, placement and training of personnel.
2. The study of the business and moral qualities of workers in their practical activities.
3. Accounting personnel.
4. Ensuring the rights, benefits and guarantees of employees of the organization.
5. Monitoring the state of labor discipline in the organization.
IV. Functions
1. Development of personnel policies and organization strategies.
2. Development of forecasts, determination of the current need for personnel and sources of satisfaction based on the study of the labor market.
3. Ensuring the organization of human resources for workers, employees and specialists of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the organization, changing the external and internal conditions of its activities.
4. Formation and maintenance of a data bank on the quantitative and qualitative composition of personnel.
5. The selection and selection of employees together with the heads of interested departments and making appropriate proposals on their appointment to these positions, execution of orders for hiring and other necessary documentation.
6. Development of proposals for admission to the competition in accordance with the procedure established by law, preparation and organization of work of the competition commission.
7. Informing employees of the organization about available vacancies; using the media to hire workers.
8. Establishment of direct links with educational institutions and employment services.
9. Registration of the reception, transfer and dismissal of employees in accordance with labor laws, regulations, instructions and orders of the Director General.
10. Accounting personnel.
11. Issuance of certificates of the present and past employment of employees.
12. Reception, filling, storage and issuance of work books.
13. Maintaining established personnel documentation.
14. Preparation of materials to present staff for incentives.
15. Preparation of materials on bringing employees to material and disciplinary liability.
16. The placement of personnel on the basis of an assessment of their qualifications, personal and business qualities.
17. Control over the correct placement of workers and the use of their labor in the structural divisions of the organization.
18. The study of professional, business and moral qualities of workers in the course of their work.
19. Organization of certification of employees of the organization, its methodological and information support, participation in the analysis of certification results, continuous monitoring of the implementation of decisions of the certification commission.
20. Preparation of relevant documents on pension insurance and their submission to the social security authorities.
21. Issuance of certificates of work in the organization, position and salary.
22. Ensuring social guarantees for workers in the field of employment, compliance with the procedure for employment and retraining of retired workers, providing them with established benefits and compensations.
23. Scheduling vacations, accounting for employees using vacations, arranging regular vacations in accordance with the approved schedule and additional vacations.
24. Registration and accounting of business trips.
25. Time records.
26. Monitoring the state of labor discipline in the organizational units and compliance with the internal rules by employees.
27. Analysis of staff turnover.
28. Development of measures to strengthen labor discipline, reduce staff turnover, loss of working time, control over their implementation.
29. Consideration of complaints and applications of employees on the issues of admission, movement and dismissal, violation of labor legislation.
30. Taking measures to identify and eliminate the causes of complaints of employees.
1. The personnel department, in order to fulfill the functions assigned to it, has the right to:
1.1. To supervise in structural divisions the observance of labor legislation in respect of employees, the established procedure for providing benefits and advantages.
1.2. To request the necessary data about employees in the structural divisions, and when hiring and moving employees, the opinion of the heads of the respective structural divisions.
1.4. To give binding instructions to heads of structural divisions on issues related to the competence of the department
1.5. Correspondence on personnel selection issues, as well as on other issues falling within the competence of the department and not requiring coordination with the general director.
2. The rights granted to the department are exercised by the head of the department, as well as employees of the department in accordance with the distribution of duties established by job descriptions.
3. The head of the personnel department is vested with the following rights:
3.1. Submit proposals to the Director General on issues within the competence of the department.
3.2. Make suggestions on the activities of other parts of the organization.
3.3. To represent in the prescribed manner on behalf of the organization on issues related to the competence of the department in relations with state and municipal bodies, as well as other enterprises, organizations, institutions, including employment agencies and employment services.
3.4. Participate in the preparation and coordination of organization plans in terms of personnel.
3.5. Give subordinate employees mandatory instructions.
3.6. By agreement with the General Director, to attract experts, specialists in the field of personnel management from outside organizations for consultations, preparation of conclusions, recommendations and proposals.
3.7. Dispose of the allocated labor, material, financial and technical resources and distribute them among structural units.
4. The head of the personnel department signs (endorses) documents related to the selection and movement of personnel, accounting forms.
5. The personnel department personnel are entitled to:
5.1. Visit the organization’s departments to monitor the state of labor discipline, compliance with the labor rights of workers.
5.2. Require officials of the organization to comply with labor laws.
5.3. Set deadlines and monitor compliance.
5.4. In case of violations of labor legislation, draw up acts, memos, reports and submit them to the legal department for legal analysis and subsequent referral to the Director General for prosecution.
5.5. Attend meetings and participate in the discussion of issues falling within the competence of the department.
VI. Relationships (official relationships)
To perform functions and exercise rights, the human resources department interacts with organizational units according to the following scheme:
Division Name
Documents and Information
Gets
Provides (directs)
All structural units
Applications for workers and employees
Employee Promotion Decisions
Promotional Submissions
Extracts from orders (copies of orders) on personnel (at the request of department heads)
Characteristics per employee
Approved vacation schedule
Materials for bringing employees to disciplinary and material liability
Copies of orders on the encouragement of employees, on the imposition of disciplinary sanctions
Explanatory notes from violators of labor and production discipline
Instructions for the Elimination of Labor Law Violations
Draft vacation schedules by unit
Certification Commission Decisions
Materials on business travelers
Copies of business orders
General accounting
Salary certificates for pensions
Materials for issuing certificates to employees about work in the organization, position and salary
Draft orders on the admission, dismissal and movement of financially responsible persons
Information on financially responsible persons
Draft liability agreements
Time sheets
Vacation schedule
Temporary incapacity for work certificates
Information on changing the name of the employee
Orders on business trips, other documents for payment of business trips
Court writ for deduction from employees wages
Department of organization and remuneration
Staffing
Information on the hiring, transfer and dismissal of employees
Schemes of official salaries, surcharges, allowances to wages
Information on the payroll number of employees
Labor Standards
Staff turnover certificates
Staff Regulation
Reports, statements on the state of labor discipline
Regulation on material and moral incentives for employees
Discipline Statement
Regulations on structural units of the organization
Payroll and headcount calculations
Calculations of the need for workers and employees
Training department
Schedules of sending executives and employees to educational institutions for advanced training
Calculations of the need for qualified personnel
Training plans, retraining, advanced training
Information on the qualitative composition of workers and employees
Information about student performance and terms of study
Employee lists
Results of final exams, qualification tests, professional skills contests
Draft employment contracts with teachers and instructors
Proposals for the composition of certification commissions
Information on candidates for the posts of teachers and instructors
Legal department
Information on changes in labor legislation, social security legislation
Draft employment contracts with senior employees of the organization
Labor regulations
Applications for the search for the necessary regulatory legal acts clarifying the current legislation
Clarification of applicable labor law and its application
Orders for sight
VII. Responsibility
1. Responsibility for the proper and timely execution by the department of the functions provided for by these Regulations lies with the head of the personnel department.
2. The head of the personnel department shall be held liable for:
2.1. Inadequate organization of the department to carry out tasks and functions assigned to the department.
2.2. Untimely and poor-quality preparation of documents.
2.3. Inadequate record keeping in accordance with applicable rules and regulations.
2.4. Providing inaccurate information on issues within its competence.
2.5. Failure by employees of the department of labor and production discipline.
2.6. Failure to take measures to eliminate large-scale violations of labor discipline in the organization.
2.7. Failure to preserve the property located in the department and non-compliance with fire safety rules.
2.8. Inconsistency with the current legislation of the draft orders, instructions, regulations, decrees and other documents endorsed (signed) by it.
2.9. Irrational use of labor and material resources.
3. The head of the personnel department for committing offenses in the course of his activities shall be held liable in the manner prescribed by labor, administrative, criminal legislation.
4. When assessing the business qualities of the organization’s employees, the personnel department employees must proceed only from officially obtained data and materials and are not entitled to disclose available data about the personal lives of employees.
5. The responsibility of employees of the personnel department is established by their job descriptions.
Head of the department of organization and remuneration
I. M. Sverdlov
(signature)
(full name)
* Visas of heads of structural units with which the department interacts, other officials.
Head of the legal department
K.V. Almazov
(signature)
(full name)
Familiarized with the provision
Head of Human Resources
VK. Smirnova
(position)
(signature)
(full name)
(position*)
(signature)
(full name)
* Positions, signatures of other employees of the personnel department, dates of familiarization.
Position pattern
(option 3)
CJSC "Alkotrade"
I affirm
(name of company)
CEO
(director; deputy director for personnel; other official authorized to approve the job description)
POSITION
O. A. Onufriev
(signature)
(full name)
About HR
(name of unit)
1. General Provisions
1.1. These Regulations determine the main tasks, functions, rights and responsibilities of the personnel department of the closed joint-stock company Alkotrade (hereinafter - the joint-stock company).
1.2. The personnel department in its activities is guided by the labor legislation of the Russian Federation, the Charter of the joint-stock company, the Regulation on personnel, rules and standards of documentation support, other regulatory legal and normative-methodological documents on personnel work.
1.3. The personnel department is an independent structural subdivision of the joint-stock company and reports to the general director.
1.4. The staff size and structure of the department are determined by the general director of the joint-stock company.
1.5. These Regulations determine the procedure for the selection, placement and training of personnel, personnel records, management of labor discipline in a joint-stock company.
1.6. Direct management of the work of the department is carried out by the head of the personnel department, whose position is appointed by order of the general director to a person with higher professional education and experience in organizing personnel management in engineering and management positions for at least 5 years.
1.7. For the period of absence of the head of the department (vacation, business trip, illness, etc.), his duties are assigned to the senior human resources engineer, who acquires the appropriate rights and is responsible for non-fulfillment of duties.
2. The main goals and objectives of the department
2.1. The main goal of creating a personnel department is to implement a personnel policy in a joint-stock company.
2.2. The main tasks of the department are:
Selection, placement and training of personnel;
Registration and personnel records;
Ensuring the rights, benefits and guarantees of employees of the joint-stock company;
Monitoring the state of labor discipline in a joint-stock company.
3. Department functions
To solve the tasks, the personnel department performs the following functions:
3.1. Develops a personnel policy, as well as a set of measures for its implementation.
3.2. Makes up the need for personnel and determines the sources of its satisfaction on the basis of the study of the labor market.
3.3. It provides the joint-stock company with the staff of workers and employees of the required professions, specialties and qualifications in accordance with the goals, strategy and subject of the joint-stock company.
3.4. Generates and maintains a data bank on the quantitative and qualitative composition of personnel.
3.5. Together with the heads of structural divisions, it selects and selects employees and makes proposals on their appointment to positions.
3.6. Informs the employees of the joint-stock company of the available vacancies.
3.7. Establishes links with educational institutions, employment services, recruitment agencies for staff recruitment, as well as the media for posting job advertisements.
3.8. Executes the reception, transfer and dismissal of employees in accordance with labor laws, regulations, instructions and orders of the general director of the joint-stock company.
3.9. Keeps records of personnel, established personnel documentation.
3.10. Issues certificates of labor activity of employees, position held and the size of wages.
3.11. Carries out the reception, filling, storage and issuance of work books.
3.12. Prepares materials to represent employees for incentives, to bring employees to material and disciplinary liability.
3.13. Together with the heads of structural divisions, it arranges personnel based on an assessment of their qualifications, personal and business qualities.
3.14. Organizes the certification of employees of the joint-stock company, its methodological and information support.
3.15. Analyzes the results of certification.
3.16. Organizes, in accordance with regulatory legal and methodological documents, checks in the divisions of a joint-stock company:
Compliance with the correct use of labor in structural units;
States of labor discipline;
Execution of decisions of the certification commission.
3.17. Carries out the accounting and analysis of the results of inspections and, if necessary, the intervention of the General Director informs him of existing violations and how to eliminate them.
3.18. Prepares documents for registration of pensions and submits them to the social security authorities.
3.19. Provides social guarantees for workers in the field of employment, compliance with the procedure for employment and retraining of retired workers, providing them with established benefits and compensations.
3.20. Draws up a vacation schedule, keeps records of employees using vacations, draws up vacations in accordance with the approved schedule.
3.21. Draws up business trips and keeps records of business trips.
3.22. Provides maintenance of personnel records.
3.23. It develops measures to strengthen labor discipline, reduce staff turnover, loss of working time, and monitors their implementation.
3.24. Considers complaints and applications of employees on the issues of admission, movement and dismissal, violation of labor legislation.
3.25. Takes measures to identify and eliminate the causes of complaints of employees.
4. Rights of the department
4.1. The personnel department has the right:
To request the necessary data about employees in the structural divisions, and when hiring and moving employees - the opinion of the heads of the respective structural divisions;
To exercise control over the activities of any structural unit of the joint-stock company in compliance with labor legislation, the Internal Labor Rules, as well as on other issues within its competence;
Participate in the work of the commissions, which consider personnel issues, as well as hold meetings on issues within the competence of the department;
Introduce proposals, acts, and conclusions on holding managers of structural divisions accountable for violations of labor laws that they have made to the management of the joint-stock company.
4.2. The specific rights of the department head and department employees are established by job descriptions.
5. Responsibility
5.1. The human resources department is collectively responsible for:
The quality and timeliness of the tasks and functions assigned to the department, as well as for the full realization of the rights granted to the department;
Compliance with labor laws;
The correctness, completeness and quality of measures to implement the personnel policy in a joint stock company.
5.2. Individual (personal) responsibility of department employees is established by job descriptions.
6. Interaction
6.1. The personnel department performs its functions in close contact with all structural divisions of the joint-stock company on the issues of staff placement, the preparation of personnel documentation, the application of incentives and penalties to employees, certification, vacations, and labor discipline.
6.2. To perform its functions and exercise the rights granted, the human resources department interacts:
With the main accounting department on the exchange of information: on the wages of employees; staff size; time tracking; financial support for vacations, business trips, layoffs; other objects and objects;
With the department of organization and remuneration on the exchange of information: on the management structure; staffing table; salary schemes; payroll; labor standards; personnel requirements calculations; hiring, moving and firing workers; staff turnover; other objects and objects;
With the personnel training department on the exchange of information: on the needs for qualified personnel in certain positions, specialties, and professions; high-quality staff; the procedure for sending executives and specialists to educational institutions for advanced training; lesson plans information about student performance and terms of study; the results of final exams, qualification tests, professional skills contests; composition of certification commissions; other objects and objects;
With the economic department for the provision of office equipment, stationery, as well as for the repair of the premises assigned to the personnel department.
6.3. Interaction with the structural units of the joint-stock company should not go beyond the competence of the personnel department, and also lead to the fulfillment of the functions of the personnel department by other departments.
7. Logistics
7.1. The material and technical basis of the department’s activities is made up of the premises assigned to it, furniture, office equipment, computer equipment, software, documents necessary to fulfill the tasks assigned to the department.
7.2. The employees of the department bear individual and collective responsibility for the safety of property and funds assigned to the department.
8. Organization of work
8.1. The work of the personnel department is carried out in accordance with the approved plans.
8.2. Department plans are drawn up by the department head.
8.3. The instructions of the department head are mandatory for subordinate employees.
8.4. Department employees perform the functions assigned to the department. It is prohibited to require employees to perform duties not specified in the employment contract and not specified in the job descriptions.
8.5. For high-quality and full performance of functions in the department, groups of employees are created that are responsible for the following areas:
2) dismissal;
3) moving, vacation, business trip;
4) the study and evaluation of personnel;
5) the state of labor discipline;
6) registration of pensions.
8.6. The staff of the department is 12 people.
9. Changes
Changes and additions to these Regulations are agreed with the head of the personnel department and are made to the Regulation on the basis of the order of the general director.
Application:
1. Floor plans, list of material and technical
2. Job descriptions of employees of the department (12 pcs.).
Head of the department of organization and remuneration
I. M. Sverdlov
(signature)
(full name)
* Visas of heads of structural units with which the department interacts, other officials.
Head of the legal department
K.V. Almazov
(signature)
(full name)
Familiarized with the provision
Head of Human Resources
VK. Smirnova
(position)
(signature)
(full name)
(position*)
(signature)
(full name)
* Positions, signatures of other employees of the personnel department, dates of familiarization
Schur D.L., Trukhanovich L.V.
- HR administration
Keywords:
1 -1
Department Regulation - This is an internal organizational and administrative document establishing the status, functions, rights, duties, responsibilities and communications of the structural unit of the enterprise (organization). In this definition and further on, a department means any structural unit, including a service, a group, a bureau, a unit, a laboratory, etc.
Typical department clauses may include the following sections:
1. General Provisions, where the full name of the department, the date, number and name of the document on the basis of which it was created and acts, what guides in its activities, to whom it is subordinate, the procedure for the appointment and dismissal of the head, etc.
2. Main tasksdefining the purpose and direction of the unit.
3. Functions, i.e. types of work (actions) that the department must carry out to carry out the tasks assigned to it.
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