The role of the job description in the organization. The role and tasks of job descriptions

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION

SAINT PETERSBURG STATE UNIVERSITY OF ECONOMY

DEPARTMENT "State and municipal management"

TEST

By discipline: Documentation management

On the topic: Job description, its importance, drafting rules

Executed Khusnudinova G.G.

Checked by: Naumova Tatyana Vladimirovna

Lomonosov, 2013

Introduction

1. Job descriptions: concept, meaning
2. Methods of registration and the rule for compiling a job description
Conclusion
Bibliography
Introduction
The topic “Job instruction, its importance, drafting rule” is very relevant at the present time, since in any organization the activities of personnel are determined by various regulations, the most common of which are just job descriptions. And far from always they are drawn up in accordance with the Tariff and Qualification Characteristics for industry-wide positions of employees. When applying for a job, each person must familiarize himself with the job description developed for him by the personnel service or the head of the structural unit (signed by the head of the structural unit and approved by the head of the organization), on the basis of which an employment contract will be concluded. But, unfortunately, not everyone is familiar with the rules for drawing up this regulatory legal act and the requirements for registration. In addition, recently, in connection with the introduction of the new Labor Code, some managers offer subordinates to write their own job description. In this case, a person really needs to have certain knowledge in this area.
1. Job descriptions: concept, meaning
A job description is a document widely used in practice, which regulates in detail all the main points related to the performance of work in a particular position. It defines the qualification requirements for applicants for a particular position, the functions of the employee, his rights, duties, and responsibilities. In many organizations, there is a division: job descriptions are developed for the positions of managers, specialists and employees, and work instructions are developed for the positions of workers. This is a purely technical issue: no matter how you call these documents, their essence and purpose do not change. Further, for all such documents in the article, a common name will be used - job descriptions.
Thus, the job description is an organizational document and is created in order to:
fixing the types of work, specialization of the employee;
Establishing qualification requirements for a particular position;
elimination of parallelism and duplication in the performance of individual operations;
Establishing relationships between individual positions;
Delimitation of duties and rights of employees;
Establishing their measure of responsibility;
Evaluation of the performance of each individual employee.
As already noted, the Labor Code of the Russian Federation and other regulatory legal acts do not regulate the issues of drafting, approving and applying job descriptions. There are only a few letters on this topic from the Federal Service for Labor and Employment (Rostrud), which, despite their official nature, are not regulatory documents and can only be used as recommendations. But these recommendations of Rostrud should be heeded.
Despite the fact that the legislation does not establish the obligation of employers to have job descriptions for staff and, therefore, there is no liability for the absence of job descriptions, almost all employers still prefer to use job descriptions. Their absence can give rise to various adverse consequences. For example, in the absence of an instruction that clearly regulates the rights, duties and responsibilities of an employee, the employer may unreasonably bring him to disciplinary liability for actions (inaction) that, in the opinion of the employer, are a violation of labor discipline, but in fact this is not provided for by any documents. Thus, the employer will violate the labor rights of the employee and, possibly, “run into” litigation, administrative liability, etc.
But the most important thing about job descriptions is that they play a huge role in the process of organizing the work of workers, in the rational use of labor resources, in structural intra-production relations, and in maintaining labor discipline. Well-designed job descriptions help to solve the following issues:
- eliminate duplication functional duties several employees in the performance of certain works;
- establish the subordination of employees, ensure their interaction in the labor process;
- objectively and impartially assess the activities of the employee in cases where it is necessary (when increasing qualification levels, when enrolling in the personnel reserve, when deciding whether the issue of compliance with the position held, etc.);
- delineate the responsibility of employees for the work performed, apply disciplinary sanctions for non-performance (improper performance) of labor duties only if there are sufficient grounds arising from the job description.
Ultimately, all this has a positive effect on the performance of both individual employees and the organization as a whole.
It should be borne in mind that the job description is not developed for a specific employee, but for a specific position. It is impersonal and regulates the performance of work in this position, regardless of who occupies it and how many employees of the organization work in such positions.
In its letter dated August 9, 2007 No. 3042-6-0, Rostrud recommends that employers develop and approve job descriptions for each position on the staff list, including vacant positions (which once again emphasizes the impersonal nature of the instruction). In this case, a person, getting a job in a certain position, will have a complete picture of the upcoming work, the composition of his official duties, about what you need to know and be able to fulfill it, for which he will be responsible, etc.
If a person is not satisfied with something, he can refuse employment in a timely manner. At the same time, the employer, based on the qualification requirements established by the job description, will be able to select only the right person for a certain position. business qualities person and justifiably refuse to hire those applicants who do not meet the requirements. These examples illustrate another purpose of job descriptions: to serve as a tool to ensure a balance of interests of the parties. labor relations.
The meaning of job descriptions
First of all, the job description is needed in order to streamline the work of not only the HR department or department, but the entire organization. Typically, a job description describes the duties and rights of employees. So in order. Firstly, the job description is a guide to action for the employee himself: it gives knowledge of what actions are expected of him and by what criteria the results of work will be evaluated, it provides guidelines for improving the skill level of the employee in this position; participation in the discussion of the job description provides an opportunity for the employee to influence the conditions, organization, criteria for evaluating his work.
Secondly, the job description is the basis for assessing the results of the employee’s labor activity, making a decision on his further internal movement and retraining (promotion, relocation, dismissal, enrollment in the reserve of managerial personnel, sending to extra education etc.).
Thirdly, the job description contains information for conducting a reasonable selection of employees when hiring, assessing the level of compliance of candidates for vacant positions.
Fourthly, job descriptions are used in the ranking of jobs / positions and the subsequent development of intra-company wage systems.
Fifth, the analysis of job descriptions (duties, powers, etc.) is one of the sources of information for improving the organizational structure, planning measures to increase labor productivity.
job description employee clearance
2. Methods of registration and the rule for compiling a job description
R the development and execution of a job description is the prerogative of the employer, since the organization of the labor process, the regulation of labor relations is primarily in his interests. In this case, the form of the job description is of great importance; in other words, what form this document will have, in what capacity it will act. The procedure for the adoption and implementation of this instruction depends on the form of the job description. The job description can be drawn up in two ways (or in two forms).
1. The job description is an annex to the employment contract.
In this case, it is an integral part of the employment contract and, therefore, is accepted with the mutual consent of the employee and the employer and signed by them. At the same time, the employer cannot independently, unilaterally accept the job description and establish any conditions in it.
This procedure is consistent with labor law. The rights and obligations of the employee and other issues, as a rule, regulated by job descriptions, are not among the mandatory conditions of the employment contract. But the employment contract may provide for additional conditions (part 4 of article 57 of the Labor Code of the Russian Federation). In particular, clarification, in relation to the working conditions of this employee, of the rights and obligations of the employee and the employer established by labor legislation and other regulatory legal acts. In addition, by agreement of the parties, the employment contract may also include the rights and obligations of the employee and the employer established by labor legislation and other regulatory legal acts containing labor law norms, local regulations, as well as the rights and obligations of the employee and employer arising from the terms of the collective agreement , agreements.
In theory, such additional conditions can be included in the main text of the employment contract. But this will make the treaty overly “bloated”, and its content - inconvenient for perception. It is much more convenient to include these issues in the job description and draw it up as a separate annex to the employment contract, which has equal legal force, and in the main text of the contract make a reference to the job description, indicating that the rights, duties, responsibilities of the employee, etc. determined in accordance with the appendix to the employment contract. One copy of the job description is transferred to the employee along with a copy of the employment contract, the second copy remains with the employer.
2. The job description is drawn up in the form of a separate, independent document.
In legal practice, there are two different opinions regarding this type of document. Some experts believe that such an instruction will be a local regulatory act of the employer with all the ensuing consequences; others believe that it is a law enforcement act because it concerns specific workers. The author shares the first point of view, since, as noted above, the job description is not tied to the personality of a particular employee, but is closely related to the position. Many employees can work in the same positions (that is, on the basis of one job description); in the same position, people can change (leave, transfer, be hired again). Therefore, the job description is aimed at an indefinite circle of people, and this is a hallmark of a local regulatory act.
The employer, having issued the job description in the form of a local regulatory act, independently approves it. It is signed, as a rule, by the head of the organization or a person authorized by him.
When hiring (before signing the employment contract), the employer is obliged to familiarize the person hired against the signature with the rules of the internal work schedule, other local regulations directly related to labor activity employee, collective agreement (part 3 of article 68 of the Labor Code of the Russian Federation). By local regulations in this article, first of all, it is precisely the job description that is meant, since not a single local regulatory act has such a close and direct connection with the worker's work activity. Thus, if the job description is drawn up in the form of a local regulatory act, the employer introduces the new employee to it against signature. The signature is usually suggested to be placed at the end of the instruction itself or on a separate “familiarization sheet” that is attached to the instruction. In any case, the employer must have proof that he has familiarized the employee with the instructions; only after that he can demand from the employee the performance of official duties and hold him accountable for their failure to perform.
Development and content of the job description:
As a rule, the development of job descriptions in organizations is carried out by specialists of personnel services or services involved in the organization of labor. In the few organizations that do not have such specialists, managers can develop these documents. But without appropriate training, it is difficult to compile a high-quality job description, so often the heads of such organizations resort to the help of third-party specialists.
The job description should contain only such provisions that are related to the business qualities of the employee necessary to perform work in a particular position. As stated in paragraph 10 of the Resolution of the Plenum of the Supreme Court of the Russian Federation of March 17, 2004 No. 2, the business qualities of an employee should, in particular, be understood as the ability of an individual to perform a certain labor function taking into account his professional and qualification qualities (for example, the presence of a certain profession, specialty, qualifications) and personal qualities(for example, the state of health, the presence of a certain level of education, work experience in this specialty, in this industry). In the job description, it is necessary to establish only the requirements related to the professional skills and qualifications of the employee holding this position. Despite the desire of individual employers, in addition to the direct duties provided for by the position, to “hang” on the employee a lot of non-core, additional duties (up to “drive for beer”), such actions are unacceptable and have no reason.
In a letter dated 09.08.2007 No. 3042-6-0, Rostrud emphasized that the qualification characteristics contained in the Qualification Handbook for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of the Russian Federation dated 08.21.1998 No. 37, serve as the basis for the development of job descriptions. recommended for use in enterprises, institutions and organizations of various sectors of the economy, regardless of ownership and organizational and legal forms in order to ensure the correct selection, placement and use of personnel. It provides for almost all positions of managers, specialists and employees, and the requirements for each position are divided into three sections: job duties, what the employee should know and qualification requirements.
When developing instructions for work positions, the Unified Tariff and Qualification Handbook of Works and Professions of Workers, approved by the Decree of the USSR State Committee for Labor and the Secretariat of the All-Union Central Council of Trade Unions of January 31, 1985 No. 31 / 3-30, is taken as the basis, which is mandatory for use in enterprises and organizations of any industries. This handbook provides for the professions of workers; the requirements for each position are divided into two sections: “job description” and “must know”.
If the organization does not have a job description for a specific profession or position, it will be problematic for the employer to demand anything from the employee beyond what is set out in the provisions of the two reference books and other regulatory documents containing qualification characteristics for individual positions.
The requirements for positions contained in the listed regulatory documents are general. They may not reflect the specifics of the performance of work in specific organizations, production characteristics, regional characteristics and other factors. Therefore, when developing job descriptions, the employer can expand and supplement the requirements of qualification handbooks and other regulatory documents. That is, to present to the employee holding a certain position, and other requirements that are mandatory for the conclusion of an employment contract - or by virtue of a direct order in federal law(for example, the presence of Russian citizenship for civil servants), or necessary in addition to typical or typical professional qualification requirements due to the specifics of a particular job (for example, knowledge of one or more foreign languages, the ability to work on a computer).
When developing a job description, as well as in labor relations in general, it is not allowed to establish restrictions or advantages for employees depending on gender, race, skin color, nationality, language, origin, property, family, social and official status, age, place of residence , attitudes towards religion, political beliefs, membership or non-affiliation to public associations. And also from other circumstances not related to the business qualities of the employee. Such restrictions or preferences are discriminatory and are expressly prohibited by Art. 3 of the Labor Code of the Russian Federation.
Since, as already noted, there are no requirements for the content of the job description by the legislation of the Russian Federation, employers have the right to independently, at their discretion (but taking into account the requirements of qualification reference books) determine its structure and content. To streamline the procedure for developing job descriptions, many organizations introduce relevant local regulations, such as provisions on the procedure for compiling job descriptions. In other organizations, uniform (or standard) forms of job descriptions are approved. Such measures are designed to establish uniform requirements for the content and design of job descriptions, to simplify the task of developing them for executors.
As a rule, the job description consists of the following main sections:
1. General Provisions. The qualification requirements for the person holding this position are fixed: the level of education, the required work experience, the availability of special knowledge, the possession of certain skills, etc. The regulations, internal documents of the organization (orders, instructions, etc.) that the employee must know and be guided by in his activities are listed. Here, the subordination of an employee to a specific manager and (if the position is managerial) the subordination of other employees to this employee can be established. In addition, conditions for the temporary replacement of an employee during his absence, as well as the conditions for his replacement of other employees (if this is part of his duties), can be established here.
2. Job responsibilities. The job responsibilities of the employee are fixed, he signs in detail what he should do. In addition to the duties provided for by the ETKS or KSD related to the specifics of work in this position, duties common to all employees can also be established here: to comply with labor laws, observe the norms of official communication, subordination, etc.
3. Rights. The rights that are vested in the employee for the most effective performance of official duties are fixed. The employee's rights established by labor legislation and other regulatory legal acts may be indicated (to suspend work in cases established by law, etc.). It should be borne in mind that the right is a measure of the possible behavior of the employee, and he independently determines whether to use his right or not. Some employers manage to include in job descriptions a clause stating that the employee is responsible for the failure to use their rights, which is completely unreasonable.
4. Responsibility. The sphere of responsibility of the employee is fixed, it is established what he is responsible for. The measures of legal responsibility that can be applied to the employee in case of failure to fulfill his official duties are indicated.
Of course, the above list of sections is approximate. Job descriptions may have a different composition of sections.
5. Relationships (connections by position ) . Establishes subordination, subordination, interchangeability and other connections that arise in the performance of assigned job duties. It may indicate the relationship of the position outside the organization, permanent contacts carried out by the employee with third-party organizations, authorities.
Making changes and additions:
Since labor relations are constantly changing under the influence of various factors, job descriptions also cannot remain unchanged for a long time. In most cases, the need to change or supplement them is objective and is associated with changes in regulations, in the production process and in the organization of labor, with the use by the employer of new technologies, software products, with the need to redistribute responsibilities between employees, etc. For example, a new law has been adopted to regulate relations in the field of transport. In this case, the job descriptions of the heads of transport departments will need to be supplemented in terms of the fact that they are guided by this law in their activities and should know it. Or when replacing old production equipment with a new, more advanced one, it will be necessary to make changes to the job descriptions of workers servicing this equipment, in terms of the fact that they must know its device, maintenance schemes, specifications, etc.
At the same time, there are widespread cases of dishonest behavior of employers seeking to impute additional duties to an employee in order, for example, to save wages. Such employers act according to a similar scheme: “I will cut the fitter, and I will hang his duties on an electrician.” At the same time, the changes and additions necessary for the employer are made to the employee's job description, and then the employee is forced to agree to this (“if you don’t agree, we’ll fire you, for which we’ll find”). In fact, in such cases, there is an assignment of additional work, which must be paid separately and can be entrusted to the employee only with his consent (see “ extra work". “Solidarity” No. 14 - 15, 2010). But this is an additional cost for the employer.
The lack of a proper regulatory framework for the development and application of job descriptions introduces uncertainty into the situation and often allows the employer to "cheat" with these instructions - with the connivance of employees and taking advantage of their illiteracy. But on the basis of the legal norms available in the labor legislation, the author of this article adheres to the following position regarding the introduction of changes and additions to the job description.
The procedure for amending an employee's job description depends on several factors, primarily on the form of the instruction: whether it is an independent local regulatory act or an annex to the employment contract.
If the job description is an appendix to the employment contract, then the employer can make changes or additions to it only in agreement with the employee. Rostrud, in a letter dated October 31, 2007 No. 4412-6, recommended in such cases to simultaneously make changes to the employment contract and job description and draw up these changes with an additional agreement to the employment contract. Exceptions are cases when changes and additions made to the job description are related to changes in organizational and technological working conditions, which makes it impossible to maintain the existing terms of the employment contract - but only on condition that the changes do not affect the employee's labor function fixed in the employment contract ( see article 74 of the Labor Code of the Russian Federation). In such cases, the employer has the opportunity to change the terms of the employment contract without the consent of the employee, but in compliance with the provisions of Art. 74 of the Labor Code of the Russian Federation procedures. In this regard, it is necessary to clarify what a labor function is.
The definition of the labor function is contained in Art. 15 of the Labor Code of the Russian Federation, as well as in part 2 of Art. 57 of the Labor Code of the Russian Federation: this is work by position in accordance with the staffing table, by profession, specialty, indicating qualifications, a specific type of work assigned to the employee. It seems that the content of the job description in terms of the job duties provided for by it is the “specific type of work assigned to the employee”. It is this indicator that most fully characterizes the types of work that the employee must perform. The legislator knowingly provided in Art. 57 of the Labor Code of the Russian Federation, the norm that the labor function is a prerequisite of the employment contract. Any change in the labor function (regardless of whether it is permanent or temporary) in accordance with Part 1 of Art. 72.1 of the Labor Code of the Russian Federation is a transfer to another job and is allowed only with written consent employee (except as provided for in Parts 2 and 3 of Article 72.2 of the Labor Code of the Russian Federation). These norms of the Labor Code are aimed at protecting the interests of employees, protecting them from the arbitrariness of employers, from attempts to unreasonably impute to employees what they should not do.
Thus, if the job description is an annex to the employment contract, then the employer can make changes or additions to it:
- or in agreement with the employee;
-or without the consent of the employee, in the manner prescribed by Art. 74 of the Labor Code of the Russian Federation, which is possible only in certain cases, in compliance with the established procedures (warning the employee two months before the introduction of the amended provisions of the instruction, etc.) and only if the employee's labor function remains unchanged. In this order, the employer can make changes regarding, for example, the subordination and interchangeability of the employee, qualification requirements for him, give the employee additional rights, etc. But to impute additional duties to an employee, that is, to change his labor function, the employer can only with the written consent of the employee. If the job description is an independent local normative act, then the employer has the right to make changes to it without the consent of the employee. In this case, the employer approves the amended or supplemented version of the instruction, puts it into effect by order and acquaints the employee with it against signature. But, as in the case discussed above, the unilateral introduction by the employer of changes or additions to the job description of the employee, if such changes affect the labor function, is allowed only with the written consent of the employee.
Job Description Form.
The main purpose of the activity (name of position) is (goal / goals of the activity).
(Position name) is appointed to the position and dismissed by order of the management of (company name)
(Position title) reports directly to (title of the superior official).
(Position title) supervises the work of (titles of subordinate employees).
Responsibilities (name of position) during his absence (vacation, illness) are assigned to a person appointed by the leadership of the Department, who is responsible for their proper performance.
(Position title) replaces (position title of the replaced employee).
(Position name) in his work is guided by the current legislation of the Russian Federation, this instruction, the employment contract, orders and instructions of the management of (company name), as well as the immediate supervisor.
Responsibilities
The following duties are assigned to (position title): (list of tasks assigned to the employee.)
Requirements
Persons are appointed to the position (position title) having (a list of requirements for education, qualifications, experience, etc.)
(Position title) must know: (a list of regulations and other documents and materials, as well as issues and procedures, knowledge of which is necessary for the proper performance of duties).
Rights
(Position name) has the right: (the liver of the employee's rights granted to him to perform the tasks assigned to him).
A responsibility
(Position name) is responsible for the untimely and poor-quality performance of the duties assigned to him and the failure to use the rights granted to him in accordance with the current legislation of the Russian Federation, the employment contract and these instructions.

Conclusion

Summing up, it must be said that earlier in most organizations, job responsibilities among employees were distributed in working order, but not formally fixed. At present, under the new labor legislation, each employee must have his own job description. The meaning of job descriptions is that they:

determine the status of the manager and employee;

fix the hierarchical subordination of each individual employee;

determine the scope of responsibility of the company's employees;

determine the distribution of powers within the structure;

determine the procedure for agreeing, signing and approving executive documentation;

determine horizontal interactions between managers and employees;

determine the requirements for the personnel of the company, body;

determine the qualitative and quantitative criteria for the onset of responsibility of employees;

optimize and standardize the processes taking place in the organization;

Discipline employees

Among other things, the presence of instructions facilitates the adaptation of new employees, allows you to evaluate the internal personnel reserves of the company, optimize the staffing table, determine an adequate salary for the position and even avoid conflicts upon dismissal, each person understands what the scope of his duties is, what the manager expects from him, according to what parameters his work will be judged. If a company wants to part with a negligent employee who systematically does not fulfill his official duties, a signed job description on time can greatly facilitate this process. The benefits of a job description for a manager are as follows:

It helps to select suitable employees;

It enables the manager and his employees to get a clear idea of the specifics of each type of work;

It shows each applicant for the specified position what is required of him.

The informal distribution of tasks and functions, powers and responsibilities is one of the most common drawbacks of the management system. In particular, due to the lack of a clear distribution of powers and responsibilities, situations may arise when the performance of some functions is duplicated, and no one is responsible for the performance of some important functions.

I am sure that the experience of this term paper will help and be useful to me in the future, when I will get a job, and maybe someday I myself, as a leader, will draw up job descriptions for my subordinates.

Bibliography

Personnel management: Textbook for universities / Ed. T.Yu.Bazarova, B.L.Eremin.-2nd ed., revised. and additional - M.: UNITI, 2002.

Personnel Management: Textbook / General. ed. A.I. Turchinov. - M.: Publishing house of the RAGS, 2002.

Spivak V.A. Organizational behavior and personnel management - St. Petersburg: Piter Publishing House, 2000.

Organizational personnel management: Textbook / Ed. A.Ya.Kibanova. - 2nd ed., add. and reworked. - M.: INFRA-M, 2001.

Personnel management: Reader / Comp. T.G. Abramova, I.M. Voitik - Novosibirsk: SibAGS, 2003.

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Concept, purpose, types of job descriptions

Job description - a legal act issued by an enterprise in order to regulate the organizational and legal status of an employee, his duties, rights, responsibilities and provide conditions for his effective work.

The job description, being an important organizational and legal document, should include a list of the employee's functional duties, qualification requirements for filling this position, determine the degree of his responsibility and competence.

The criteria for evaluating labor efficiency contained in the job description will greatly facilitate the process of recovery and bonuses for the manager. It can be used in the performance appraisal of employees, in resolving labor disputes.

The basis for the development of job descriptions are the qualification characteristics contained in the Unified qualification handbook positions of managers, specialists and employees (ECS).

When developing job descriptions, the requirements of GOST R 6.30-2003 “Unified Documentation Systems. Unified system of organizational and administrative documentation. Requirements for the execution of documents, approved. Decree of the State Standard of Russia dated 03.03.2003 N 65-st.

Job descriptions can be typical and specific (individual) . Typical job descriptions are developed for organizations and structural units of the same type, and specific (individual) job descriptions are developed on their basis. Examples standard instructions:

Typical job descriptions for employees of federal state archives, approved by order of the Federal Archives of October 7, 1998 No. 65;
Typical job description of an inspector (for control passenger trains and stations) suburban traffic, the order of JSC "Russian Railways" dated February 18, 2008 No. 313.

The structure of the text of the job description

The job description, as a rule, has a unified form and the same text structure for all positions:

general provisions;
functions;
official duties;
rights;
a responsibility;
relationships (connections by position).

"General Provisions" the job description contains the following set of information: generalized information about the position, its category; requirements for education and practical experience (work experience in the specialty); the procedure for appointment and dismissal from office, replacement during absence; the main legislative, regulatory, methodological and organizational documents on the basis of which the employee carries out his official activities; subordination and who manages.

In chapter "Functions" indicate the main areas of activity, and in the section "Responsibilities" already list specific types of work that provide these functions. Often these sections are combined into one - "Functions and Job Responsibilities" (or "Main Tasks and Responsibilities").

All functions recorded in the regulation on the structural unit must be included in the job descriptions of the employees of the unit. The more detailed it is described, not only what, but also how the employee performs, the more valuable the job description will be.

Chapter "Rights" very important to the worker. It enshrined his powers to independently resolve issues related to his competence. The rights of access to information, including confidential information, the right to approve and sign certain types of documents, etc. are very important.

Job Description Section "A responsibility" can be written in general, for example: “The employee is responsible for failure to fulfill duties and non-use of the rights provided for by legal acts and this instruction”, or described in more detail based on the points of duties. When working on this section, it should be remembered that liability is established in strict accordance with the law.

Chapter "Relationships" (communication by position) is also very important for the organization of work. It will be much easier to work if this section specifically indicates which departments or employees this employee interacts with. This section is presented in the form of a table or diagram.

Registration, details of the job description

Since the Labor Code does not contain a mention of a job description and the procedure for compiling an instruction is not regulated by regulatory legal acts, the employer independently decides how to draw up and amend it, whether it will be an annex to the employment contract or approved as an independent document.

Traditionally, job descriptions are drawn up in general organization letterhead . Mandatory details of the job description : name of the organization, date, document number (with direct approval by the head), place of compilation, title to the text, approval visas, signature, stamp of approval.

The job description is signed by the head of the structural unit and approved by the head (deputy head) of the organization - the curator of this unit. The job descriptions are endorsed by the heads of the departments concerned and the legal service (lawyer), as well as other officials, on whose actions its implementation may depend. The date of the job description is the date of its approval.

Since the job description is of great importance in the event of bringing an employee to disciplinary responsibility, establishing a probationary period and in other cases, then an obligatory part of the instruction is the familiarization sheet , and the very fact of handing one copy of it to the employee serves as proof that he was familiarized with this document in advance.

Only in this case, the document can be considered as a local regulatory legal act, which will allow the employer to terminate the employment contract due to the inconsistency of the employee with the position held.

In accordance with Art. 68 of the Labor Code of the Russian Federation, the employer is obliged to familiarize the employee with local regulations related to his labor function.

These acts include job descriptions. it normative document, which establishes the organizational and legal position of an individual employee in the structure of an organization or its structural unit.

Appointment of the job description

The official position is the primary element of the management structure and characterizes the place of the employee in the management process. The formation of a system of positions depends on the volume, composition, nature of the functions performed in the structural unit, on the division and cooperation of labor.

The job description is the main organizational document that regulates the consolidation of the employee's functions

The job description fixes the job duties and rights of the employee, as well as the requirements of the organization (enterprise, institution) for his qualifications, professional knowledge and skills. The use of job descriptions, on the one hand, ensures a rational division of labor between employees, and on the other hand, allows for a certain specialization of each of them. They help the manager to assign to each employee the volume and scope of work, his powers and responsibilities.

The job description is one of the methods of personnel management, therefore, considerable attention is paid to the structure of the text of this document and the wording of responsibilities.

Job descriptions developed in one organization are interconnected in content and together represent a system for assigning certain types of work to employees of different categories, performed during the functioning of a separate structural unit.

Functions of the job description that are important for the employer and for the employee

Both managers and performers are interested in the development of job descriptions and their practical application. Performing an organizational, regulatory and regulatory role, the job description should be considered as a management tool that allows the manager to clearly delineate duties and rights, establish responsibilities, ensure interconnection and interchangeability between individual positions, eliminate duplication and eliminate parallelism in the performance of specific operations by employees of the organization.

In addition, job descriptions allow the manager to objectively evaluate the performance of each employee and establish measures of influence. Most often, they act in this capacity in the certification process, where the actual correspondence of the functions performed and the qualifications of the employee to his official duties is determined.

The job description is also a necessary organizational document from the point of view of the contractor, who is interested in clearly defining the nature and types of his work, the scope of his duties, rights and responsibilities, as well as in establishing official relationships.

The outline in the job description of the range of issues under the jurisdiction of each employee is a kind of protection for the employee in his activities. In the event of disputes in the labor relations between the employee and the employer, the job description can serve as a means of proving the assignment of certain duties to the employee.

Familiarization with the job description when hiring allows the employee to get an idea of the range of expected duties, types of work and reasonably make a decision on the compliance of their capabilities with the requirements of the organization for this position.

The job description, according to its purpose, is a document of stable action. Its action continues until it is replaced by a new document.

For employer job description:

· provides objectivity of an assessment of activity of the worker in the course of its certification;
· is a mandatory document in resolving individual labor disputes in the commission on labor disputes and in the courts;
Provides a rational division of labor;
serves as a means of strengthening labor discipline;
Allows you to establish the discrepancy between the employee and the position held

For an employee, job description:

determines its organizational and legal status, rights and obligations;
is a mandatory document in resolving labor disputes in the commission on labor disputes and in the courts;
Defines the types of work to be performed
Provides specialization in a particular area

Thus, the job description is a multifunctional document. Its presence is important for both the employer and the employee.

Job description for an accountant

The job description for an accountant may look like this:

I. General provisions

The accountant belongs to the category of specialists

For the position:

an accountant a person is appointed a person who has a secondary vocational (economic) education without presenting requirements for work experience or special training in accordance with an established program and at least 3 years of work experience in accounting and control;

category II accountant - a person who has a higher professional (economic) education without presenting requirements for work experience or a secondary professional (economic) education and at least 3 years of work experience as an accountant;

Appointment to the position of an accountant and dismissal from it is carried out by order of the director of the enterprise on the proposal of the chief accountant.

The accountant must know:

4.1. Legislative acts, resolutions, orders, orders, other guidance, methodological and regulatory materials on the organization accounting property, liabilities and business transactions and reporting.
4.2. Forms and methods of accounting at the enterprise.
4.3. Plan and correspondence accounts.
4.4. Organization of document flow in accounting areas.
4.5. Order documentation and reflection on the accounting accounts of operations related to the movement of fixed assets, inventory and Money.
4.6. Methods of economic analysis of the economic and financial activities of the enterprise.
4.8. Rules for the operation of computer technology.
4.9. Fundamentals of economics, organization of labor and management.
4.10. Market methods of managing.
4.11. Labor legislation.
4.12. Internal labor regulations.
4.13. Rules and norms of labor protection.

The accountant in his work is guided by:

5.1. Regulations on the accounting department of the organization.
5.2. This job description.

The accountant reports directly to the chief accountant of the organization or the head of the relevant structural unit of the main accounting department.

During the absence of an accountant (vacation, illness, etc.), his duties are performed by a duly appointed person who acquires the relevant rights and is responsible for the quality and timeliness of the performance of his duties.

II. Job Responsibilities

Accountant:

Performs work on accounting of property, liabilities and business transactions (accounting for fixed assets, inventories, production costs, sales of products, results of economic and financial activities; settlements with suppliers and customers, for services rendered, etc.) .

Participates in the development and implementation of activities aimed at maintaining financial discipline and rational use of resources.

Carries out the reception and control of primary documentation for the relevant areas of accounting and prepares them for counting processing.

Reflects on the accounts of accounting operations related to the movement of fixed assets, inventory and cash.

It calculates and transfers taxes and fees to the federal, regional and local budgets, insurance contributions to state non-budgetary social funds, payments to banking institutions, funds for financing capital investments, wages of workers and employees, other payments and payments, as well as deductions of funds for material incentives enterprise employees.

Participates:

7.1. In conducting an economic analysis of the economic and financial activities of the organization according to accounting and reporting data in order to identify on-farm reserves, implement a savings regime and take measures to improve document flow.
7.2. In the development and implementation of progressive forms and methods of accounting based on the use of modern computer technology.
7.3. In carrying out inventories of funds, inventory items, settlements and payment obligations.

Provides executives, creditors, investors, auditors and other users financial statements comparable and reliable accounting information in the relevant areas (sections) of accounting.

Develops a working chart of accounts, forms of primary documents used to process business transactions for which standard forms are not provided, as well as forms of documents for internal financial statements, participates in determining the content of basic accounting techniques and methods and accounting information processing technology.

Prepares data on the relevant areas of accounting for reporting, monitors the safety of accounting documents, draws them up in accordance with the established procedure for transfer to the archive.

Performs work on the formation, maintenance and storage of a database of accounting information, makes changes to reference and regulatory information used in data processing.

Participates in the formulation of the economic statement of problems or their individual stages, solved with the help of computer technology, determines the possibility of using finished projects, algorithms, application packages that allow you to create economically sound systems for processing economic information.

Performs individual official assignments of his immediate supervisor.

III. Rights

The accountant has the right:

Get acquainted with the draft decisions of the management of the enterprise relating to its activities.

Make proposals for improving the work related to the responsibilities provided for in this instruction.

Within the limits of his competence, report to his immediate supervisor about all the shortcomings identified in the course of his activities and make proposals for their elimination.

Request personally or on behalf of the chief accountant from the heads of departments and specialists information and documents necessary for the performance of his official duties.

Involve specialists from all (individual) structural divisions in solving the tasks assigned to him (if this is provided for by the regulations on structural divisions, if not, then with the permission of the head).

Require the management of the enterprise to assist in the performance of their duties and rights.

IV. A responsibility

The accountant is responsible for:

For improper performance or non-performance of their official duties provided for by this job description - to the extent determined by the current labor legislation Russian Federation.

For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

In accordance with Art. 68 of the Labor Code of the Russian Federation, the employer is obliged to familiarize the employee with local regulations related to his labor function.

These acts include job descriptions. This is a regulatory document that establishes the organizational and legal position of an individual employee in the structure of an organization or its structural unit.

Appointment of the job description

The job description is the main organizational document that regulates the consolidation of the employee's functions

The job description is one of the methods of personnel management, therefore, considerable attention is paid to the structure of the text of this document and the wording of responsibilities.

Functions of the job description that are important for the employer and for the employee

The job description, according to its purpose, is a document of stable action. Its action continues until it is replaced by a new document.

For employer job description:

ensures the objectivity of the assessment of the employee's activities in the process of his certification;
is an obligatory document in resolving individual labor disputes in labor dispute commissions and in courts;
ensures a rational division of labor;
serves as a means of strengthening labor discipline;
allows you to establish the discrepancy between the employee and the position held

For an employee, job description:

determines its organizational and legal status, rights and obligations;
is an obligatory document in resolving labor disputes in the commission on labor disputes and in courts;
defines the types of work to be performed
provides specialization in a particular area

Thus, the job description is a multifunctional document. Its presence is important for both the employer and the employee.

P.V. Sankina,
cand. ist, sciences, assoc. Department of Records Science, Russian State University for the Humanities

EMPLOYEE RIGHTS
JOB DUTIES
SUPERVISOR
LABOR CODE
EMPLOYEE
JOB DESCRIPTION
EMPLOYEE RESPONSIBILITY

This article discusses what the job descriptions are according to the Labor Code of the Russian Federation, their significance. Also considered actual problems job instructions. The reasons why job descriptions do not work are identified and specific measures are proposed to solve these problems.

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The job description gives answers to such questions: how to ensure a rational division of labor, how to select the right personnel, implement their placement and rational use, how to achieve objectivity when appraising an employee, encouraging him or imposing disciplinary sanctions on him.

In the Labor Code of the Russian Federation, the job description is understood as “other local regulations directly related to the work activity of the employee”, with which each applicant for work must familiarize himself with signature (part 3 of article 68).

The job description is a local regulatory act of the employer that determines the place of the employee in the enterprise management system, and also establishes the basic functions, duties, rights and responsibilities of the employee in the performance of his labor function.

Thanks to job descriptions, it is free to trace what employees are responsible for. Almost every mistake, as a rule, is the result of incorrect actions. If an employee has committed a disciplinary offense, one should, first of all, resort to the text of the job description in order to find out what rules the employee violated, whether their execution was included in the list of his duties. Material and disciplinary liability are excluded if the employee has no obligation to carry out certain actions.

Job descriptions are a necessary tool for personnel management. They are helping:

exclude duplication in the performance of specific types of work;
guarantee the relationship of employees who occupy various positions in solving production and management tasks;
give an objective assessment of the employee's activities when deciding on the compliance with the position held;
justify the need to impose disciplinary sanctions in case of non-fulfillment or poor-quality performance by the employee of the labor duties assigned to him.

Firstly, the job description is a guide to action for the employee himself, which contains information about what actions are expected of him and according to what criteria the results of his work will be evaluated.

Secondly, the job description is the basis for refusing employment to persons who are unsuitable for work due to their business qualities or have previously been dismissed for “negative” reasons. So former employees according to the Labor Code of the Russian Federation, it is forbidden to refuse to hire if they have the appropriate position professional qualities. However, in these situations, the instruction can come to the aid of the employer if it contains such criteria for occupying a position that the applicant does not meet.

Thirdly, the job description is a necessary part, a continuation of the organization's staffing table, since it is this local document that establishes the employee's labor function, that is, work by position, profession, qualifications, its relationship in the labor process and, first of all, its subordination in the system hierarchy, as well as the possibility of filling related positions, specialties. In addition, the instruction is inextricably linked with the employment contract, which, through the establishment of mandatory and additional conditions (Article 57 of the Labor Code of the Russian Federation), determines the scope of the employee's powers.

In practice, often the duties of executives, which are provided for by the job description, are accompanied by increased requirements. Thus, the standard of one of the companies provides for the following requirements for the head.

Director of company:

a) is obliged to possess the necessary abilities, initiative, education, high efficiency and independence, reliability and diligence;

b) be fully and unconditionally responsible for the state of affairs in the supervised area and is obliged to ensure the final result within the required time frame;

c) must demand from subordinates the absolute fulfillment of their duties in full and bear responsibility for their work; there is not a single work of subordinates for which the manager would not be responsible;

d) is obliged to combine high demands on subordinates on production issues with care and participation in solving the problems of employees who turned to him for help on personal issues.

Organizations often approach the issue of creating job descriptions formally. There are many reasons for this. The first reason is instructions written for the labor inspectorate. The employer or a person authorized by him did not bother with mental research and simply borrowed a good, in his opinion, suitable sample from the Internet.

The second reason- drawing up a workable document, with the help of which the manager controls the progress of the work and controls the result.

This problem can be seen in the definition itself, however, at first glance, the definition is short and clear.

Job description- this is a regulatory document that defines the functions, rights, duties and responsibilities of an employee of an organization.

Any job description consists of four elements: employee functions; employee rights; employee responsibilities; employee responsibility.

The problem of instructions lies in the very first element, in the ambiguity of the wording of the “worker's function” and its understanding by different managers. The first element does not have a common understanding and is often absent from the instructions themselves.

Employee functions- this is the field of activity of the employee, which is transferred to him in responsibility for the regular achievement of the expected results.

Everything is simple. There is a field of activity of the employee, it is also the area of responsibility of this employee. The employee conducts his own activities in this field and achieves the planned results.

For example, the main function of the head of the sales department is to organize the activities of the sales department employees, and its planned result is the monthly (quarterly, etc.) implementation of sales plans by the hands of subordinates. Negotiations with clients, pricing, day-to-day department management, sales analytics and activity reporting, etc. - all this is not the result. This is the filling of the main function of the head of the department. The result of the head is only one - this is the percentage of the implementation of sales plans by the employees of the department. The manager is responsible for 100% implementation of the plan.

Employee functions are the core of the job description, the main requirement of the employer to the employee. The kernel must be allocated explicitly. Neither the manager nor the employee should read between the lines, look for hidden meanings in phrases.

At present, job descriptions are generally well written, but they lack the core focus on key function employee and the result of this function. Everything is smeared across the page, according to job responsibilities and elementary actions.

The job description can cease to be formal and begin to bring practical benefits only with proper management. It is enough to explicitly indicate the main function of the employee in it and highlight the planned result when implementing this function.

The job description should very accurately define the requirements of the employer to the employee.

Typical job descriptions that are available on the Internet do not differ in the accuracy of their wording. The requirements are not sufficiently expressed and leave a lot of loopholes and excuses for the subordinate, and for the leader - reasons to exercise authority.

Responsibilities describe the activities an employee must do. And the actions do not fit well under the term "requirements for the employee." Let us turn to the definitions of "duty" and "duty".

Job Responsibilities- these are certain actions that an employee performs to perform functions and solve assigned tasks. This is a comprehensive set of processes (activities) that an employee must perform in a timely manner and in an efficient manner. Job responsibilities should be precise, specific and determine the best ways for the employee to perform the assigned tasks.

The concept of "Obligation" (according to Ozhegov S.I. and Shvedova M.Yu.)- a range of actions that are assigned to someone and unconditional to perform.

From this point of view, it would be correct to make an instruction that indicates the maximum number of duties: 70, 100, and even more than 100.

The problem is that it is impossible to record absolutely all the actions of an employee. No matter how well and responsibly they approached the creation of instructions, it will remain not specific enough. There will always be a new method for solving the task, which will consist of other sets of actions that are not fixed in the worker's instructions.

It is necessary to radically change the approach to defining the duties of an employee. You cannot require an employee to do 100 different actions leading to

Listed, Head of Sales:

2.1. Manages the sales of the company's products, develops pricing and discount policies. This point will require the Sales Officer to do two things: manage sales and develop policy. At the end of the month when CEO will be dissatisfied with the actions of the leader, and to the question “How did you manage sales?” he will receive something like this: “Since you told me, so he led!” or "He supervised as it is written in my instructions."

They demanded a set of actions, got a set of actions. And to the question "Have you developed a policy?". The sales employee will answer: “No, I didn’t have time. But, I did it for two whole weeks. Then more urgent tasks appeared from you, I had to postpone. Next month I will continue to develop.

To avoid such situations, it is necessary to write down the same requirement, switching from the language of actions to the language of tasks, that is, instead of “head of sales: 2.1. Manages the sales of the company's products, develops pricing and discount policies" - "2.1. Must ensure the planned sale of the company's products based on the pricing policy.

In order to fulfill the sales plan based on the pricing policy, the head of the department must manage the subordinate sellers (managers) so that the plan is fulfilled. Sellers must negotiate with customers and execute transactions at prices determined in the pricing policy.

Technology, sales plan, pricing policy can change, adapting to the changing environment. The formulation of the problem remains unchanged. An employee who once studied the requirements for his position in the form of specific tasks, then focuses on ways to solve these tasks. The range of tasks for the position changes less frequently than the possible ways to solve them.

No matter how you try to describe all the actions of subordinates, it must be admitted that this is a utopia. Only a cardinal change in the way job responsibilities are saved can be saved - the transition from a set of actions to a range of tasks with a definite and precise result.

Thus, job descriptions occupy one of the central places in the local regulation of labor relations. They are a necessary and effective means of labor management, they correspond to the protective and educational principles of labor legislation.

Bibliography

Labor Code of the Russian Federation. - M.: Omega-L, 2011. - 188 p.
Personnel management of the organization: ; [Text] Textbook / Ed. A. Ya. Kibanova. M.: INFRA-M, 2014. - 512 p.
"Dictionary of terms for business" [Electronic resource]. Access mode http://victorluchkov.ru/terminy/. Date of access: 05/13/2016.
Egorshin, A.P. Personnel management [Electronic resource]: textbook / A.P. Egorshin. - Nizhny Novgorod: NIMB, 2015
Kuznetsova A.R. LABOR RESOURCES OF THE REPUBLIC OF BASH-KORTOSTAN: TRENDS AND PROSPECTS FOR FORMATION AND DEVELOPMENT // In the collection: Agrarian science in the innovative development of the agro-industrial complex materials of the international scientific and practical conference dedicated to the 85th anniversary of the Bashkir State Agrarian University, within the framework of the XXV International specialized exhibition "Agrocomplex - 2015 ". Bashkir State Agrarian University. 2015. S. 142-146.
Kuznetsova A.R., Gabdullina D.M. “Improving the application of economic management methods in the SHPK Niva of the Blagoveshchensky District” (V International Scientific Conference “Socio-economic, socio-political and socio-cultural development of the regions”), Penza, October 25-26, 2015;