Coefficient labor participation(KTU)- an element of the wage system, characterizing the generalized quantification the labor contribution of employees to the overall results of work. KTU applies when . Main purpose KTU is to take into account for each performer the individual, the quality of work performed, compliance with labor and production and technological discipline when distributing collective earnings.

The procedure for determining and applying the coefficient of labor participation is established by the labor collective itself. You can find two main options for the use of KTU:

• With the help of the coefficient of labor participation, the entire earnings of the employees of the collective (teams, shifts, etc.) can be distributed;
• The coefficient of labor participation can be used in the distribution of that part of the wage fund, which is formed. For example, with the help of KTU, the following surcharges can be distributed:
  • bonus for production results (for example, for the expansion of service areas or an increase in the volume of work performed);
  • one-time remuneration for the initiative of the team.

Collective earnings are not and with the help of KTU are not distributed:

• additional payments for work in harmful and difficult working conditions, at night, for multi-shift work, overtime work, on weekends and holidays, for the leadership of a brigade or link;
• allowances for professional excellence, class, work experience;
• payment for the time of performance of state or public duties;
• rewards for inventions and rationalization proposals;
• benefits for temporary disability, pregnancy, childbirth and other types of individual payments.

The size of the coefficient of labor participation, as a rule, ranges from zero to two. It is recommended to use a coefficient equal to one as the base one. KTU equal to one is received by the performer who, in the billing period, fulfilled the established tasks, strictly complied with the requirements for production technology, quality of work, labor protection, labor discipline, and other requirements provided for by work instructions and job responsibilities.

The basic KTU rises or falls depending on the individual contribution of workers to the collective results of labor. The sizes of coefficients are established by the decision of the brigade (its meeting or the council of the brigade) based on the results of work for the period and are drawn up in the appropriate protocol.

The coefficient of labor participation for each employee can be calculated according to formal criteria, and in this case the decision of the team is reduced to the approval of the calculation methodology. Consider an example of a methodology for calculating the labor participation rate according to formal criteria.

The main parameters of the work of the brigade were identified:

• Working conditions (physical activity). Heavy physical activity - 3 points, medium - 2 points, small - 1 point;
• Ability to operate equipment. 1 point for skill on each type of equipment;
• Ability to set up equipment. 2 points for skill on each type of equipment;
• Work intensity. Evaluation on a 3-point system. 3 points for the most intensive work and then in descending order.
• Implementation of quality control. 1 point for the implementation of this function;
• Responsibility. Evaluation on a 3-point system. 3 points for the most responsible work and then in descending order.

Each employee of the brigade, for each parameter, is assigned the appropriate points. These points are summed up and the sum of points for each person is divided by the total points for the team and multiplied by the number of people in the team. Thus it turns out KTU.

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17 Comments

1. Roman:

   to Dmitry Nikolaevich:
   Didn't understand your question. What is “paid by KTU”?
   Maybe if you tell us more about the system of remuneration, it will be possible to answer your question.

2. Eugene:

   Hello! Having got a job at the enterprise, I signed an employment contract in which the qualification level and hourly tariff rate. After several months of work, I decided to calculate the approximate monthly salary based on the numbers specified in the contract and the number of hours worked. I received more money than what was calculated in the accounting department. I asked how they calculate? I was told that KU (as in the contract) is multiplied by the hours worked and by some point (I don’t remember how correctly) of participation or something like that. They said that this score is 22.3. There is no mention of this point in the contract. Did the accounting department tell me correctly? Or are they still cheating? I don't even know who to turn to.

3. Roman:

   to Eugene.
   I think you need to contact a lawyer for your question. Only after studying the employment contract and the payment system that is spelled out in the contract, you can draw some conclusions.

4. Victor:

   Hello. Recently, we were forcibly, referring to Article 77, paragraph 7, forced to accept an agreement on a “team contract” using KTU. We are 8 people in the team, and the amount of work is 15 people. We serve organizations and our salary depends on the income from them, and they often do not pay bills on time. Our superiors, citing debtors, do not fully pay us for the work. When we tell them that sooner or later they will pay anyway, at least charge us this amount. In response to this, our applications are denied, without explanation. KTU gives us a ridiculous 50 rubles, and I served the 2nd rate for a partner on sick leave, and he was sent on vacation without his written application and I was told that all the money went to him for vacation pay. And another question: We were divided into 2 brigades, in our brigade there were 3 people, and in the other 5 people. Last month from our brigade; one is on vacation, the other two are on sick leave, and no one performed scheduled maintenance at our sites, but only made emergency calls, and the payment still went to another team, although after we went on line, we paid attention to this engineer, wrote reports on chief's name. I ask you very much for an explanation on this matter ... Sincerely, Victor

5. Roman:

   to Victor.
   Victor, I can only advise the same as Eugene from the previous question. This case is more legal than economic, so you need to contact a lawyer or at least a legal forum ...

6. Valentine:

   I work at a design institute. How to calculate KTU so that employees do not remain offended. The department employs specialists with extensive experience, but as a rule they do not perform any work - consultants, young specialists and specialists who perform the main work. Economist (percentage, report card, correspondence, etc.), CEO.

7. Krylov Yuri:

   Good afternoon Is it possible to use the brigade method of organization for a team of managers serving each of its customers? Each of them from time to time has difficulties with one or another area of ​​work (production quality control, document flow or shipment of goods). Are there ways of assigning responsibilities in which each employee-manager is better interested than in individual work?

In manufacturing companies, collective forms of remuneration are successfully used with the calculation of the labor contribution to the release of the product by each member of the link or team. The total earnings (or earnings) are distributed among the members of the brigade in accordance with the individual contribution of each. To observe the fairness and proportionality of the calculation allows the coefficient of labor participation (KTU). Let's find out what formulas the economist uses when calculating this indicator.

KTU: definition

There is no legal concept of labor participation rate. In enterprises, it is understood as the measure of the participation of an individual employee in the results obtained by an entire group - a team, a link or a workshop. This means that, using the KTU, they objectively evaluate the personal contribution of each worker and calculate the share of his remuneration. Since the assessment is calculated based on the results of the work of the work team, for example, the volume of production, the use of KTU is more often practiced as an option for calculating collective piecework wages (bonuses).

Labor participation rate: application features

The conditions for determining and using KTU are established by the labor collective and are fixed by a local act of the organization. It also indicates the option for applying the coefficient: the entire earnings of the working team or part of the payroll, formed in excess of the accrued tariff, is subject to proportional calculation.

Depending on the payment systems used in companies, with the help of KTU they distribute bonuses and lump-sum rewards based on the results of work, payroll savings, etc.

However, individual payments that are not related to collective earnings are not subject to distribution according to KTU. These include:

• allowances for class, length of service, professional skills;
• additional payments for harmful, dangerous working conditions, night time, overtime, exits on holidays, management of the work team, etc .;
• remuneration for rationalization proposals;
• sick leave pay.

KTU (labor participation rate): calculation

The value 1 is taken as the basic size of the KTU, which characterizes normal operation with the fulfillment of the given plans. It changes depending on the contribution of each employee in the team: it increases with increasing participation and decreases if the employee does not have the appropriate skill level or allows an unfair attitude to work duties. The criteria taken into account in the calculation of the coefficient, the brigade establishes independently, and the sizes of the applied KTU are determined by the decision of the team and drawn up in a protocol.

Example

The team of locksmiths of the production workshop consists of 4 people. They serve 4 types of equipment. Analyzing the parameters of the work of the brigade, a scoring system is used to determine the size of the KTU. Its essence is that each parameter is assigned a certain amount of points. For example, for difficult working conditions - 2 points, light - 1 point, maintenance of the 1st machine - 1 point, 2 machines - 2 points, ability to repair equipment - 3 points, etc.

At the end of the month, each employee of the brigade is assigned the amount of points corresponding to the contribution made, and the KTU is calculated by the formula:

KTU 1 \u003d B 1 / ∑ B x H, where B 1 is the sum of the points of the 1st employee, ∑ B is the total score for the team, N is the number of workers in the team.

Let's calculate the amount of earnings of each member of the brigade based on the data presented in the table and the total amount of the brigade fund in the amount of 50 thousand rubles:

Full name of the employee	Number of points according to the protocol		Amount of earnings
Smirnov O.R.		0.87 (12/55 x 4)	RUB 10902.26 (50000/3.99*0.87)
Petrov T.R.		1.09 (15/55 x 4)	RUB 13659.15 (50000/3.99*1.09)
Simonov P.I.		0.65 (9/55 x 4)	RUB 8145.36 (50000/3.99*0.65)
Khlopov M.L.		1.38 (19/55 x 4)	RUB 17293.23 (50000/3.99*1.38)

KTU (labor participation rate), the calculation of which is presented, is the most common and provides a fairly high level of objectivity, making it possible to reduce conflicts in the team, since the amount of earnings is involved in the calculation, and wages are calculated based on established tariffs and actual hours worked. However, when calculating salaries according to the principle of using KTU, the calculation algorithm is similar to that indicated, only the points system covers a larger number of parameters.

The choice of the optimal wage system for a particular production is due to the creation of the most objective distribution Money between workers involved in the process. It should act as a motivating factor and thoroughly reflect the contribution of everyone to the common cause. However, the specifics of a number of organizations do not allow this to be achieved using basic tariffs. In this case, the coefficient of labor participation (KTU) is used, which makes it possible to evaluate the individual contribution of each employee in achieving the collective result.

Concept and scope

So, the coefficient of labor participation is essentially a relative indicator characterizing the share of labor invested by a particular participant in the collective production process.

The scope of individual coefficients is team work, the result of which is directly affected by both the total work of all members of the team and the personal contribution of each worker.

The boundaries of the influence of the labor participation coefficient on the individual wage fund are dictated by the conditions of the brigade incentive system:

• the tariff-free system provides for dividing the total amount allocated for the remuneration of the team by the number of employees and adjusting the base indicator according to the calculated labor participation rate;
• A feature of the KTU when using the tariff system is its influence exclusively on additional payments accrued in excess of the established rates.

This is a convenient way to calculate the contribution of each employee to the result. Everyone gets as much as he has earned.

The salary agreed upon by the parties cannot be regulated in accordance with the CTU, since its amount is fixed in the labor contract and is not subject to adjustment in the absence of significant changes in labor factors ( official functions, mode and intensity labor activity etc.)

There is a list of payments that are excluded from the wage fund, distributed using the coefficient of labor participation:

• compensation accruals for work in conditions dangerous or harmful to health;
• payment for excess work;
• additional accruals for work on weekends, holidays and night shifts;
• regional allowances;
• accruals that are not related to labor results (compensation, financial assistance, bonuses for long service, etc.)

The legislator does not close the list.

One of the varieties of the piecework system is the collective wage procedure, which allows you to distribute the earned funds among all employees, taking into account the relevant rates and the total amount of products produced within a particular structural unit.

The criterion that allows you to calculate the individual contribution of a particular employee is precisely the KTU, established in accordance with qualification category and the number of shifts worked by him in the billing period.

The base value of the labor participation rate, equal to one, is applied to those employees who, during the billing period:

• coped with planned tasks;
• did not allow disciplinary violations and strictly follow the rules of industrial safety;
• did not violate the production technology, did not allow deviations from the established quality standards;
• performed their duties in accordance with the provisions of the job descriptions.

The base indicator of each employee can be adjusted in one direction or another in accordance with the objective factors of his participation in the production process.

The ability to lower the KTU allows you to adjust the remuneration of employees whose activities have had a negative impact on the performance of a collective task.

This happens if:

In the presence of at least one of the circumstances, the employer has the right to reduce the amount of the initial payment.

Boosting Factors

The coefficient of labor participation used in the calculation of remuneration for labor makes it possible to stimulate those employees whose personal contribution to general process production exceeds the level of other employees.

An employee has the right to apply for an increased KTU if:

• the planned indicators for the output of products or the performance of work have been overfulfilled;
• he worked beyond the established standard of time;
• performed in a group public duties, provided patronage assistance and mentoring for new employees and young professionals;
• showed initiative in the implementation of labor-intensive processes, practiced an integrated approach to ensure the best result.

Each employer has the right to adjust this list by adding something of their own to it.

Using the coefficient of labor participation, it is possible to calculate not only the wages of members of the production team, but also lump-sum remuneration, bonuses, additional payments for combining and other charges.

The employer must record information on the minimum and maximum possible size of the coefficient in their normative documents. At the same time, limiting the lower value of this indicator should not violate the legislative standard obliging the employer to accrue and pay his employees the minimum wage approved at the federal level.

The introduction of the coefficient of labor participation in the labor collective is accompanied by serious preparatory work, the result of which is the execution of correct documents in accordance with the norms of the current legislation.

The standard procedure includes three stages, but can be adjusted depending on the conditions of the organization:

1. Development of the structure of KTU. At the initial stage, a system is formed that determines the algorithm for using the coefficient, taking into account factors that increase and decrease its size. One of the options is a point scale, which implies the accrual of additional points for the performance of extremely complex work, the release of above-planned products, etc., and the removal of points for violations of labor discipline, the release of defective products and other misconduct that negatively affected the overall result.
2. Creating a local regulatory framework. Internal regulatory documentation of an organization planning to transfer its employees to new system incentives should contain comprehensive information about what KTU is in wages, what is the order of its formation and what factors influence the size of the coefficient. The specified information must be clearly formulated and available for review to all interested parties.
3. Making changes to labor contracts by signing additional agreements. In the event of disagreement between employees and the employer regarding the need to introduce KTU, the latter must provide an exhaustive justification for his decision, providing for structural, technological or organizational changes working conditions under which the previous system of payment is not appropriate. The document is brought to the attention of employees two months before its entry into force.

When distributing earnings, taking into account the KTU, the amount attributable to each member of the labor collective must not be lower than the amount established tariff scale for the performance of such work within a certain period of time.

The contribution of each employee to the common cause is determined by the formula, since the calculation of KTU by salary without using mathematical methods and absolute indicators is almost impossible.

The basis for calculating the KTU is a scoring system of evaluation parameters, which provides for the gain or loss of points for the implementation of certain actions during the working month or the period of the task.

The actual coefficient is equal to the basic KTU adjusted for the absolute index of increasing and decreasing points.

KTU \u003d 1 + SB, where SB is the sum of points scored by the employee.

Depending on how many people work in the brigade, the funds they earn are distributed as follows: (S / KK) * LK, where:

• C - earned funds;
• KK - collective coefficient;
• LC - personal coefficient of labor participation of an employee.

These are the main indicators used in the calculation of KTU.

For example, consider a team of five people who received 50 thousand rubles in excess of the tariff for the high-quality execution of the order on time. Two of them had violations of labor discipline and were punished with a decrease in KTU by 2 tenths, and one trained a trainee, for which he was awarded 0.1 to his coefficient. Based on these data, the team's collective coefficient will be 5.4 (1+1+0.8+0.8+1.1).

Stably working employees will receive 9259.26 rubles in excess of the tariff. (50000 / 5.4) × 1.0, violators are due 7407.41 rubles each. (50000 / 5.4) × 0.8, and the mentor's income will be 10185.19 rubles. (50000/5.4)×1.1.

The assessment of the complex application of the coefficient of labor participation in the distribution of the wage fund within the team is rather ambiguous. Along with the obvious advantages, this system has certain disadvantages.

1. Objectivity. The distribution of remuneration in accordance with the level of efforts made by each employee maintains their interest in the result of work, and a fair ratio of labor costs and their payment motivates the participants in the production process to the most intensive activity.
2. Direct relationship between the size of the company's income and the performance of its employees. The use of KTU saves the employer from paying for work that does not bring profit. At the same time, employees who work with full dedication and productively use their work time may be eligible for higher remuneration.
3. Availability. This system is suitable for any enterprise that uses collective labor, and its implementation does not require additional conditions and costs.

These advantages explain the desire of employers to introduce such a system at the enterprise.

1. Collective character. The use of KTU is permissible only in relation to employees of labor collectives who, by joint efforts, ensure the final result. Therefore, part of the staff units, by definition, cannot be charged using this system.
2. narrow focus. The introduction of KTU is advisable in areas where production activity which has a direct impact on the profitability of the enterprise, and labor costs are embodied in the final product. For employees who are indirectly involved in the production of the final product and do not have a direct influence on the change economic indicators, the introduction of the coefficient of labor participation is not rational.
3. The probability of a subjective approach. The use of KTU in conditions of imperfect valuation methods, together with the wrong choice of factors affecting its size, can provoke the possibility of a biased attitude of management, allowing for an unfair distribution of funds.

Despite certain nuances, the labor participation rate is a fairly progressive remuneration system, as it allows you to objectively calculate the share of participation of each employee in the performance of a collective task.

The coefficient of labor participation is a value set at the discretion of the employer. There are two main factors in its application:

1. It should not worsen the existing legislative ones.
2. Can only be used in group work.

When applying KTU, it is important to understand that this coefficient is not a substitute for mandatory payments, but can be regarded as an additional incentive or is the basis for a complete replacement of the tariff payment.

To determine the formula for calculating the indicator, you must first determine what kind of value it is.

First of all, this is a way to individually calculate personal achievements in. This indicator can become the basis for wage formation, but it should be understood that with low coefficients, the employer will not be able to reduce the level of payments below those stipulated in employment contract at the start of a working relationship. Accordingly, this value is very problematic for use in the calculation of the basic salary. On the other hand, the KTU calculation allows many employers to stimulate employees who seek to improve their labor skills.
Most often, this coefficient is used to determine such payments as:

1. for the production of products in excess of the established standard.
2. A one-time payment that is accrued based on the results of the revision of norms or terms.

Where is the ratio applied?

The labor participation rate is a rather specific tool. The problem is that it can only be used in labor collectives that do the same work together. That is, in such a team, everyone, as it were, does one job, but the effectiveness of such collectivism, as a rule, is always different. Evaluate output should be based on the quantity of products produced for a certain period of time. Most often, the settlement period is a month, but it happens differently. For example, a team can work on some project, and the monetary result is achieved only after the final delivery of the finished product. In this case, everyone can be paid a basic salary every month, and an additional payment is given according to the result achieved.

It is impossible to apply this coefficient outside of team work. In addition, this value cannot be replaced:

1. Pay for overtime hours worked.
2. Payments for work on weekends and holidays.
3. Surcharges.
4. Compensation for night work.
5. Bonuses for years of service and qualifications.
6. Additional payments for mentoring or team leadership.
7. Encouragement for the rational proposals made.

The coefficient of labor participation is calculated to individualize the merits of each member of the team in the team.

Impact on wages

Baseline given coefficient unit is considered. That is, it is precisely this amount of payments that is due to an employee who fulfilled his work standards in full, without increasing or decreasing them.

These levels are prescribed in the general regulatory documentation of the organization. The employer is obliged to take into account that the establishment of minimum values ​​should not violate legislative norms, reducing the due pay for hours worked. For example, in the Regulation, you can define that the minimum possible value is 0.5, and the maximum is 2.0. Such a definition is rather conditional, and in each individual case its own values ​​are considered.

Thus, the employee will receive the established minimum wage in any way, but in order to increase it, a number of additional measures will have to be taken. There are quite a few factors that affect the growth or decline of the coefficient, but each separate organization can apply them selectively, and not in full.

Calculation rules

The coefficient of labor participation is a value for the calculation of which a special formula is used. If you want to calculate KTU, you must:

1. Calculate the amount to be distributed among the employees of the team.
2. Find out the number of team members on whom the due amount will be divided.
3. Calculate the coefficient of each individual employee based on the results of the worked period.

Consider an example. A team of four people produced products within a month. As a result, they were calculated the following coefficients:

• 1st employee got 1.
• 2nd employee earned 1.5.
• 3rd person rated 1.2.
• The 4th worker received only 0.7.

The final indicator is 4.4, and the amount to be distributed is 42,000 rubles.

The ABC of consulting says: "The area of ​​setting goals" (that is, how they are formulated) quite often does not coincide with the "area of ​​their actual solution" (that is, what actually happened). For example, the desire to "raise the team spirit", "rally the team", "introduce motivation from the results of the entire company", etc. - this is often a struggle with consequences, and not with causes.

Recently, our consultant friend Mister Any received the following request: "To reinforce team spirit, I would like to introduce an additional payment in the sales department for the implementation of the plan for the entire department. What is the optimal amount in relation to the total salary of the employee and what should one be tied to? I count on your help" . Signature: Mr. heart".

It is not uncommon for job advertisements to say that people who "can work in a team" are needed, as if there is a shortage. Perhaps it should be written differently: "We need an egoist who is able to push with his elbows those who prevent him from earning."

But let's move on from comparisons to the methodology.

When we measure the result of the work of a group of people at once, without measuring the results of each member of the group, then we will call such accounting of results "team". Or team result.

"Brigade" accounting of the results of labor is harmful, sometimes forced, and can be justified only in certain situations. Let's take a closer look....

There are stable things that are rarely analyzed (such as: “How else?). Hence, such characteristic errors of employee motivation as:

• stimulation of "angels";
• payment of the "correct" interest;
• search for the "correct" payroll size;
• adjusting salaries in different departments to the “optimum ratio”;
• the search for "proportionality" of wage costs with income.
• bonuses through subjective evaluation;
• unjustified expectations of employees from bonuses and social. packages and others.

A "sick" topic for many entrepreneurs is employee participation in profits.

Luckily, there are solutions to help prevent these business mistakes.

A fragment of Sergei Sychev's speech, secretly filmed by a listener on a mobile phone.

The size of the wage fund (PWT) is determined by the level of wages in the market and the level of organization of labor at the enterprise. The payroll is made up of (a) employees' salaries, not that employees' salaries come from (c) the payroll. If (a) and (c) do not match, then it is time to think about the economics of the enterprise or its manufacturability, perhaps about the business idea itself, but not adjust the salary to low actual results.

Strictly speaking, it would be correct not to use the expression "wage fund", not to write (above) "the wage fund of workers is determined by the level of wages in the market ...", but to write: "Your wage costs are determined by the level of wages in the market. .."

The level of salaries in the market and the size of a particular business are not related to each other.

There are certain professions, and there is their price in the labor market. There are tasks that are assigned, and there is a cost to complete them. And there is also a question that everyone asks: "How much do they pay such a specialist in our city?"

Of course, a good worker can and should get more, and a bad worker less. However, the salary of similar workers in different firms, in principle, cannot differ by orders of magnitude. It can differ by 20–30%, but not by several times, and even more so, not by dozens of times. Although the revenue in a large supermarket and in the "corner store" may differ hundreds of times.

"Linking" Clients to specific managers is usually justified long history their communication in the process of cooperation, which forms, in addition to business, personal relationships. So, forming and deeper understanding by a specific manager of the specifics of working with this company.

However, such a "binding", contrary to the stereotype of comfortable work with an old acquaintance, is inconvenient for the Client. The client has to wait for "his employee" and experience a lot of overlays when the "old acquaintance" is not there, although anyone could serve him. And if the Client really liked working with a specific manager, then one should ask oneself the question: “Why does the Client want a “personal relationship” with a specific good manager, even to the detriment of his own conveniences (you have to wait, call back, ask “to be transferred”, etc. .)?"

Disadvantage 1 (out of 9).

Failure to take into account the fact that the amount of the transaction and the complexity of the work are not related. Respectively,

1.1. A large one-time (sometimes unexpected) "resourceful" order does not entail additional labor intensity, but increases wages and, as a result, relaxes employees.

And vice versa. When the main work on servicing the long-awaited Client is just beginning, and no new receipts are expected, employees are “rightfully” interested in: why, with great effort and labor costs than in the last “profitable” month, their salary “falls”.

1.2. Employees involuntarily develop a dislike for cheap goods and services, a desire to avoid working with them and a corresponding attitude towards the Clients who buy them. So, in other stores at the stand with coffee makers / coffee grinders (conditionally) the seller may not wait (unlike, for example, from a stand with projection TVs).

As a result, the premium is "opaque". The connection between wages and performance is lost...

It happens that work processes are not well-established, Clients are dissatisfied with the work, employees blame each other, and some managers find the problem not in themselves, but in the lack of "team spirit" and insufficient incentives for "general results". Usually no one argues with this, besides it is fashionable.

And if there is simply no technology and workers do everything “as best they can”, then “they hired “professionals” for that.”

The problem, of course, often sits deeper...

Worker productivity is determined by technology. This idea is well known... In the article, the authors pay attention only to the salary part of the problem...

Sometimes the manager introduces a new wage system because he is not satisfied with the "sluggish" pace of work, low productivity of employees, "smearing" a small amount of work for the whole day, and so on. But when establishing new plans, tasks for a shift, a number of managerial errors are made, which lead to imaginary overfulfillments in the presence of hidden downtime.

The most common managerial error that causes "team disease" is called "object structuring", when within the sales department the areas of responsibility of managers are incorrectly distributed (they are assigned to brands, commodity groups etc.). Sometimes sales are not separated into a separate division at all. Those. employees of departments that provide this or that service to Clients (consulting, service, etc.), they themselves sell this service.

Let's look at examples...

Thought 1. Never create multiple rates for the same work (as well as different rules for estimating the same work): neither in time, nor in space, nor between people.

If you create them in time (for example, as described in the article: for work on weekdays - one price, for work on weekends - another or other variations), workers will reduce productivity during normal times and transfer volumes to weekends. And your business process will be destabilized. Moreover, in many cases, workers will be able to do this so “smoothly” that they will not be able to notice.

Thought 2 (deeper)...

How to set a sales plan for a sales agent who is actively looking for new Clients, when not only the number of Clients is important, but also their "significance", which is not easy to formalize? It is clear that a large Client is always better, but what are the signs of its size?

What to do when stimulating agents who are looking for new Clients, if the size of the first transaction is not indicative? A large client may well make a trial small order...

What to do if the number of Clients found per month is calculated in units and, in addition, any Client can make an unexpectedly large order (which was incorrect to put in the plan)? Those. it is very easy to make a mistake in setting a revenue plan by 2 or even 20 (!) times in such a situation.

What to do in those cases when it is important that the agent not only aims to get more income from a newly found Client, but also tried to conclude an agreement on favorable terms for the company on deferred payment.

Let's collect 4 tasks into 1 (one) salary...

About F.U. Taylor has written a lot. Meanwhile, the incorrect work of modern "writers" (and not only Russian ones) with primary sources, as well as sometimes their usual ignorance, exceeded the boundaries of any decency. Earlier in their work "Myths about the scientific management system of F. W. Taylor" specialists A. Demyanenko and L. Dyatlova already drew attention to this fact.

It would be nice if weak people just wanted to stick out their "contribution to the theory of management" and would rush at the "elephants" - fables have long been written about by the classics. But one has to face (and often) situations when an unscrupulous critic not only distorts the original source, but also, according to the exact expression of I.L. Vikentiev, "will enter into polemics and 'in the heat of the dispute' will attribute to the opponent the stupidity that he himself came up with, and then 'expose' him."

We want to prevent this as much as we can. Therefore, Part I. "Preface to the Interview" addresses several common but false claims about scientific management and about the F.W. Taylor system, as well as their refutation.

Today there are about 50,000 specialties. Besides the fact that there are too many of them, specialties with the same name often have different tasks. Let's say, with the same name, the driver carrying the director of the enterprise, the driver performing at the races, and the "truck driver" must clearly have a different motivation system.

But after hundreds of consultations, it became clear that most tasks were chronically repetitive.

The created unified technology for the development of wage systems helps the user (for example, the head of a company or division), regardless of the industry, size and type of activity of the enterprise, and also in the absence of the author, to produce wage models that allow:

• encourage employees to work with the greatest return and efficiency;
• produce" natural selection"the most industrious and capable;
• support feedback between all divisions of the company. At the slightest failure in the system, any employee (or an entire department of the company) must definitely feel that this will negatively affect their wages, and demand that the situation be corrected.

Typical question from the Forum:

“The CEO sets a sales plan for us on a monthly basis on the principle of “from what has been achieved.” It turns out that the more I and my subordinates work, the more they set the plan for us and, as a result, cut off bonuses.

This is not whining. Objectively, during these months the plan was constantly overfulfilled, the sales department of our publishing house had never earned such money before me, a comparative analysis over 5 years showed a two-fold increase in the plan.

But I worry that I no longer have any opportunities to motivate employees. The director keeps talking about raising tariffs, etc. But I still ... don’t have enough sense how to explain that this is wrong.

Our answer:

Planning "from the achieved" is a mistake. When using this "method", the employee needs to sell more and more for the same salary - why should this motivate him? As soon as he fulfills the plan or "naively" overfulfills it (earning a little extra money), the management immediately raises the bar (in turn, insuring against overspending payroll).

"For a new product with an increased plan, it took a lot of heat-treated parts, followed by grinding.

The grinders in these conditions did not have time and the work of the shop stalled. A threatening situation has arisen. ... In those years, this threatened with great trouble: accusations of sabotage, sabotage, and the like. The accusation of this opened a direct road to the Stalinist camps.

I called the foreman of the grinders to come to me ... Of course, a conversation with him and begging to work faster did not give anything. He gasped, groaned, and shook his head in mock sympathy. This was all limited.

It was clear that the grinders were afraid to exceed the norms. It threatened them with their revision and lower prices. Fear, constantly inherent in piecework workers.

Still, I need to do something..."

Question to the factory committee of the factory of the Shuya-Tezinsky manufactory: "Is it possible to read books and doze off while working?"

As for reading books...

“... They work as a team for one outfit, they work well ... But they didn’t include the same helper in the team - it’s unprofitable.

And the approach is this: you give me a job, you provide me with everything, including blanks. And until you bring the details to the machine, he will not lift a finger. That is why we, the craftsmen, plug all the production gaps with ourselves ... And just a little - the master is to blame ... "

“At first it seemed that you only need to work better - and high earnings are provided. But soon I noticed that no matter how hard you try, you get about forty percent of your salary every month. And if you don’t try, too.

It was an unwritten rule, in strict accordance with which all outfits were filled. Before that, at the mine, I myself wrote out work orders for workers - and I always tried to apply higher coefficients, for which I was scolded more than once ... "

For each enterprise, the minimum performance has its own level and should not be lower than 70%. If an employee does not systematically achieve the minimum performance, it is recommended to clarify whether the standards (plans) are overstated. If not overestimated, then it is better to dismiss the employee, since the company's costs, otherwise, can be quite tangible.

But, attention: if the minimum performance threshold is high enough (above 90%) and the punishment is severe, then the employee will have strong motives for inventing various tricks and tricks, as in example 2 or others, but there will be no ideas to improve the result.

Recommendation: "When they create" general fund"From bonuses earned individually (even tips), and then the resulting "common fund" is divided "brotherly", then this is called "dispossession" (the best are taken away in favor of the worst). I don't see anything "rallying" in this disgrace - only potential squabbles. If, however, they are not divided "brotherly", but taking into account the contribution of everyone, then it is not clear why it was necessary to add up. Just stop this practice. "

To encourage managers of the current sales department to maintain the base regular customers and keeping it up-to-date (so that not a single Client is left behind) is used as a performance indicator for the number of active (frequently buying) regular Clients.

To use this metric, you must define an active Client. For example, the Client is considered active in the reporting month (for which the salary is accrued) if the following conditions are met:

• the order has been shipped (even if it is partial);
• payment received (for shipped items) to the Company's account;
• the amount of revenue (as a whole for the month) is more than N thousand rubles.

When it becomes indecent due to the fact that laziness is already noticeable to others, another "net" begins to spend a significant part of his time (literally "from morning to evening") to perform simpler, more psychologically more pleasant, but unnecessary work.

In other words, in the absence of proper control, important work employees (following human nature) will be replaced with a more comfortable one. For example...

Yes, this is how we made the world. Where some see socialization, others see capitalization. And even increase one at the expense of the other. Learn, consultant, while you live. You, not me.

And what do you offer us? Optimize? Those. reduce assets, and replace the real and regularly paid loss to us with an unpredictable, low-probability income? Do you think this is advice?

That's the whole point. We divide the dead legal souls into parts, give them a source of funding, a social mission and a system of work in which, trading only with each other, these social zombies turn losses into a living cash...

Have you come across people who are not satisfied with absolutely everything in the workplace, but who for some reason do not quit their hateful job, do not want any changes, but, on the contrary, want to suffer and work hard until their retirement (which, obviously, will also be insignificant) for a small salary?

According to Ringelman, the collective performance of a group does not exceed half of the sum of the performance of its members, that is, the members of the group are less motivated and make less effort when performing joint actions than when performing individual actions ...

The author of this material, having been professionally engaged in PR-consulting in the field of management for 10 years, had experience in setting and implementing corporate standards in a variety of organizations. This experience shows that the number of "same" problems chronically recurring from firm to firm (regardless of the type of activity, turnover, size of authorized capital, etc.) tends to a constant value.

This made it possible to write some core corporate standards for any (in English - "any") company. Hence the name: "ANY Company Standards".

When reading the material, replace the underlined examples with your own, and you may get the core of corporate standards for your company.

Question: "In order to assess the performance of sellers, we need to keep records of the number of sales, and not just revenue. However, the units of measurement of goods are different: we sell some goods by running meters, others by square meters, thirds by grams / kilograms, fourths by the piece, etc. .d.

Therefore, determining in which units to count the number of sales is a non-trivial task. We were going to keep a record of the number of sales in checks, but you said that this should not be done. Explain why?