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1. Identify the problem of training and retraining staff 3

2. Needs and objectives of staff training in the organization 7

Bibliography 22

Application. Equipment of the head of the personnel training department 23

1. Identify the problem of training and retraining staff

Today, the main problem that is present at the north enterprise is that, despite the large number of employees, the problem of training and retraining of personnel is mainly engaged in one person - the head of the department for training the company's personnel.

The system of training, retraining and advanced training of working personnel operating in the FSUE for North is carried out on the basis of the standard of the enterprise prepared on the basis of the "Model Regulations on Continuing Vocational Economic Training". This system establishes forms and methods of training, retraining working personnel, advanced training, the formation of high professionalism, modern economic thinking, the ability to work in new economic conditions.

Personal responsibility for organizing and educational work in enterprises is carried out by the field training department. In its activities, the head of the department is guided by the current legislation, orders and instructions of higher organizations.

The company organizes the following types of workers' training, ensuring its continuity:

preparation of new workers;

retraining (retraining) workers;

training of workers by the second (related) profession;

improving the qualifications of workers.

Preparation of new work in production is the initial professional and economic training of persons adopted on the enterprise and previously not had professions. They are required to undergo a course of study in accordance with the program of vocational education. The preparation of new workers in production is carried out in the course and individual forms of training.

During the course preparation, theoretical training of workers is carried out in the educational group. The number of groups is set from 10 to 30 people. Training time up to 6 months. Typical curricula, curriculums on subjects of general and economic courses for the preparation of new workers are developed by the professions of the Scientific and Methodological Center for Vocational and Technical Training, as well as a union in accordance with the tariff-qualification reference book of works and professions of workers and are approved by the chief engineer or his deputy .

At the end of the training, the new worker will fulfill the trial operation in accordance with the requirements of the Tariff-Qualification Directory and is obliged to submit a workshop qualifying commission for the right to obtain a qualification discharge.

The question of the assignment or increase of the discharge, the worker is considered by the Qualification Commission of the enterprise, the workshop on the basis of the application of the worker and submission of the manager with the appropriate division.

In case of individual training, the learner studies the theoretical course on its own and consult the teacher, and the production training passes individually under the guidance of a qualified workers' training instructor in the workplace.

The following type of working personnel training, operating in the enterprise - retraining (retraining) of workers. It is organized to master the new professions released by workers who cannot be used by their professions, for example, due to the reduction in the number of jobs, as well as persons withdrawn the desire to change the profession taking into account the needs of production.

Training workers in the second (related) professions is the training of persons already having a profession in order to obtain a new profession with an initial or higher level of qualification. This training is organized to expand their professional profile, enhance mobility and adapt to changing working conditions, acquiring new skills. This type of training is relevant in modern economic conditions. But at the enterprise in 2005, he was trained in adjacent professions on 28 people less than in 2004. The reason for this reduction is the insufficient amount of funds for retraining of workers.

Improving workers' training is a training to consistently improve professional and economic knowledge, skills and skills, an increase in skill in the existing professions.

At the enterprise, an increase in the skills of workers is carried out in two directions, namely, the advanced training in educational institutions and directly at the enterprise. Raising qualifications in educational institutions can pass with a margin and without separation from production.

On the FSUE on the North, preference is given to advanced training directly at the enterprise, as there are few funds to improve the qualifications in educational institutions.

Training workers to improve the qualifications directly at the enterprise is carried out:

in production and economic courses;

on target courses;

in the schools of advanced receptions and working methods;

at the courses of brigadiers.

Production and economic courses are created to deepen and expand professional and economic knowledge, skills and skills of workers to obtain higher tariff discharges, in accordance with the requirements of production. The acquisition of the learning group is carried out, as a rule, from workers of one or related professions of close qualifications on the basis of the application of the working and recommendations of the heads of workors, the site.

Training duration is set from 3 to 6 months. The theoretical course is given from 70 to 210 hours of school hours, while economic training should be given from 20 to 30 percent of academic times.

Improving the qualifications of workers in production and economic courses is organized by three stages:

I. Stage of training - advanced training for the 3rd category.

II. Stage of training - advanced training by 3-4 discharge.

III. Stage of training - advanced training by 5-6 category.

Training in production and economic courses is completed by the qualifying exams.

Target courses are created directly at the enterprise to study new technology, equipment, materials, technological processes, progressive forms of labor organization, labor legislation, the rules of technical operation of equipment, safety and other issues.

Classes are held in groups from 10 to 30 people. The acquisition of the learning group is carried out in accordance with the thematic orientation of courses. The duration of learning is established by the enterprise, based on the purpose of learning, but in the amount of at least 20 hours. Training on target courses ends passing exams.

Schools of advanced receptions and labor methods are created for the purpose of mass development of workers of best practices and methods of labor of innovatives.

Workers are trained in these schools one or related professions. Classes are conducted in groups from 5 to 30 people. The duration of classes in the amount of at least 20 hours.

Education in schools includes practical classes in the workplace, conducted by innovators of production - school leaders, as well as theoretical classes conducted by experts. At the same time, special attention is paid to the economic justification and effectiveness of studied labor methods.

Education at school ends with final classes.

The study and generalization of best practices is carried out by employees of the services of the scientific organization of labor, labor and wages, scientific and technical information and technological bureaus of workshops. After that, a description is drawn up and transferred to the training bureau to organize study experience in schools.

2. Needs and objectives of staff training in the organization

The first step towards making employee work as productive as possible, is a professional orientation and social adaptation in the team. If the leadership is interested in the success of the employee at a new workplace, it should always remember that the organization is a social system, and each employee is a person. When a new person comes to the organization, he brings with me the previously acquired experience and views that can fit or not fit into the new framework.

If the head does not make active efforts to organize adaptation of new subordinates, the latter may be disappointed due to the inconspiciency of their hopes, may consider that in behavior should be guided by experience gained at the previous work, or to come to other incorrect conclusions about their work. The head should also remember that something from the fact that newcomers will know during their adaptation may be just shocked for them.

Personnel training is the most important condition for the successful functioning of any organization. This is especially true in modern conditions when the acceleration of scientific and technological progress significantly diminishing the process of obsolescence of professional knowledge of skills. The importance of vocational training for the organization and significant empowerment in it over the past 30 years has led to the leading companies employees. The organization of vocational training has become one of the main functions of management of career guidance and adaptation of personnel.

Personnel management should not only be linked to the objectives of the organization, but also to line up as a single system, which involves the relationship and interdependence of various areas of work in this area. If the personnel management is built as a system, each specific direction of this activity should be subject to a single common goal - ensuring the effective work of the organization and its development.

The training system is effective only if it is closely related to the most important areas of personnel management, labor incentive system, work with a reserve for senior positions, staff development programs, etc.

Thus, for new employees, training can follow immediately behind the selection procedure. At the same time, training is closely intertwined with the process of their adaptation to work in the organization.

The development of personnel is a system of interrelated actions, the elements of which are the development of strategy, forecasting and planning the need for personnel of one or another qualifications, career management and professional growth; Organization of the process of adaptation, training, training, the formation of organizational culture Smolkin A.M. Management: Basics of the organization. - M., 2002. - P.143 ..

The purpose of learning is the development of the intellectual potential of employees. At the same time, the process of obtaining education and advanced training is no less important than its formal result or the achieved level of education.

Personnel training is a focused, manageable and measured process. Seven main directions should be operated for organizing effective training.

At the level of the organization, the first two directions are determined: identifying the goals and learning needs, and, sometimes, the seventh direction is an assessment of training efficiency.

In order for training in order to meet the interests of the organization, at the preparatory stage should clarify the most important goals pursued. The goals envisaged in training personnel should relate to the objectives of the organization. Among the main learning goals, such as are usually distinguished.

Achieve a higher level of productivity and quality of personnel;

Acquisition by listeners of knowledge and skills that contribute to raising their professional qualifications;

Raising the level of staff motivation;

Increasing the level of commitment to workers of its organization and the development of mutual understanding between staff and leadership;

Formation of students and attitudes supporting the strategy and goals of the organization;

Informing about the goals, objectives, strategies and policies of the organization.

The definition of learning needs can be undertaken at various levels. For example, the needs of the organization as a whole should be analyzed by a personnel specialist or the training department in accordance with the general production goals and organization's policy in the workforce planning. At the same time, the need to teach specific groups of workers in all units after consulting with linear leaders is determined. This work should also include an analysis of the expected effect from the impact of training for the organization of production problems.

The most detailed analysis of learning needs occurs at the level of the work itself. The main requirement here is to determine all the functions and actions that employees carry out in the process of real performance of specific work. The job description, extended detailed for the organization of training, can serve as a useful material for allocating and describing knowledge, skills and settings necessary to perform each of the components of the task of action in the required level. Careful analysis of the work allows you to establish that for its qualified performance requires certain labor skills.

Evaluation of learning efficiency also takes place at different levels. The teacher is usually as a rule assesses the result of mastering knowledge, skills, skills, listeners in the process of classes. Exams, tests, exercises are used to evaluate. The participant of the program, the client - as a rule, is focused on the atmosphere that has created in the learning process, which has arisen or has an interest in this topic. The customer, the superior leader assesses the quality of training on the set and the number of skills that have been transferred to practical activities.

Professional information implies well-made staff training. Figure 1 shows the process of vocational training in the enterprise.

Fig.1. Professional learning process

Management of career guidance and adaptation of personnel should create not only favorable working conditions, but to ensure the possibility of promoting the service and the necessary degree of confidence in the future. Therefore, the main task of the enterprise's personnel policy in this area is to provide in the daily personnel work of accounting for the interests of all categories of workers and social groups of the labor collective of the Skopalatov I.A., Efremov O.Yu. Personnel Management. - St. Petersburg: University Tutorial, 2000. - with. 112 ..

The success of leading Western firms in ensuring high quality products, its rapid update, a decrease in production costs and integration of personnel efforts related to the fact that they have created highly efficient personnel management systems and, in particular, personnel adapt management in organizations. You have to be affected by the number of human-oriented programs, and the frequency with which they are revised and updated. The development of these programs is based on a comprehensive, interconnected study of the personal characteristics of employees, external and internal working conditions of the company and the necessary organizational actions aimed, ultimately, on the effective operation of the company in the whole Kamaev V.D. Art of management. - M.: Vlados, 2002. - with. 13.

The main problem of managing our modern organizations is that little time is paid to the adaptation of personnel in enterprises. Of great importance for effective personnel adaptation management has an analysis of the characteristics of the labor market. Intracemental features of the enterprise, organizations, such as the objectives of the company's development goals, the trends of its management style, the specific nature of the tasks solved, the specifics of the working groups, etc. also need to be taken into account to ensure the effectiveness of adaptation.

These common trends should be taken into account in the domestic management practices in the establishment of a market economy.

For the best development of personnel training and retraining management, it is necessary to develop a qualitative structure of personnel management. The exemplary structure is presented in Table 1.

Table 1

Personnel Management Structure

This structure is designed to meet the necessary requirements for employees of the organization and includes the following activities:

resource planning is to develop a plan to meet human resource needs and necessary for this cost;

recruitment recruitment - the creation of a reserve of potential candidates for all positions;

selection - Evaluation of candidates for jobs and the selection of the best from the reserve created during the recruitment;

career guidance and adaptation - the introduction of hired workers in the organization and its division, the development of employees of an understanding of what the organization expects from them and what kind of work it receives a well-deserved assessment;

training - development of personnel training programs in order to effectively fulfill work and its promotion;

evaluation of work activity - development of methods for assessing labor activity and bringing it to an employee;

raising, decrease, translation, dismissal - Development of methods for moving employees as a larger or less responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for termination of the employment contract;

preparation of managing personnel, promotion management - Development of programs aimed at developing abilities and improving the effectiveness of labor personnel;

labor relations - the implementation of negotiations on the conclusion of collective agreements;

When analyzing the professional suitability of a separate person to a particular profession, it must be remembered that professionally valuable qualities form something valuable, the system of Shekshny S.V. Managing the staff of the modern organization. Educational and practical manual. - M.: CJSC Business School "Intel-Synthesis", 1997. - s. 165 ..

Ensuring guarantees of employment for personnel makes any organization of more profitable and competitive, especially if the strategy stabilization of employees is used as a means to increase flexibility in personnel management, creating conditions for the close interaction of workers and maintain the most qualified composition.

Personnel policy of the enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its holding in the organization and plans for the use of labor. Personnel policy should increase the possibilities of the enterprise, respond to changing requirements of technology and market in the near future.

Personnel policy of FSUE for North is an integral part of all management activities and the organization's industrial policy. It aims to create a cohesive, responsible, highly developed and high-performance workforce. The main task of personnel policy in the enterprise is to provide in the daily personnel work of accounting for the interests of all categories of workers and social groups of the labor collective.

When selected frames for production, the following points are taken into account:

physical data

qualification,

mind (intelligence),

special inclinations

interests

character

motivation,

circumstances.

Qualification requirements for personnel are quite concrete, which allows employee of the personnel department to form a clear idea of \u200b\u200bthe person who is required. One of the useful approaches to solving this task in the FSUE for North is the critical consideration of existing employees who work well and bad to identify personal and professional features, thanks to which employees work successfully.

When selecting personnel in production, testing is needed, which includes the following types of tests:

Test for the definition of abilities. One of the most famous test for the definition of intelligence, with which they try to estimate the overall ability to think, express thoughts out loud, operate with numbers and navigate in spatial relations.

Qualification tests. Basically, they are used to conduct interviews with the secretaries to check the speed of the stenograph and the skill to print on the computer. But they are used on other levels.

Tests for testing personal qualities. Use these tests to characterize the personality, especially when selecting candidates for managerial work.

Medical tests. The doctor is one of the members of the team for a set of personnel (which is associated with severe work in manufacturing units), it has a clear idea of \u200b\u200bthe nature of the work and qualification requirements for the personnel.

Test for the selection of the group. Used in assessing certain properties that are difficult to determine on an individual basis. Special aspects of personality that are important to work (for example, the ability to cope with voltage or uncertainty, the ability to lead), or the ability to work effectively as a team member. The basic principle is that the group is given a task with fuzzy or accurate instructions, depending on the target, the observers also estimate the individual work of each.

The hired staff of FSUE for North should undergo a serious professional adaptation to the requirements of production, which includes the following stages:

set - the employee is hired into the company;

training before starting work - the employee is ensured by appropriate information before arriving at the place of work;

orientation - the hired employee is submitted to the team;

training training - in its process, the employee studies the features of work in the company;

adaptation - an employee adapts to working conditions;

appointment - accepted to work receives its first permanent position;

assessment - the entire process of entering the position is evaluated.

All this complex system, the validity period of which is up to 12 months, is aimed at achieving maximum compliance of the preparation of workers to its places in the company. The greatest attention should be paid to the training training, during which the employee visits seminars, on which in detail studies the features of the production process in the enterprise.

The learning process is the central moment of management of vocational training in FSUE for North. Costs for vocational training are considered by the leadership of the capital investment in the development of the organization's staff. These investments must bring returns in the form of improving the effectiveness of the organization's activities.

Evaluation of the effectiveness of training programs is estimated as follows:

tests conducted before and after training and showing how much knowledge of students' knowledge has increased;

observation of the behavior of the past training of employees in the workplace;

monitoring the response of educational workers during the program;

evaluation of the effectiveness of the program by the learners by the help of or during open discussion.

The evaluation criteria are established before studying and bring to the attention of students learning and managed professional training in the organization. After completing the training and evaluation, the results are reported to Human Resources, Heads of Training Employees and Employees themselves, and are also used with further planning of vocational training.

Next, it is necessary to re-evaluate the effectiveness of learning by analyzing changes in the results of the work of its employees after a certain period of time (half a year), which makes it possible to evaluate the long-term effect of the program.

When choosing training methods, the organization is guided by the effectiveness of their impact on a specific group of students. At the same time, the principles of learning adults are taken into account. Four such principles:

Relevance. What is said about while learning. Must be relevant to the professional or private life of a student employee. Adults are badly perceived by distracted and abstract themes.

Participation. Students should actively participate in the educational process and directly use new knowledge and skills already during the training.

Reiteration. It helps a new knowledge to entrenched in memory and turns acquired skills in the habit.

Feedback. Studying staff constantly provide information on how far they advanced. The presence of such information allows them to adjust their behavior to achieve higher results.

Understanding how vocational training may be interested in an employee, allows you to properly present him information about the upcoming program. In this case, the head of the unit is played by a decisive role in which the employee is working on training. As a rule, the head is better than others understand its motivation and has the opportunity to link his interests with the upcoming course, which contributes to the best attitude towards upcoming training from employees of the enterprise.

It should be borne in mind that the use of funds allocated by the enterprise on the expansion of training should focus on the most rational and efficient use of material, labor and financial resources, reduced excess costs and losses.

On the scale of the entire social production, the growth of labor efficiency is manifested in increasing national income, and in relation to a separate employee - in increasing the productivity of its labor.

The labor productivity of the worker is determined not only by the level of its education (general and professional). At the same time, life has shown that only persons with high general educational and training can work on modern machines and mechanisms.

The individual labor productivity of the worker has an impact of a number of factors relating to the physical and spiritual ability of the individual: health, age, work experience. This position in itself is no doubt, but this is not the only factor contributing to the growth of individual labor productivity under the unchanged material conditions. Most workers' traditional industries of material production, labor productivity increases as their professional training and advanced training increases.

The studies have established the connection of training and personnel flow. As professional education increases, the motives of personnel turnover change. With a low level of vocational education, dismissal is especially frequent due to violations of labor discipline and poor relations with the administration, as well as due to dissatisfaction with the nature of the work performed.

Most susceptible to workers who are not passing training; in second place - receiving special training in production; Graduates of vocational schools (colleges) are the most stable contingent.

Economic and social results are internally interdependent, the economic result is always socially significant. The achievement of high economic indicators creates objective opportunities for more fully satisfying material and spiritual needs; The provision of favorable conditions for the comprehensive development of the person increases its desire for active and highly efficient work.

Recognition of the relationship of economic and social effects put forward the problem of determining the methods of assessing costs and relevant results, clarifying their content, factors affecting the growth of efficiency. An important task is to find out the principal possibility of quantitative measurement, that is, formalization of indicators of economic and social efficiency of training, retraining and advanced training of work personnel.

Increasing the level of preparation, retraining and advanced training of workers leads to an increase in labor productivity efficiency. This is noticeable both at the level of individual workers and working groups. Currently, there are a number of methods for determining the impact of advanced training on the growth of labor productivity.

In calculations, we use the following formula, allowing you to calculate the possible increase in labor productivity of workers due to improving their level of qualifications:

PR \u003d (RSK - RSN) and 100 economics of labor resources. / Ed. V. D. Areschenko. - Minsk: Higher School, 1991. - 160s.,

where is the increase in labor productivity due to improving the skills of workers;

RSK, RSN - the average discharge of workers, respectively, at the beginning and end of the year;

And - the difference between the tariff coefficients at that interval in which the raising tariff discharge occurs;

U - the proportion of workers, promoted qualifications, in the total number of industrial and production personnel.

PR2002 \u003d (3.5 - 3.4) 0.3 5,18 100 \u003d 15.5%

Pr2003 \u003d (3.56 - 3.5) 0.3 3.55 100 \u003d 6.4%

Pr2004 \u003d (3.68 - 3.56) 0.3 4,99 100 \u003d 17.7%

Of the calculations manufactured, it is clear that the greatest growth in labor productivity in connection with the advanced training of workers' staff has reached in 2004.

where k is the cost of training;

1.05 - the ratio of the surplus product to wages;

12 - number of months per year;

C2, C1 - the average work salary before and after training on courses.

T \u003d 6.64 / 1.05? 12 (16 700 - 15 200) \u003d 10.3 months

Completed calculations show that the costs invested in advanced training of work personnel will pay off for 10.3 months.

Bibliography

1. Kamaev V.D. Art of management. - M.: Vlados, 2002. - with. 13.

2. Scopulatov I.A., Efremov O.Yu. Personnel Management. - St. Petersburg: University Tutorial, 2000. - with. 112.

3. Smallkin A.M. Management: Basics of the organization. - M., 2002. - P.143.

4. Shekshnya S.V. Managing the staff of the modern organization. Educational and practical manual. - M.: CJSC Business School "Intel-Synthesis", 1997. - s. 165.

5. Economy of labor resources. / Ed. V. D. Areschenko. - Minsk: Higher School, 1991. - 160c.

application

Equipment of the head of the personnel training department

1. GENERAL PROVISIONS

1.1. This job description defines the functional responsibilities, rights and responsibility of the head of the training department.

1.2. The head of the personnel training department is appointed and exempt from the position in the order of the enterprise director of the enterprise established by the current labor legislation.

1.3. The head of the training department submits directly to the Deputy Director

1.4. A person who has a higher professional education and work experience in the training of personnel on engineering and leadership positions is appointed to the position of chief training department of personnel.

1.5. Head of training department should know:

legislative and regulatory legal acts, methodological materials on training and advanced training;

the structure and states of the enterprise, its profile, specialization and prospects for its development;

personnel policy and enterprise strategy;

the procedure for the preparation of training plans, retraining and advanced training, training plans and programs and other educational and methodological documentation; organization of the process of continuous training of employees;

progressive forms, methods and learning tools;

the procedure for concluding contracts with educational institutions and labor agreements with teachers and mentors;

procedure for financing training costs;

methods of analyzing the effectiveness of training and advanced training;

organization of work on vocational guidance and professional;

the procedure for maintaining and drawing up reporting on the preparation and advanced training of personnel;

basics of sociology, psychology and labor organization; Basics of labor legislation;

basics of the economy, organization of production and management;

means of computing equipment, communications and communications; rules for their operation;

rules and norms of labor protection.

1.6. During the temporary absence of the head of the training department, his duties are assigned to the Deputy Head of the personnel training department.

2. Functional duties

Head of personnel training department:

2.1. Provides a continuous increase in the level of professional knowledge, skills and skills of enterprise employees in accordance with the objectives and strategies of the enterprise, personnel policies, directions and level of development of equipment, technology and management of management, the development of new types of products, works (services), the resources and interests of workers for Achieve and maintain high labor efficiency for the production of competitive products.

2.2. Provides the creation and effective functioning of a system of continuous training of all categories of employees of the enterprise. Takes part in the development of a strategy for the development of enterprise personnel, professional development programs.

2.3. Based on the analysis of the overall need of an enterprise in the personnel of a certain level and the preparation profile, application of structural divisions, taking into account the results of certification and individual development plans, the planning of their preparation, retraining and advanced training is planned, determines the directions, forms, methods and training deadlines.

2.4. It ensures the conclusion of contracts with vocational education institutions, training courses, enterprises, including foreign, training and internship personnel, identifying training costs, organizes the direction of employees to study in accordance with the contracts concluded, draws up the necessary documents sent to training abroad.

2.5. It is carried out by organizational and methodological guidance, equipment and development of the material base of vocational education institutions and advanced training courses included in the structure of the enterprise, the introduction of automated training and various types of automated training equipment on new techniques and new technological processes into the curriculum.

2.6. Organizes the selection of personnel teachers, masters of production training, youth mentors and instructors from among specialists and highly skilled workers, in accordance with curriculum, it establishes the regime of classes for all types of vocational training.

2.7. Hears the work on the professional orientation of young people and the organization of trade protection, the use of scientific methods of selection of a contingent for learning to mass professions and specialties, communicates with the services of vocational guidance.

2.8. It ensures the functioning of the adaptation system of young professionals and workers in production, including the preparation of special publications and other information about the enterprise, holding the "open day days", work ceremonies, the implementation of practical training programs, the development of mentoring. Organizes the manufacturing practice of students and students.

2.9. It ensures the conclusion of employment agreements with teachers and instructors of production training, drawing up documents on labor payment for training and management of production practices.

2.10. Provides control over the systematic and quality of classes conducted, performance of students, compliance with the deadlines, the implementation of curricula and programs, the correctness of the established documentation.

2.11. Develops measures to improve the vocational training and pedagogical qualifications of mentors, teachers and instructors of production training.

2.12. It organizes the work on the analysis of qualitative results of training and its effectiveness, the development of proposals for improving the forms and methods of training and advanced training, measures to eliminate the existing shortcomings, taking into account the wishes of employees of the enterprise undergoing training.

2.13. He controls compliance with social guarantees of employees during the passage of training (preservation of the experience, provision of a reduced working day, paid vacations, etc.), the creation of the necessary conditions for training without separation from production.

2.14. Provides proper expenditure of funds for training in accordance with the approved estimates and financial plans of the enterprise, as well as the compilation of established reporting on the preparation and advanced training of personnel.

2.15. Manages the department's employees.

Head of training department has the right to:

3.1. To give subordinate to him to employees of the assignment, tasks in a circle of issues included in his functional duties.

3.2. Control the execution of planned tasks and work, timely execution of individual instructions and tasks of employees subordinate to him.

3.3. Request and obtain the necessary materials and documents related to the activities of the personnel training department subordinate to the employees.

3.4. To enroll in relations with the divisions of third-party institutions and organizations to solve operational issues of industrial activities included in the functional responsibilities of the head of the personnel training department.

3.4. Representing the interests of the enterprise in third-party organizations on issues related to the production activities of the personnel training department.

4. Responsibility

Head of training department is responsible for:

4.1. Results and efficiency of production activities department of training.

4.2. Not ensuring the fulfillment of its functional duties, as well as the work of subordinate workers.

4.3. Invalid information about the status of execution of work plans department.

4.4. Failure to comply with orders, orders and orders of the director of the enterprise.

4.5. Failing measures to curb the violations of safety regulations, fire-fighting and other rules of creating a threat to the activities of the enterprise, its employees.

4.6. Not ensuring compliance with the labor and executive discipline by workers who are subordinate to the head of the training department.

5. Working conditions

5.1. The mode of operation of the head of training department is determined in accordance with the rules of the internal labor regulation established in the enterprise.

5.2. In connection with the production need, the head of the personnel training department can travel to office business trips (including local values).

5.3. To solve operational issues to ensure production activities, the head of the training department may all be allocated by official vehicles.

6. Field of activity. Putting right

6.1. The exclusive sphere of activity of the head of the training department is to ensure the planning and organization of the production activities of the personnel training department.

6.2. The head of the training department, the right to sign organizational and administrative documents on issues included in its functional responsibilities is provided to ensure its activities.

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With the introduction of progressive technologies to production there is an objective need for mastering employees of new labor techniques. How to organize advanced training and arrange relevant documents, is described in the article.

Advanced training is one of the types of additional vocational education. Its purpose is to update theoretical and practical skills of specialists in connection with increasing the requirements for the level of professional knowledge and the need to master modern methods for solving production problems. This is stated in para. 2 of paragraph 7 of the Model Provision on the educational institution of additional professional education (advanced training) of specialists approved by the Decree of the Government of the Russian Federation of June 26, 1995 N 610 (hereinafter referred to as standard).

Important training nuances

Training at the initiative of the employer and mandatory training

At the discretion of the employer. The need for training and retraining of personnel for their own needs is determined by the employer (part 1 of Article 196 of the Labor Code of the Russian Federation). At the same time, the conditions and procedures for advanced training should be established by a collective agreement or agreement, an employment contract (Part 2 of Article 196 of the Labor Code of the Russian Federation).
According to para. 3 p. 7 of the standard training situation is carried out as needed, but at least once every five years throughout the work of employees. The frequency of training by employees of certain professions and specialties establishes an employer in a local regulatory act.

Compulsory education. The employer is obliged to send employees to improve the qualifications of employees, if this is a condition for the implementation of specific activities. This norm is set to h. 4 tbsp. 196 Labor Code. Employees of certain specialties and occupying certain positions are obliged in accordance with some laws to undergo advanced training. To them, for example, belong:
- scientific and pedagogical workers of state higher educational institutions and state scientific institutions (organizations) operating in the system of higher and postgraduate vocational education (Art. 21 of the Federal Law of August 22, 1996 N 125-FZ "On Higher and Postgraduate Professional Education");
- employees of railway transport, the production activities of which are directly related to the movement of trains (Federal Law of January 10, 2003 N 17-FZ "On Railway Transport in the Russian Federation");
- Drivers and other employees of automotive and terrestrial urban electric transport, ensuring road safety (Federal Law of 10.12.1995 N 196-FZ "On Road Safety").

Types of advanced training

Depending on the needs of the employer, the volume of new knowledge and duration of training, advanced training can be organized in different ways:
- short-term (at least 72 hours) thematic training on concrete production. It is carried out at the place of the main work of specialists and ending with the relevant exam, credit or protection of the abstract;
- thematic and problem seminars (from 72 to 100 hours) on scientific and technical, technological, socio-economic and other problems arising at the level of the industry, region, enterprises (associations), organization or institution;
- Long (over 100 hours) Training of specialists in an educational institution of advanced training for in-depth study of topical problems of science, technology, technology, socio-economic and other problems on the profile of professional activities.
It is provided by the para. 4 - 7 p. 7 of the standard position.
At the same time, all additional professional educational programs educational institutions advanced training are developing independently taking into account the needs and special wishes of the Customer, as well as the requirements of state educational standards to the level of training of specialists in the appropriate area (specialty) (paragraph 2 of paragraph 42 of the standard position).

Forms of advanced training and guarantees to employees

According to paragraph 41 of the Model Provision, advanced training can be carried out:
- with a separation from work;
- without separation from work;
- with a partial separation from work;
- According to individual forms of training.

Saving a workplace and medium earnings. According to Art. 187 Labor Code In the direction of an employee to improve the qualifications with a margin from work behind it, place of work (position) and the average salary at the main place of work are preserved.

Travel for advanced training. If the employee is aimed at studying another locality, he is paid to travel expenses in the manner and sizes, which are provided for persons sent to official business trips. In addition, for all the time of finding an employee on a business trip, he should pay average earnings (Art. 187 of the Labor Code of the Russian Federation).

And work and study. If the employee improves the qualifications without separation (or with a partial separation) from production, it receives wages for actually spent time (manufactured products).
If the employee combines training and work, their total duration should not exceed the daily rate of working time provided for by the labor legislation (Article 91 of the Labor Code of the Russian Federation), the rules of the internal labor regulation and the conditions of the employment contract.

Where to go to learn

Advanced training can be held either in the organization itself, or in educational institutions of advanced training (part 2 of Article 196 of the Labor Code of the Russian Federation). According to paragraph 8 of the standard position, these include:
- Academy (with the exception of academies that are educational institutions of higher professional education);
- Institutes of advanced training (improvements) - sectoral, inter-sectoral, regional;
- Courses (schools, centers) advanced training, employment training centers.
Professional training can also be obtained from a specialist who has the required qualifications (clause 3 of Art. 21 of the Law of the Russian Federation of 10.07.1992 N 3266-1 "On Education").
All listed institutions are obliged to have a license for conducting educational activities (paragraph 1 of the Regulations on the licensing of educational activities approved by the Decree of the Government of the Russian Federation of 31.03.2009 No. 277).
This requirement does not concern (paragraph 2 of the Regulations on the licensing of educational activities approved by the Decree of the Government of the Russian Federation of 31.03.2009 No. 277):
- educational activities in the form of one-time lectures, seminars, internships, when a document on education or advanced training is not issued;
- Individual training of an employee at a specialist with relevant qualifications.

We will send an employee for advanced training

Domestic documents on the direction of advanced training

According to the letter of the Ministry of Finance of Russia dated 16.05.2002 N 04-04-06 / 88, the basis for the direction of employees for advanced training courses can be:
- a training plan, which indicates the causes and objectives of employees, as well as their names and positions (sample on p. 50);
- Order of the head on the direction of advanced training, in which it is necessary to substantiate the production need for additional education of the employee (introduction of new equipment, expansion of production, etc.), and also indicate that it is aimed at learning on the initiative of the employer.

CLOSED JOINT-STOCK COMPANY
"Seaside heating systems"

The order will be the basis for visiting the employee of training sessions.

Treaty for the provision of educational services

In the direction of employees to improve the qualifications, the employer must conclude an agreement with an educational institution (paragraph 16 of paragraph 7 of the standard position).

Form of the contract. Approximate forms of contracts for the provision of educational services are given in the orders of the Ministry of Education of Russia of July 10, 2003 No. 2994 and from July 28, 2003 No. 3177, as well as in the methodological recommendations for the conclusion of contracts for the provision of paid educational services in the field of education (a letter of the Ministry of Education of Russia of 01.10.2002 N 31th-31nn-40 / 31-09). But, as a rule, a typical contract form develops an educational institution.
In the document, you must specify the program, form (full-time, correspondence, part-time), the cost and period of employee training, as well as the name of the document he will receive at its end.
The contract is drawn up in two copies - one remains at the employee, the other is in an educational institution.
Please note: the customer of educational services should be an employer, not an employee. Otherwise, the organization will not be able to take into account the amount of expenses for the payment of training when calculating income tax.

Appendix to Agreement. To the contract attached:
- educational program of an educational institution with an indication of the number of hours of visits;
- Photocopy of license to conduct educational activities by an educational institution.

Additional contract with an employee

According to Part 2 of Art. 197 Labor Code Employer, a guiding employee to improve the qualifications, must conclude an additional agreement with him (agreement) in which the employee's responsibilities will be spelled out after completing learning. For example, a condition for a mandatory development of a certain period by an employee of a certain period is to establish sanctions for violation of the educational discipline, the procedure for compensation to the employer of the funds spent in cases of incomplete development of the established period or interruption of training. The sample agreement is shown below.

Sample agreement (Download in Word format)
Sample agreement

Documents on education

According to paragraph 27 of the Model Provision, the development of educational programs for advanced training over 72 hours is completed with mandatory final certification. The following types of attestation tests are provided:
- the final exam in a separate discipline;
- The final interdisciplinary exam on the training program;
- abstract on a separate discipline or a number of disciplines;
- Preparation and protection of certification work (graduation, thesis or thesis project).
This follows from paragraph 6 of recommendations on the final state certification approved by Annex 1 to the guidance letter of the Ministry of Education of Russia of 21.11.2000 N 35-52-172in / 35-29.
Depending on the number of student hours, the employee who has passed the advanced training is issued the following state sample documents:
- Certificate of short-term advanced training - for persons who have been trained in a program in volume from 72 to 100 hours;
- Certificate of advanced training - for persons who have been trained in the program in the amount of over 100 hours;
- a diploma of professional retraining - for persons who have been trained in the program in the amount of over 500 hours;
- Diploma for qualifications - for persons who have been trained in the program in the amount of over 1000 hours.
This is provided for by paragraphs 1 - 3 of the requirements for documents of the state sample on advanced training and professional retraining approved by Appendix N 1 to the Resolution of the State Committee for Russia from 27.12.1995 N 13 and paragraph 28 of the Model Provision.
The original document on advanced training is kept by the employee, and the copy should be asked to the employee's personal matter.
But not always at the end of training, the employee can get a document on the formation of a state sample. There are no such documents of the Organization that conduct educational activities not subject to licensing are in the form of one-time lectures, internships and seminars, as well as teachers engaged in individual labor pedagogical activities. The scope of the curriculum in this case is less than 72 hours, and at the end of the listeners can give a certificate indicating the topic and scope of study clock. Certificate samples Each institution develops independently.

Act about the services rendered

At the end of the training, the educational institution is obliged to submit an act of an act of rendered services. It must contain a period of study, the name of the training program and its value in rubles.

Sample Akt (Download in Word format)
Sample Akt

In long-term training, the act should be separately for each reporting period, that is, once a quarter, and the cost of paying educational services to include in the cost of the costs quarterly.
Information about advanced training needs to be made in Section. V "Improving the qualifications" of the employee's personal card (form N T-2). But only if at the end of study, the employee received a certificate, evidence or a diploma of the established sample. This is stated in paragraph 28 of the standard position.

Training in another area

If the employee is sent to the other terrain, his trip is drawn up as a business trip. In this case, in addition to those listed above, the following documents must be issued:
- Service task (form N T-10A), signed by the head of the structural unit. At the end of the business trip, the employee is a brief report on the task, and the head of the structural unit makes the appropriate conclusion;
- Order (order) on the direction of the employee on a business trip (form N T-9 or N T-9A);
- travel certificate (form N T-10);
- Report on the execution of the task (on the bunch of service task). It is a worker who has finished learning, and the head of the structural unit makes conclusion about the fulfillment of the task.
All these documents are issued on typical books, which are approved by the Resolution of the State Statistics Committee of Russia of January 05, 2004 No. 1.
In the direction of an employee to improve the qualifications to another locality, it remains the workplace (position) and the average salary at the main place of work. In addition, the employee must pay for travel expenses on the rules provided for for official business trips (Article 187 of the Labor Code of the Russian Federation). This means that the order and size of the reimbursement of expenses related to service business trips are determined by a collective agreement or a local regulatory act (part 2 of Article 168 of the Labor Code of the Russian Federation). In particular, costs are taken into account as travel expenses:
- on the passage of the employee to the destination of a business trip and back;
- hiring residential premises;
- Daily diurnal within the norms (700 rubles. - for expenses taken into account in order to pay NDFL (para. 10 of paragraph 3 of Art. 217 of the Tax Code of the Russian Federation)).
Upon returning from a business trip, the employee for three working days should submit an advance payment of the consumed funds and documents confirming the costs produced on the business trip.
Recall that raising the qualifications with the separation from working in the working time accounting table is denoted by the letter code of the PC or digital code 07. This follows from the instructions on the application and filling of the forms of primary accounting documentation approved by the decision of the State Statistics Committee of Russia from 05.01.2004 N 1.

Accounting expenses for advanced training

The costs associated with the payment of additional professional education of the employee in the interests of the organization are recognized by expenses on the usual activities (paragraph 5 of PBU 10/99). These costs are taken into account in the amount of actual costs and are reflected in the debit of accounting accounts for correspondence with the account of account 76 (instructions on the application of accounting accounts plan approved by the Order of the Ministry of Finance of Russia from 31.10.2000 N 94N).
If the costs of improving the qualifications of the employee relate to several reporting periods, then they are recorded in account 97 and are debited in the manner prescribed in the organization's accounting policy (evenly proportional to the volume of products, etc.), during the period to which relate. This is stated in paragraph 65 of the Regulations on the conduct of accounting and accounting reporting in the Russian Federation, approved by the Order of the Ministry of Finance of Russia of July 29, 1998 N 34N.
Confirm the fact of the provision of educational services for accounting purposes can be relevant act and a copy of the document on education (diploma, certificate, etc.).
The amounts of the average earnings stored for the employee at the time of advanced training are taken into account as part of the costs of ordinary activities as labor costs (paragraph 5 and 8 of PBU 10/99). They are reflected in the debit of the accounting costs of production costs in correspondence with a credit account 70.
Travel expenses associated with advanced training are also recognized by the costs of ordinary activities at the date of approval of the advance report by the head of the organization (paragraph 5 and 8 of PBU 10/99). They are reflected in the debit of accounting accounts and account credit 71. The issuance of funds to the sent employee is reflected by the wiring:
Debit 71 credit 50.

Taxes and contributions from expenses for advanced training

The procedure for taxation of expenditures on training will depend, in particular, on the availability of confirming documents, the fulfillment of conditions for the recognition of such costs, as well as on whose initiative it is carried out.

Profit Tax

Training costs. According to paragraph 3 of Art. 264 of the Tax Code The costs of advanced training are included in other expenses related to production and implementation (the letter of the Ministry of Finance of Russia dated 21.04.2010 No. 03-03-06 / 2/77). If the accrual method is used, then these expenses are taken to account at the moment of submission to the provision of educational services, and at the cashier's cash method - on the day of payment on the basis of relevant documents (payment orders, receipts to the acquisition of cash orders, etc.) (PP. 3 of paragraph 7 of Art. 272 \u200b\u200band paragraph 3 of Art. 273 of the Tax Code of the Russian Federation).

Conditions for recognizing costs. The costs of advanced training are taken into account when calculating income tax, if:
- The Russian educational institution has a license, and a foreign institution - the corresponding status (PP. 1 of paragraph 3 of Art. 264 of the Tax Code of the Russian Federation and the letter of the Ministry of Finance of Russia from 06.10.2009 No. 03-03-06 / 4/84). The status of a foreign educational institution may confirm the license, the program, the charter or other documents, the list of which depends on the specifics of its activities, as well as on the requirements of the legislation of the foreign state regarding the confirmation of the status of the educational institution (the letter of the Ministry of Finance of Russia dated 05.08.2010 No. 03-04-06 / 6-163). Therefore, the primary documents should be attached to a copy of the relevant document;
- Between the organization and educational institution, a training contract was concluded (PP. 2 of paragraph 3 of Art. 264 of the Tax Code of the Russian Federation);
- the professional development employee works in the organization on the basis of an employment contract (PP. 2 of paragraph 3 of Art. 264 of the Tax Code of the Russian Federation);
- The employee is studying in the interests of the employer (PP. 23, paragraph 1 of Art. 264 and paragraph 29 of Art. 270 of the Tax Code of the Russian Federation and the letter of the Ministry of Finance of Russia dated 25.05.2007 No. 03-03-06 / 1/312). A document confirming this fact may be the order of the head, which will indicate that the employee is aimed at learning on the initiative of the Organization and in connection with the production necessity.
If these conditions are not observed, the costs of advanced training are not recognized in tax accounting. At the end of the tax period, they should be excluded from the cost of increasing costs that reduce the taxable income tax base and attribute to non-deactive income.
In addition, it is impossible to take into account training costs (paragraphs. 2 of paragraph 3 of Art. 264 of the Tax Code of the Russian Federation):
- not confirmed by the acquittal documents;
- related to the content of educational institutions or the provision of free services;
- related to pay for additional services provided by the educational institution at the time of study, if they are not related to the production necessity (for example, payment of nutrition or cultural and entertainment program, if their cost is highlighted in the documents of a separate line);
- Molded not in the interests of the organization, for example, if the employee received new knowledge will not be used by it in the process of production (the letter of the Ministry of Finance of Russia dated 25.05.2007 No. 03-03-06 / 1/312).

Promotion documents. For recognition for the purpose of taxation of profits, the costs of improving the qualifications of the cost-effective costs of costs can be a contract with an educational institution, the order of the head on the direction of the employee for training, the educational institution's curriculum, indicating the number of hours of visits, a certificate or other document confirming that employees have been trained, the act of providing services. This is stated in the letter of the Ministry of Finance of Russia dated 21.04.2010 No. 03-03-06 / 2/77. These documents are needed to recognize the costs of training abroad (the letter of the Ministry of Finance of Russia of 28.02.2007 No. 03-03-06 / 1/137).
Recall that the employer paying for training is obliged to keep related documents for at least four years (paragraph 8 of paragraph 1 of Art. 23 and paragraphs. 2 of paragraph 3 of Art. 264 of the Tax Code of the Russian Federation).

Travel expenses. If, in order to improve the qualifications, the employee was sent to another locality, then the organization is entitled to include the fare for the place of study and back, as well as the cost of living and daily. These costs are accounted for in the full amount within other expenses based on PP. 12 p. 1 Art. 264 of the Tax Code (Letter of the Ministry of Finance of Russia of 28.02.2007 No. 03-03-06 / 1/137). The date of recognition of expenses is the date of approval of the advance report (PP. 5 of paragraph 7 of Art. 272 \u200b\u200bof the Tax Code of the Russian Federation and the letter of the Ministry of Finance of Russia of 28.02.2007 No. 03-03-06 / 1/137).

Middle earnings. If the employee improves the qualifications with a separation from production, then the amount of average earnings paid to him for the period of study is included in labor costs on the basis of paragraph 19 of Art. 255 Tax Code.

NFFL, insurance premiums and contributions for injury

Tuition payment. The amount of payment of an improvement of employee qualifications is not subject to personal income tax and insurance premiums, if the institution where the employee is studying, has a license for educational activities (or the relevant status for a foreign educational institution). This conclusion follows from paragraph 21 of Art. 217 of the Tax Code and paragraph 12 of Part 1 of Art. 9 of the Federal Law of July 24, 2009 No. 212-FZ (hereinafter referred to as the law N 212-FZ).
This also applies to the case if the employee is learned from a specialist who has relevant qualifications (a letter of the Ministry of Finance of Russia dated July 17, 2009 No. 03-04-06-02 / 50). Such qualifications must be confirmed by a special document - a qualifying certificate, license, diploma, etc. (paragraph 3 of Art. 21 of the Law of the Russian Federation N 3266-1).
At the amount of payment of the employee's training sent by the employer to advanced training courses, it is not necessary to accrue contributions for injuries, since they are not a fee for labor (income) of the employee. This follows from clause 3 of the rules of accrual, accounting and spending funds for the implementation of compulsory social insurance against industrial accidents and tradeboles approved by the Decree of the Government of the Russian Federation of 02.03.2000 N 184 (hereinafter referred to as the rules).

Travel expenses. In the income of the employee aimed at raising the qualifications to another area, the daily daily, if they do not exceed 700 rubles. For every day of finding a business trip on the territory of the Russian Federation (2500 rubles. - in the territory of a foreign state), as well as documented the costs of travel to the destination and back and the costs of hiring residential premises (clause 3 of Art. 217 of the Tax Code of the Russian Federation).
Insurance premiums, as well as contributions for injuries, the amount of expenses for a business trip are not charged (part 2 of article 9 of the Law N 212-FZ, paragraph 10 of the list of payments on which the insurance premiums are not charged in the FSS of the Russian Federation approved by the Government Decree of the Russian Federation from 07.07.1999 N 765, and a letter of the FSS of the Russian Federation of 18.03.2009 N 02-18 / 07-2165).

Middle earnings. The amount of average earnings paid by the employee for the period of advanced training with a separation from work is subject to tax on income of individuals, insurance premiums and insurance premiums on compulsory social insurance against industrial accidents and occupational diseases (PP. 6 of paragraph 1 of Art. 208 NK The Russian Federation, Part 1 of Art. 7 and Part 1 of Art. 8 of the Law N 212-FZ and paragraph 3 of the Rules).

VAT on educational services

The amount of employee training fees aimed at improving qualifications may include or not include value added tax.
Passed VAT Educational services that provide commercial educational institutions or relevant specialists (paragraph 1 of Art. 143 of the Tax Code of the Russian Federation). The tax is calculated at a rate of 18% (clause 3 of article 164 of the Tax Code of the Russian Federation). In the accounting of the Customer's educational services allocated in the settlement documents, the amount of tax is reflected in the debit of account 19 in correspondence with the account credit 76.
In addition, VAT is subject:
- additional services provided by the educational organization, in particular, providing students with food and accommodation, as they are not related to the production need (letter of UMNS of Russia in Moscow of January 28, 2003 No. 24-11 / 05512);
- services for conducting one-time lectures, internships, seminars and other types of training that are not accompanied by the final certification and issuance of documents on education or qualifications (the letter of the Ministry of Finance of Russia of August 27, 2008 No. 03-07-07 / 81).

VAT services are not subject:
- non-profit educational organizations in the field of education located in the territory of the Russian Federation, on the conduct of training and production (in the directions of the main and additional education specified in the license) of the process, with the exception of consulting services (PP. 14 of paragraph 2 of Art. 149 of the Tax Code of the Russian Federation). Such a benefit is distributed only to those educational services that are recorded in the license of the educational institution (Letter of the Federal Migration Service of Russia in Moscow of October 06.05.2005 No. 19-11 / 32602);
- rendered outside the territory of the Russian Federation (PP. 3 of paragraph 1 of Art. 148 of the Tax Code of the Russian Federation).

"Input" VAT, paid a commercial educational institution or a specialist with appropriate qualifications, can be taken to deduct when calculating the amount of value added tax, if in accordance with PP. 1 p. 2 art. 171 and paragraph 1 of Art. 172 Tax Code:
- The parties signed an act of the provision of educational services;
- The organization has an invoice indicating the amount of value added tax.
In accounting, the adoption of tax accounting for expenses on advanced training is reflected by the wiring:
Debit 68, subaccount "Calculations on VAT", Credit 19.

Example. Head of CJSC "Primorsky Heating Systems" decided to send a locksmith-installer of instrument equipment VL Cabanchikova for advanced training courses from 1 to 13 November 2010. To do this, the organization has concluded an agreement with the Vladivostok production and educational plant. Training should take place with a separation from production. Its value is 10,000 rubles, which were listed in the plant on October 28.
The educational institution is non-commercial and has a state license for educational activities. At the end of the courses, the employee received a certificate. What wiring in this case should be done?
Decision. Based on the contract between the Organization and the educational institution, the following postings were made.
28 of October
Debit 76 Credit 51
- 10 000 rubles. - Funds are listed for the training of the employee by the educational plant.
November 13 (the date of signing the Act on the provision of services)
Debit 20 Credit 76
- 10 000 rubles. - reflects the costs of improving employee skills.
As training is carried out in the same area where the employer organization is located, the employee is paid only by the average earnings during study (Article 187 of the Labor Code of the Russian Federation). It should be accrued to NDFL, insurance premiums and contributions for injuries (paragraphs 6 of paragraph 1 of Article 208 of the Tax Code of the Russian Federation, part 1 of Art. 7, Part 1 of Art. 8 of the Law N 212-FZ and paragraph 3 of the Rules) .
The costs of paying the average earnings to an employee aimed at raising the qualifications are recognized as part of the cost of labor in the month of accrual (clause 6 of Art. 255, and paragraph 4 of Art. 272 \u200b\u200bof the Tax Code of the Russian Federation). The amount of insurance premiums accrued on it relates to other expenses related to the production and implementation, on the basis of PP. 49 p. 1 Art. 264 of the Tax Code (a letter of the Ministry of Finance of Russia dated April 13, 2010 No. 03-03-06 / 1/260). Contributions for injuries are also taken into account as part of other expenses on the date of their accrual (PP. 45 p. 1 Article. 264 and paragraphs. 1 of paragraph 7 of Art. 272 \u200b\u200bof the Tax Code of the Russian Federation).
Thus, in November, the accountant reduced the income tax on the amount of payment of advanced training, the average earnings paid to the employee for the period of training and the insurance premiums accrued on it.

Moscow State Economic Institute

Faculty of Economics and Management Department of Management

M-07C Group

THESIS PROJECT

On the topic "Analysis and advanced training of personnel in the institution"

Student-diploman

Polikarpova Antonina Aleksandrovna

scientific adviser

Reviewer

Consultant

Remote protection

Head Department _______________

"____" ________________ 2010.

Moscow 2010

Introduction

1. Theoretical and methodological foundations of staff training

1.1 Concept and principles of advanced training

1.2 Planning and form of staff training

1.3 Stages of the learning process

2. Analysis and advanced training of NUZ personnel "Departmental Polyclinic at Solvychydsk Station" OJSC Russian Railways

2.1 The characteristics of the company

2.2 Analysis of the existing system of advanced training of personnel in NUZ "Detached clinic at the Solvychydsk Station OJSC Russian Railways

2.2.1 Analysis of Personnel Nuz "Departmental Polyclinic at Solvychygodsk Station OJSC Russian Railways

2.2.2 Analysis of the advanced training system in Nuz "Departmental Polyclinic"

Conclusion

List of used literature

Appendix A.

In each organization, personnel is of great importance. No people have an organization. Without qualified personnel, no organization will be able to achieve its goals. A good organization seeks to maximize the potential to use the potential of its employees, creating all the conditions for the most complete return of employees at work and for the intensive development of their potential.

Advanced training in the enterprise is a continuous process that can be both in new concepts and in standard approaches.

The topic itself follows from the question - is it worth spending money to improve the performance of current personnel if you can use personnel agencies and other sources for hiring third-party free specialists.

Qualification is a combination of special knowledge and practical skills that determine the degree of employee's preparedness to fulfill the professional functions of relevant complexity.

The theme of the presented diploma project "Analysis and advanced training of personnel" is relevant, because the need for highly qualified specialists who would have modern deep knowledge in the field of management, in the light of our days, especially great.

The presented diploma project discloses a mechanism for advanced staff training.

The purpose of this project is the development of activities aimed at improving the qualifications of employees of Russian Railways OJSC "Nuz separation clinics at Solvychydsk Station".

The object of the study is - Russian Railways "Nuz separated polyclinic at Solvychygodsk station".

The subject of the study is the impact of the advanced training of employees.

The main activity of the enterprise is the provision of medical services to the population.

Based on the formulated goal of the graduation project, the main tasks are defined as follows:

Examine the concept and principles of advanced training.

Find out the stages of the learning process

Consider qualifying staff requirements and personnel training planning.

Analyze the economic and legal basis for the activities of Russian Railways "Nuz separated clinics at Solvychydsk Station".

An analysis of the existing system of advanced training in Russian Railways "Nuz separated clinics at Solvychydsk Station".

The structure of the thesis: In the introduction, the relevance and practical significance of the chosen topic of the thesis project are argued, the goal and objectives that have been resolved during its writing are assigned. The first chapter discusses theoretical issues of the advanced training system. The second chapter provides an analysis of the work and the importance of advanced training of personnel at the selected enterprise, and also proposed recommendations for improving the qualifications of employees of Russian Railways OJSC "Nuz separation clinics at Solvychydskaya Station". The conclusion presents the main results of writing this diploma project.

The main regulatory framework for writing a diploma project was the charter of a medical enterprise and other regulatory documents currently operating. Articles of various authors also used illuminating this problem on the pages of textbooks and textbooks and journals.

From the point of view of A.S. Afonina, advanced training is training in order to improve knowledge, skills and skills in connection with an increase in the requirements for the profession or an increase in position.

The principle of management strongly requires compulsory advanced training of all employees employed in the manufacturing process, regardless of the position. The market economy of modern Russia makes more serious requirements for improving the qualifications of enterprise managers than with the socialist planning of the economy. This applies to those who accept strategic management decisions, who are responsible for the development of the enterprise, for continuously updating the products and the implementation of new technological and organizational solutions.

Comparing advanced training programs in various firms and special institutions, it can be seen that it is mandatory that the history of the enterprise, its principles, strategy and necessarily a considerable time to study the theory and methods of practical management of the art of management.

In the era of rapidly developing technologies and increasing competition, the organization needs highly qualified personnel. To improve the skills of specialists and their business qualities, and the acquisition of new labor functions - the organization carries out staff training. Depending on the final result, training is carried out within the organization or in external educational institutions.

As a rule, new or more in-depth skills are trained in external educational institutions: increasing the status of the educational level, acquiring a new profession.

Inside the organization, training is carried out in the implementation and modernization of technologies that do not require in-depth theoretical knowledge, an increase in qualifying discharges, as well as when conducting training activities with the departure of teachers to the enterprise.

The need for vocational training and retraining of personnel for their own needs is determined by the employer. The employer conducts professional training, retraining, advanced training of employees, learning them to the second profession in the organization, and if necessary, in educational institutions of primary, secondary, higher and additional education on conditions and in the manner that are determined by the collective agreement, agreements, the employment contract.

Forms of vocational training, retraining and advanced training of employees, the list of necessary professions and specialties are determined by the employer, taking into account the opinion of the representative body of workers.

In cases provided for by federal laws, other regulatory legal acts, the employer is obliged to increase employee skills, if it is a condition for executing certain types of activities. Employees passing professional training, the employer must create the necessary conditions for combining work with training, provide guarantees established by this Code, other regulatory legal acts, a collective agreement, agreements, an employment contract.

Table 1 - Qualification Requirements for Human Resources

Only when the performance characteristic is already ready, you can think about a separate employee to fill out this vacancy. Solving this issue, take into account: physical data, qualifications, mind (intelligence), special inclinations, interests, character, motivation, circumstances.

In preparing qualifying requirements, it is important to be accurate, you need to carefully choose words and avoid such generalizations as good appearance, the level of education is above average, etc. Detailed data necessary for each position will include at least some of these requirements, although the exact information will differ from one job to another.

Qualification requirements for the personnel should be as suitable for the personnel officer to create a clear idea of \u200b\u200bthe person who is required.

One of the useful approaches to solving this task is the critical consideration of existing employees who work well and bad to identify personal and professional features, thanks to which employees work successfully. In the next item Consider the planning and form of advanced training of personnel, this personnel inspector is engaged in enterprises.

Planning is designed to use its own production resources of working without searching for new highly qualified personnel on the foreign labor market. In addition, such planning creates conditions for mobility and self-regulation of the employee, accelerates the process of adaptation to changing production conditions.

Training planning should consider:

required number of students;

the number of existing employees in need of training or retraining;

new courses or costs for existing ones.

This is a high-quality component of personnel planning. It includes all the efforts of enterprises to preserve the appropriate level of knowledge in the labor collective or to increase the qualifying level by additional training.

Personnel development growth planning is of great importance in the process of implementing production activities that concern staff. On the one hand, it allows the use of its own labor reserves with at the same time a higher degree of success than how to ensure the search for new frames; On the other, it gives a separate employee an optimal chance for self-realization.

It can be said that the reception of a suitable candidate for work is an important and responsible task of the management of the enterprise or organization. Currently, when our economy has moved to a market path of development, it is necessary not just to fill out a staff schedule, and pick it up so that the person worked most effectively, since the profit depends on it. And this is possible only under the condition of an objective assessment of the candidate, not only its qualifications, but, and that perhaps is even more important, his psychological side. Since, if a person is not seated in the team, it can go to the work of the entire administrative unit, which will then adversely affect the performance of the whole organization. Therefore, it is necessary to carry out a psychological analysis of the personality of employing in order to identify its individual characteristics. Of course, an important factor is the competence of the personnel service. It is from it that it depends on how objectively one or another applicant will be assessed, which will subsequently affect the activities of the enterprise and, ultimately, on their salary. It is no less important that in most enterprises and organizations there is no system for admission to work, and I think that the system described above will allow, if not quite, then at least significantly reduce the number of errors that occur when taking work.

Management activities in modern economic conditions are characterized by installing on democratization and the creation of business partnerships in the team, which is also reflected in the new approaches to training in the staff of staff training.

In order to keep up with the requirements of the time, there is an intensification of the educational process based on the introduction of interactive learning technologies, creating a psychologically comfortable environment that provides freedom of listeners in choosing educational forms and methods.

The priority methods of training in the system of advanced training of management personnel are interactive methods where the main attention is paid to practical development of the transmitted knowledge, skills and skills.

The increasing flow of information currently requires the introduction of such training methods that allow for a fairly short time to transmit a rather large amount of knowledge, to ensure a high level of mastering the listeners of the material under study and consolidate it in practice.

In modern practice, the following active learning methods are the most common, programmed, computer training, training group discussions, Case-Study are the analysis of specific, practical situations, business and role-playing, practical situations, are the most common qualifications of management personnel in Russia.

Consider the basic focus and content of each of the listed learning methods used in the practice of improving managing personnel. Under the training, they understand such training, which focuses on practical development of the material being studied when, in the process of modeling specially specified situations, students have the opportunity to develop and consolidate the necessary knowledge and skills, change their attitude to their own experience and approaches applied.

The concept of training has a common collective value. In trainings, various methods and techniques of active learning are usually widely used: business, role and imitation games, analysis of specific situations and group discussions.

Currently, trainings of leadership skills of managers are becoming increasingly distributed in advanced training institutions, during which they master various aspects of management, such as the motivation of subordinates, decision-making, organization of work in teams, etc. As a result of such training training, managers not only The process of management activities (planning, decision-making, evaluation, control, etc.) is analyzed, but also assimilate knowledge and algorithms for solving management tasks and work on the development of their leadership potential.

The essence of programmed learning is to highly structured the material and step by step evaluation of its assimilation. With programmed learning, information is presented in small blocks in print or on the computer monitor. After working on each block, the student must perform the tasks showing the degree of assimilation of the material being studied.

The advantage of programmed learning is that it allows the learning move in its own, convenient pace for it. The transition to the next material unit occurs only after the previous one is absorbed.

Programmed learning option is computer learning. The computer evaluates the responses of students and determines which material should be presented as follows. A distinctive feature of computer learning is that the feedback here can be as rich and colorful as in modern computer games with sound accompaniment.

Studies have shown that computer learning allows students very quickly to absorb the proposed educational material. Although the cost of developing computer programs is quite high, but their regular use can quickly recoup these costs.

The latest studies of German scientists indicate that, although programmed training allows students to quickly absorb the training material, but its results do not have decisive advantages over the results obtained using other active learning methods.

Currently, computer learning is an integral part of other active learning methods. For example, there are quite a lot of computer business games that allow you to manage the educational organization, conduct advertising campaigns, negotiate.

This method of learning is to carry out training group discussions on a specific problem in relatively small groups of students.

Traditionally, under the concept of "Discussion" means an exchange of views in all its forms. History experience shows that without the exchange of views and the concomitant debate and disputes, no development of society is impossible. This is especially true of development in the sphere of spiritual life and professional development of a person.

Discussion as a collective discussion can be of various character depending on the process being studied, the level of its problemability and, as a result of this, expressed judgments.

Although the scientific literature of the discussion is not classified by components of the activity (subject, object, facilities, objectives, operations, needs, conditions, results), in practice, the discussion is considered as a universal phenomenon that is essentially mechanically can be transferred unchanged from one area in Other, for example, from science in professional pedagogy or teaching methodology by a vocational-oriented foreign language.

The learning discussion differs from other types of discussions by the fact that the novelty of its problems only applies only to the group of persons participating in the discussion, that is, the problem of the problem that has already been found in science will have to be found in the educational process in this audience. For a teacher organizing a learning discussion, the result is usually known in advance. The goal here is the search process, which should lead to objectively known, but subjectively, from the point of view of students, new knowledge. Moreover, this search should naturally lead to the planned teacher task. This may be, in our opinion, only if the solution to solve the problem (group discussion) is fully controlled by the teacher.

Management Here wears a dual character. First, for the discussion, the teacher creates and maintains a certain level of relationships of students - relationship of benevolence and frankness, i.e., the management of the discussion on the part of the teacher is communicative. Secondly, the teacher manages the process of finding truth. It is generally accepted that the learning discussion is permissible "provided that the teacher is able to ensure the correctness of the conclusions."

Summarizing the above, you can distinguish the following specific features of the optimally organized and conducted learning discussion:

1) a high degree of competence in the problem of the teacher-organizer and, as a rule, the available practical experience of solving such problems with listeners;

2) a high level of prediction of the solution of typical problem situations due to the serious methodological training of the teacher-organizer, i.e., a relatively low level of improvisation by the teacher. At the same time, a rather high level of improvisation by students. Hence the need for controllability to the teacher's discussion process;

3) The goal and the result of the educational discussion are the high level of assimilation of the learning true knowledge, overcoming delusions, the development of dialectical thinking;

4) The source of true knowledge is variable. Depending on the specific problem situation, it is either a teacher-organizer, or students, or the latter withdraw true knowledge with the teacher.

In conclusion, it should be noted that this method allows you to maximally use the experience of listeners, contributing to a better learning of the material being studied. This is due to the fact that in the group discussion, the teacher says to listeners about what is right, and the students themselves develop evidence, justify the principles and approaches proposed by the teacher, as much as possible using their personal experience.

Training group discussions give the greatest effect when studying and studying the complex material and forming the necessary installations. This active learning method provides good opportunities for feedback, reinforcements, practices, motivation and transfer of knowledge and skills from one area to another.

Let us then consider one of the most popular practices for improving the qualifications of management personnel - an analysis of specific practical situations. During the last decade, this method is becoming more widely used in business education in Russia when studying a variety of disciplines: marketing, personnel management, business foreign language, etc.

Case-Study - This method involves the transition from the method of accumulating knowledge to an activity, practical oriented relative to the actual work of the management approach. This is one of the most tested in German practice of improving managing personnel training method of learning decision making and solving problems. The purpose of this method is to teach listeners to analyze information, identify key problems, choose alternative solutions to evaluate them, find the optimal option and formulate action programs.

When analyzing specific situations, it is especially important that the individual work of students with a problem situation and a group discussion of proposals prepared by each member of the Group are combined here. This allows students to develop the skills of group, teamwork, which expands the ability to solve typical problems as part of the studied learning topics. As a result of individual analysis, discussion in the group, identifying problems, finding alternatives, the choice of actions and the plan for their implementation, students get the opportunity to develop analysis and planning skills. This method has been particularly well proven to communicate with a business foreign language and communicative listeners.

The development of practical situations can occur in two ways: based on the description of real events and actions or on the basis of artificially designed situations. The experience of the author of the article as a translator at various international inter-university seminars conducted by German specialists leads to the following conclusion.

Those situations that for the most part are offered by teachers from Germany, do not fully meet the needs of the Russian economy and culture that prevail in our country. Listeners are much more interested in analyzing practical situations that take into account the specifics of our country. This includes the problems faced by novice leaders in modern conditions of an unstable economic situation, as well as typical problems solved by senior employees of different levels.

Domestic and German researchers are developed, in principle, the same recommendations for working with a specific problem situation. Consider the most important of them:

The problem situation, as a rule, is not limited to one topic or discipline of the course. It is usually interrelated with other problems and questions. Students must use the skills of finding interdisciplinary connections. During the analysis of the problem situation, students should be able to identify the internal causes, and not their external manifestations.

Students must demonstrate the understanding of concepts, ideas and approaches described in the know, as well as the ability to use them to analyze a specific situation and to develop recommendations. Usually, the problem situation can be interpreted in several ways, and listeners should be prepared for identifying uncertainty and ambiguity. It should not be stopped by finding one distinguity aspect of the situation, you should try to find other problems and directions for analysis. Listeners are encouraged to cite examples from personal experience confirming the correctness of the analysis and proposed recommendations. The approach to work with the practical situation must be systemic.

The German management system of managers, in contrast to the Russian, has been developed for the practice of registration of developed problematic situations for analysis, copyright and paid reposition of specific training situations in accordance with the Federal Law on the Protection of Copyright Intellectual Property.

Summing up the analysis of the Case-Study method, it is necessary to note the significance of this method for the formation of special, methodical and communicative competence at the listeners in:

establishing interdimensional bonds;

analytical and systemic thinking;

alternative estimates;

presentation of the results of the analysis;

assessment of the consequences related to decision-making;

mastering communication skills and teamwork skills.

A number of active learning methods received the general name "Business Games". This method is a role-playing game in the complex with different, often opposite interests of its participants and the need to make any decision at the end or during the game. Role-playing games help to form such important key qualifications of managers, such as communicative abilities, tolerance, the ability to work in small groups, independence of thinking, etc. From the teacher, a large preliminary methodological preparation is required when holding role-playing games, the ability to predict the results and make the appropriate conclusions.

Most German scientists in the field of professional pedagogy believe that gaming learning methods have the greatest potential in ensuring the professional development of managers, allow you to improve the activities and create new professional practice models, which corresponds to the objectives of updating management professionalism in modern conditions.

Business games are characterized by the reference of certain practical problems, acquiring the skills of performing specific techniques. The need for a game of this type arises when the existing abilities of management participants are not enough to implement ready-made activities, or there is a mismatch in activities as a result of changing external conditions. Therefore, the need for the development of missing abilities in the process of business game on a special model platform arises.

Business games are usually in the form of an agreed group mental search, which requires involving all participants in the game. In essence, this method of learning is a special form of communication.

In any type of communication, one of the participants is the author who expresses its point of view. The second participant is a recipient, which, perceiving the author's text, builds the image of what I understood to reconstruct the author's point of view. The third party of communication as part of a business game can be criticized, which, relying on the results of the decision taken, produces its own point of view, more decorated and perfect. The fourth participant - the Communication Organizer - will agree on all types of work and turns the scattered efforts into targeted motion to improve the author's point of view.

A business game is completed by summing up, where the focus is on analyzing its results most significant for practice. However, the final phase can be expanded to the reflection of the entire course of the game. Objects of such reflection can be: dynamics of individual, group, intergroup trajectories of motion of mental processes; The dynamics of the formation of collective opinion on the basis of changes in interpersonal relationships; The positionality of players and interposition relations, etc. Thus, the analysis of the functions of business games in improving the manager's qualifications leads us to the following conclusion.

If the goal of improving the qualifications of higher education managers is to master the effective management models, test new projects of the organization's activities, the most effective method of learning is the game. It is a business game that has the possibility of reproducing, designing and modeling activity-oriented relationships, cooperative communicative relations with the involvement of representatives of various subsystems of the organization. Consequently, leaders in the learning process develop not only organizational, but also methodological, game-based abilities.

Summing up the analysis of interactive learning methods used in managing training programs, it should be noted that they increase the ability of managers of different levels to identify and structure problems, collect and analyze information, prepare, if necessary, alternative solutions and choose the most optimal option from a number of alternatives. both in the process of individual work and in cooperation with other employees. It should also be noted that the German experience of improving the qualifications of managers on the basis of interactive learning methods is increasingly used in recent times in the domestic practice of improving the skills of specialists.

According to Konovalov, G.V., such a variety of types and forms of the learning process allows organizations to choose the most suitable for them at the moment and under certain circumstances, allowing to achieve their goals. That is, the choice of the type and form of the learning process should be determined by the specific conditions in which the organization operates and goals to be achieved using the learning process. Incorrect selection of the type and form of training can negate the positive effect of events. The effectiveness of such investments in the staff will be negligible or can even reduce the synergistic effect in the organization to zero or make it negative. Conversely, the correct choice of the type and form of the learning process can significantly improve the psychological climate in the organization, allow interpersonal contradictions. And the methods of training personnel are the methods in which mastering knowledge, skills of students are achieved.

In order for the effectiveness of the learning process is high, it is necessary that it is competently prepared and spent. The following stages of the learning process are distinguished: setting the learning goals, determining the need for training, a complex of preparatory activities, self-study, verification of knowledge gained, assessing the effectiveness of training.

When organizing the learning process, it is important to correctly formulate the goals of training. Performance standards must be. The concreteness implies their clarity and the absence of reasons for the dispute. Performance standards must be measured so that there are no disagreements, how successful they are achieved (or not). Performance standards must be consistent. If employees do not agree with the standards, considering them too difficult, they have an incentive to failure - to proof their rightness. It is unwise to put tasks, completely ignoring the opinion of the performers. Performance standards must be realistic and achievable. Performance standards must be correlated over time, that is, it is known to which time they should be achieved.

But besides the general characteristics of the goals, the following characteristics are characteristic of the purpose of learning: goals serve as a guide when developing the content of curricula; They allow you to accurately determine the requirements for students; They determine the form of the organization of the learning process and priorities in the activities of the subject of training and organizers of the learning process; They serve as the basis for the subsequent assessment of learning efficiency.

Training goals should be brought to all employees of the target group. This is necessary so that people understand why they are taught, they felt responsible.

The definition of learning goals is a strategic point in organizing a training system in an organization. In particular, depending on the goals set, the overall concept of curricula is formed, the relevant models and teaching technologists are being developed. However, before proceeding to the preparation of curricula, it is necessary to determine the needs of training personnel.

According to A.I. Kochetkov, the need for training should be defined in two main aspects: high-quality (what to learn, what skills to develop) and quantitative (what the number of employees of different categories should be learned). Estimation of learning needs can be detected by the following methods:

Evaluation of information about employees.

Annual assessment of working results (certification).

Analysis of long-term and short-term organization plans

Observation of the work of personnel and analysis of problems.

Collection and analysis of applications for personnel training from departments.

Organization of work with personnel reserve and career planning work.

Changes in work imposing higher personnel qualifications.

Individual applications and suggestions of employees.

Polls of workers.

Studying experiences of other organizations.

Evaluation of information about employees available in personnel service (work experience, working experience, basic education, has made an employee earlier participation in training programs or advanced training and other). Annual assessment of working results (certification). In the course of the annual assessment of the working results (certification), not only strong, but also weaknesses in the work of a particular person may be discovered. For example, low estimates from employees of a particular professional group in the "Professional Knowledge" column show that for this category of workers, the need for training is revealed. Analysis of long-term and short-term plans of the organization and plans of individual units and determining the level of qualifications and training personnel necessary for their successful implementation. If the staff regularly have errors, miscalculations, leading to bad work, marriage, safety disabilities, unnecessarily a big time loss, then this information can be used to substantiate the application for personnel training and in the preparation of training programs. Collection and analysis of applications for personnel training from departments. Today it is one of the most common methods in the Russian organizations to determine the needs of employees. If an employee is interested in obtaining certain knowledge and skills, he may apply for the head of the learning department, enforced by his direct supervisor, indicating which learning it needs. Personnel surveys designed to evaluate their need to receive new professional knowledge and development of skills make it possible to more accurately determine the need for training for specific categories of personnel, specific units or individual workers. Polls can cover the entire organization or individual units, can be selective, covering only a representative sample. If the circle of respondents is small, you can use the interview method. Studying experiences of other organizations. Often the experience of competitors or related enterprises gives important prompts related to the need to teach a particular personnel category to maintain the necessary level of competitiveness.

Based on the identified need for training, a complex of preparatory activities is carried out. The mandatory part of it is to determine the content, forms and methods of training. The content should be determined by the tasks facing the organization in the short and mid-term perspective. The most important characteristics of the material under study include its content, complexity and degree of structure. The three of these characteristics and learning objectives determine the forms and methods of learning.

The complex of preparatory activities also includes the definition of a training company, drafting curricula, groups of people sent to training, the choice of teachers and other events. All of them can be performed by both the experts of the organization itself and with the involvement of an external consultant.

Next, the learning process itself takes place. It is based on the purpose of learning, qualitative need for training and trained programs. An important role in the learning process is played by the conditions: the premises must be adapted or easily adapted to conduct classes in it, the temperature mode, the light mode and others must be respected. During the training process, the current traffic control should also be provided, the uninterrupted implementation of the curriculum and the provision of students with everything necessary.

The next step is to check the knowledge gained. With external learning, it is quite difficult to assess the knowledge gained by employees, as an organization who conducted training is interested in highly analyzing knowledge and can distort the results of the assessment, or they may be biased. In other cases, it is possible to estimate the knowledge gained. There are various methods for assessing knowledge, so, depending on the form and methods of training, employees can rent a test, exam, write any work (for example, a business plan), a business game, practice (for example, when developing public skills Speeches, a form of evaluation of the surveyed skills may be a public speech before the structural department of the organization).

The final stage of the staff of personnel training is evaluating the effectiveness of personnel. Its main goal is to analyze the impact of learning to the final results of the entire organization.

Evaluate the effectiveness of the learning process in real profit figures is rather difficult, so it is possible to evaluate effectiveness based on quality indicators. So some programs are not conducted to obtain knowledge, skills and skills, but to form a certain type of thinking and behavior.

For a qualitative assessment of the effectiveness of the learning process, indirect methods may also be used, such as comparing the results of tests carried out before training and after, monitoring the working behavior of the past training of employees, observation of the attitude of the learning changes conducted at the enterprise and others.

Quantitative assessment is also possible. But it is based on relative indicators, such as the satisfaction of listeners, curriculum, assessment of learning material learning, the effectiveness of meeting the company's requests. Each indicator is assigned its integrity ratio, which may vary depending on the organization. Then the integral indicator is calculated as the average arithmetic product of these indicators on the factors of importance.

Evaluation of the effectiveness of the learning process makes it possible to solve the following tasks: the implementation of control over the implementation of the program of the training system; analysis and adjustment of weaknesses; monitoring efficiency, quality; monitoring learning performance; Development and implementation of corrective activities.

Each organization, conducting training, seeks its effectiveness to be maximum. To achieve this goal, it is required to pay enough attention to each stage of the learning process. Inattention to any of the steps, most likely, will negate all the results of this or future staff training processes in the organization.

So, the staff of personnel training is an integral part of the personnel policy of a successful organization, which may pursue the most different objectives: improving the quality of human resources, improving the quality of products or services produced by the organization, conducting organizational changes, including adaptations to the changing conditions of the external environment, development personnel, improvement of the communication system in the organization, formation of organizational culture, an increase in the level of loyalty of the organization. Insufficient attention to it or the incorrect organization can generate many problems in the organization, which, ultimately, reduce the effectiveness of the organization. Many species, forms and methods of the educational process makes it possible to choose a suitable or combination of suitable for each individual unique social organization.

Let's summarize the first chapter of the graduation project. It was possible to find out that qualifications are a combination of special knowledge and practical skills that determine the degree of employee's preparedness to fulfill the professional functions of relevant complexity. And the advanced training is training for the improvement of knowledge, skills and skills. To improve the qualifications of specialists and their business qualities, the organization carries out staff training. The employer conducts professional training, retraining, advanced training of employees, training them by the second profession in the organization, and if necessary, in educational institutions.

Personnel development growth planning allows you to use your own workforce reserves with at the same time a higher degree of success than how to ensure the search for new personnel; On the other, it gives a separate employee an optimal chance for self-realization. Improving managing training is carried out by the following training methods: trainings, programmed, computer learning, training group discussions, business and role-playing games.

Many species, forms and methods of the educational process allows you to choose suitable for each organization. In order for the effectiveness of the learning process is high, it is necessary that it is competently prepared and spent. The process of staff training has a goal: improving the quality of human resources, improving the quality of products or services, conducting organizational changes, the development of personnel, improving the system of communication in the organization, the formation of organizational culture, an increase in the level of loyalty of the organization.

Non-state health care institution "Departmental Polyclinic at Solvychydnsk Station Open Joint-Stock Company Russian Railways (hereinafter - the institution) was established on the basis of the decision of the Board of Directors of the Open Joint-Stock Company" Russian Railways ". The founder of the institution is the Open Joint-Stock Company Russian Railways (hereinafter - Russian Railways).

Official full name of the institution: Non-state health care institution "Departmental Polyclinic at the Solvychydsk Station of Open Joint Stock Company" Russian Railways ". Official abbreviated name of the institution: NUZ "Department of Polyclinic at Solvychydsk Station OJSC Russian Railways. The institution in its activities is guided by the Constitution of the Russian Federation, federal laws, decisions of the President of the Russian Federation, other regulatory legal acts of the Russian Federation, regulatory acts of federal executive authorities in the field of health and transport, internal documents of the founder, local acts of the institution, this charter, and the contract concluded between the founder and the institution.

The institution is a non-profit organization, does not pursue the extraction of profits as the main goal of its activities. The institution is a legal entity, has an independent balance, separate property devoted to him by the founder in operational management, estimates, a settlement account, round printing, stamps and forms with its name, and other details of individual identification necessary for its activities. The institution acquires the rights of a legal entity since its state registration

The establishment on the basis of the decision of OJSC Russian Railways can establish branches and discover representations in the Russian Federation in accordance with the legislation of the Russian Federation.

The main objectives of the institution are: the protection of citizens' health through the implementation of medical works and services for the provision of finishing, emergency and emergency, outpatient medical care for relevant medical specialties, including conducting preventive medical, diagnostic and medical measures and medical examinations, as well as medical security Train movements.

The subject of the activities of the institution is: medical activities, activities related to the turnover of narcotic drugs and psychotropic substances, pharmaceutical activities, research activities, as well as activities on mobilization training, civil defense, which includes work with the material values \u200b\u200bof the mobilization reserve, in accordance with The legislation of the Russian Federation and the internal documents of the founder.

The institution has the right to carry out other activities, including entrepreneurial activities only inspired, as it serves as the goals for which it is created.

The establishment does not allow the creation and activities of organizational structures of political parties, socio-political and religious movements and organizations (associations).

The establishment is borne in accordance with the procedure established by the legislation of the Russian Federation for:

The quality of medical care provisions provided by citizens, its compliance with sanitary and hygiene requirements and established professional standards, as well as the proper performance of functions related to the subject of the institution;

The life and health of patients during the provision of medical care in the institution;

Violation of the rights and freedoms of patients and employees of the institution;

Other unlawful actions stipulated by the legislation of the Russian Federation.

Place of finding agencies: Russian Federation, Arkhangelsk region, city of Kotlas, Village Vychjetsky, Lenina Street, House 17. The institution is entitled to the implementation of medical activities and benefits provided by the legislation of the Russian Federation from the date of issuing a license.

The institution independently carries out its activities within the limits determined by the legislation of the Russian Federation and this Charter. The institution builds its relations with other organizations and citizens in all areas of activities based on contracts. In its activities, the institution takes into account the interests of the consumer, ensures the quality of products (works, services).

The institution has the right in the prescribed manner:

provide paid medical services to the population in accordance with the rules for the provision of paid medical services to the population approved by the founder;

enter into contracts with organizations and individuals for the provision of products (works and services) of the institution, as well as to make other transactions necessary to achieve the main objectives of the institution provided for in this Charter;

provide or rent in the exercise of its activities, the property at the expense of its financial resources, temporary financial assistance and obtained for these purposes, in coordination with the founder, loans and loans;

carry out foreign economic and other activities in accordance with the legislation of the Russian Federation;

plan your activities and identify development prospects in coordination with the founder, as well as on the basis of consumer's demand for products (work and services) of institutions and concluded contracts.

The institution is obliged:

submit to the founder the necessary estimate and financial documentation in full approved forms and for all types of activities of the institution;

reimburse the damage caused by the irrational use of land and other natural resources, pollution of the environment, violation of the safety rules of production, sanitary and hygienic standards and the requirements for the protection of workers' health, population and consumers of products (works, services) of the institution;

provide their employees in safe working conditions;

be responsible for the safety of property and documents available on the balance sheet (management, financial and economic, personal composition, etc.);

provide transfer to state storage of documents with scientific - historical importance, in archival funds in accordance with the consisted founder of the list of documents;

store and use in the prescribed manner documents on personnel;

The property of the institution consists of basic and working capital, material values, the value of which is reflected in the independent balance sheet.

Sources of the formation of property and financial resources of the institution are:

own funds of the founder;

property transferred to the founder of the institution;

means of patients for providing additional paid medical services;

voluntary donations of individuals and legal entities;

the income received from the sale of products (works, services) of the institution, as well as other types of permitted entrepreneurial activities carried out by the institution independently;

other sources in accordance with the legislation of the Russian Federation.

The activities of the institution is funded by the founder in accordance with the agreement concluded between the founder and the institution.

Financing the institution is carried out on the basis of standards determined by one patient, taking into account the type, type and category of institutions and medical programs implemented by him. Attracting the institution of additional funds does not entail a decline in standards and (or) the absolute sizes of its financing from the budget of the founder. The institution disposes of existing cash in accordance with the estimated costs approved by the founder. The institution is responsible for its obligations at its disposal of cash. In case of insufficiency, the establishment of these funds is liable for its obligations bears the founder in the manner prescribed by the legislation of the Russian Federation.

The institution has the right to carry out entrepreneurship and dispose of incomes from this activity in the manner prescribed by the legislation of the Russian Federation, this charter and internal documents of the founder.

Revenues received as a result of entrepreneurial activities are used in accordance with the basic objectives of the institution defined by this Charter, and are recorded on a separate balance sheet. The institution leads separate accounting of income and expenses from entrepreneurship. The establishment is not entitled without the consent of the founder to conclude transactions, the possible consequences of which is the alienation of the fundamental funds of the institution in favor of third parties, as well as other transactions, which are limited in accordance with the legislation of the Russian Federation and the internal documents of the founder.

The institution carries out in accordance with the legislation of the Russian Federation, accounting for economic activities, leads statistical and accounting reports, reports on the results of activities in the manner and deadlines established by the legislation of the Russian Federation.

For the distortion of reporting, officials of the institution are carrying disciplinary, administrative and criminal liability established by the legislation of the Russian Federation.

The control and audit of the activities of the institution is carried out by JSC Russian Railways, as well as tax and other bodies (within their competence), which, in accordance with the legislation of the Russian Federation, is entrusted to check the activities of non-state healthcare agencies.

As part of NUZ "Departmental Polyclinic at the Solvychegodnsk station of Russian Railways 2 Polyclinics, Dental Branch, 2 Swells and a Medpopte station at Kotlas Station - South.

The production management structure is the cooding of managerial links between the management and controlled subsystems of the management system. It is characterized by the composition and informational relationships of independent units or individual performers located in consistent cooding and endowed with definitions and responsibilities.

In the formation of organizational structures, the main attention is paid to the dynamic attachment to them so that they can adapt to a constant internal environment. NUZ "The separated clinic of Russian Railways has a linear management structure (Appendix A).

With a linear structure, the head of the production link of the frontal level is the head - a union that performs all the control functions and subordinate to all questions to the upstream boss. This consists of the cozrel of the leaders of various levels vertically (line), which simultaneously implement administrative and functional management.

The NUZ structure "The separated clinic of Russian Railways has a number of advantages, which allows you to quickly and efficiently manage. She is the most simple: has only one boss. This promotes clear and operational management, increasing the responsibility of the head for the effectiveness of the work chaired by it.

In fact, at the end of 2009, the NUZ "separated polyclinic" the number of employees amounted to 216 people. Including men 29 people, which is 13.4%, women 187 people - 86.6%, the data is shown in Figure 1. From Figure 2 it can be seen that in this institution Medical staff 175 people in specific weight is 81.02% , Managed staff 41 people - 18.98%.

The structure of the Office of the Institution - NUZ "Departmental Polyclinic" includes: Chief Doctor; Deputy Chief Doctor on the Medical Part; Deputy Chief Doctor for Clinical Expert Work; Deputy Chief Doctor for the Administrative and Economic Part; Deputy Chief Doctor for Organizational and Methodical Work; Main medical sister; Chief Accountant.

Figure 1 - Gender composition of employees of the enterprise

Figure 2 - Personnel Nuz "Departmental Polyclinic"

Schematically, the personnel structure of NUZ "separated polyclinic" can be represented as Figure 3.

Figure 3 - Staff Structure NUZ "Departmental Polyclinic"

From the medical staff of the institution of doctors - 36 people, which in the specific weight is 16.67%. Including women 25 people - 11.57%. Middle medical staff - 106 people, which in the specific weight is 49.07%. Junior Medical Personnel represents 43 people - 19.91%. Management staff - 31 people, which is 14.35%. Structure complies with a staffing schedule. The average age of employees of NUZ "separated polyclinic" by category is:

The control apparatus is 43 years old.

Doctors - 37 years.

Middle Medical Personnel - 35 years.

Junior Medical Personnel - 34 years.

Other personnel - 33 years.

Figure 4 - Middle Age of Personnel NUZ "Departmental Polyclinic"

As can be seen from the analysis of the age of Personnel NuZ "Departmental Polyclinic", all employees are suitable for a category of 35-45 years, and this suggests that the Polyclinic staff has an average age and will not retire a long time and will continue to work.

35 people employed in the institution have a higher education, which is 17.59% of the total number of employees. Of them:

Medical 16.58%

NEMDICINE 1.01%

111 people are secondary special education. Of them:

Medical 48.24%

Non-medical 7.54%

The number of personnel in the organization in 2005 increased by 9 people, this is due to the expansion and support of the states, in connection with the expansion of a karea fund:

Middle medical personnel +4 people;

Junior medical personnel +4 people;

Management personnel + 1 person.

In 2006, the number of personnel decreased by 6 people. There was a reduction in the states of the younger medical and other personnel, doctors dowellement:

Doctors - 1 person;

Middle Medical Personnel - 6 people, including maternity leave 3 people, retirement 3 people

Other personnel - 1 person, incl. Dismissal at your own accord 1 person.

In 2009, the number decreased by 8 people, this is due to the reduction of the states of the younger medical and other personnel. Including: retirement 2 people, dismissal at their own request 6 people (dissatisfaction with the size of wages). During the assessment of the existing training system, it was possible to find out that the "separated polyclinic" there are advantages and disadvantages on this issue.

Advantages:

The staffing staff in Nuz "Departmental Polyclinic" for 2009 is 96.3%.

55.78% of specialists have a secondary specialty, and 17.59% of higher education, which indicates the high potential of the organization, the possibility of further increase in competitiveness in this industry.

Disadvantages:

The average age of staff indicates its obsolescence, which in health facilities are not uncommon, and the rule.

Of 216 people (100%), only 24 employees (11%) have increased their skills in 2009.

Questions of preparation and advanced training of employees of Nuz "Departmental Polyclinic" are engaged in the chief physician NUZ "Departmental Polyclinic", the head of the medical unit, the main medical sister of the hospital. According to the orders of the Ministry of Health of the Russian Federation, the highest and medium-sized medical specialists should increase their qualifications at least once every five years.

The training of managers and specialists is made according to differentiated programs. Pre-for the year is drawn up a plan-application for advanced training for senior specialists by the heads of the medical unit, the middle-aged medical sister. A planning application for improving the qualifications of medium-sized medical professionals in Nuz "separated polyclinic" for 2009 is shown in Table 2.

Table 2 - Plan-application for improving the qualifications of medium-sized medical professionals in Nuz "Departmental Polyclinic" for 2009

Similarly compiled a plan application for senior specialists. Applications are sent to the Ministry of Health, from where training vouchers come from. For them, the staff is trained. Payment of training is carried out by the Ministry of Health In addition to travel expenses, paid by the institution. Travel expenses include: the fare to the school and back; The cost of living in the hostel. During the training of the employee, the average monthly salary is charged.

Medicine distinguish several categories of professional qualifications: II, I, the highest. The experience in one place necessary to obtain the II category should be at least 3 years, 1 categories - at least 5 years, the highest category - at least eight years.

An employee is trained, computer control, writes work in its specialty and is held attestation held by the Commission appointed by the Ministry of Health. It gives conclusion about the assignment or not assigning a category and issuance of a certificate of professional qualifications.

Table 3 data indicate that every year an increase in workers passing through vocational training, both higher and middle links. Training are also managers of the organization.

Table 3 - Report on the vocational training of employees of NuZ "Departmental Polyclinic" for 2007-2009.

Table 4 presents a report on the qualification composition of employees of NUZ "Departmental Polyclinic" for 2007-2009, (people), but this is not enough for the work of the enterprise.

In 2007.

In 2008.

In 2009.

Figure 5 - Assessment of the level of advanced staff skills for 2007-2009.

According to Table 3 and Figure 5, it can be concluded that, both doctors and the average medical personnel of the organization receive or increase their category, the number of medical officers who have II, I have a qualifying category, employees who have a certificate of conformity every year.

Table 4 - Report on the qualification composition of employees of NUZ "Departmental Polyclinic" for 2007-2009. (person)

In 2007, they raised their qualifications - 20 doctors and 103 people from medium medical personnel. In 2008, they raised their qualifications - 31 people from doctors and 125 people from medium medical personnel. In 2009, they raised their qualifications - 35 doctors and 154 people from medium medical personnel. This suggests that in Nuz "separated polyclinic" for 2007-2009. Provided the advanced training of personnel.

Upon receipt or confirmation of the category, professional competence of employees increases, their salary. In addition to advanced training courses in the hospital, e-mailings are held in each division with the invitation of specialists from different areas. Common-sick line, meetings, conferences, conferences dedicated to educational events or solving production issues. The content of all activities is linked to the requirements of production. Training activities are focused on assisting in solving production tasks. The central place in training events is assigned to the consolidation or expansion of professional knowledge, skills, abilities, as well as the development of the motivation of employees of the institution.

In order to analyze the Motivation of Personnel Nuz "Departmental Polyclinic", was developed and proposed a questionnaire (application b), which includes 10 points. This is necessary in order to understand how to affect learning to motivate employees and can it be able to improve the qualifications to affect the work of the entire enterprise. How workers themselves evaluate the various characteristics of their work. The questionnaire, was proposed to all units of the organization, and it was necessary to set the subjects of the questionnaire in the order in which each employee considers it more significant for himself. The following results are obtained. Of the 100 respondents, 38 working on the first place put an article - a good earnings, 18 - payment related to the results of labor, 12 - good chances of promotion. This suggests that the leading place in the motivation of the work of workers of different positions of NUZ "separated polyclinic" occupies an assessment of the results and payment of workers. Mostly, the motivation of labor of the employees of NUZ "separated polyclinic" is made up of such groups of motives associated with the public recognition of the fruitfulness of labor activities, the degree of internal satisfaction with their work.

Table 5 - Motivation of employees NuZ "Departmental Polyclinic"

The motives for obtaining material benefits are a weak group of labor motifs, with the transition to new management conditions, motivating wage functions should change. Planning funds for the work of the institution personnel cannot be simply a calculated procedure, as it was and continues to happen at present in most medical institutions.

Currently, various methods of economic management are being developed and introduced. One of these methods is the material incentive of medical workers by implementing a differential wage system depending on the amount and quality of medical care. At the same time, it is necessary to revise the usual approaches of the number of medical personnel, developed 25 years ago. It is necessary to switch to economic methods for planning the number of medical personnel, thereby strengthening and motivating workshops.

Reserve for improving the material situation of NuZ employees "Departmental Polyclinic", stimulating their motivation is the intended use of funds received on extrabudgetary sources, intended for an increase in wages of workers, premiums and other payments of premium remuneration and goaling a shortage of budget funds, which negatively affects motivation personnel. The means obtained in Table 5 for extrabudgetary sources are the smallest share in general, financing. Now consider how the advanced training of managerial personnel in NUZ "separated clinic at the Solvychydsk Station of Russian Railways. Promotion in service is a great way to recognize outstanding performance. The technologies for managing the development of personnel include the following: business assessment and staff attestation; business career management; Personnel reserve management; Personnel training and others. A business assessment of personnel is a targeted process for establishing the compliance of the qualitative characteristics of management personnel (abilities, motivation and properties) requirements of the position or workplace. Based on the degree of specified conformity in the NUZ "Departmental Polyclinic at the Solvychydskaya Station of Russian Railways, the following main tasks are resolved:

establishing the functional role of the employee estimated;

development of a new or working specialist development program;

determining the methods of external and internal motivation of the employee.

Table 6 - Classification of factors taken into account when evaluating labor in NUZ "Detached clinic at the Solvychegodsk station of Russian Railways

Collection and generalization of preliminary information on an employee.

Preparation of the head of the Organization to the appraisal conversation and conducting an appraisal conversation with the evaluated staff.

Formation by the head of expert opinion on the results of a business assessment and its submission to the expert commission.

Making decisions by the expert committee on the merits of proposals contained in expert opinions.

Figure 6 - A comprehensive assessment system of management personnel in NUZ "Detached clinic at Solvychydsk Station OJSC Russian Railways

Evaluation of the results of labor is one of the functions for managing the personnel in Nuz "separated clinic at the Solvychydsk Station of Russian Railways, aimed at determining the level of performance of work. It is an integral part of the business assessment of management personnel along with the assessment of his professional behavior and personal qualities and is to determine the conformity of the work outcomes of the employee to the goals and planned indicators.

In connection with the division of managerial labor, the result of the head is expressed through the results of the implementation of the plan, as well as through the socio-economic conditions of labor subordinate to him (the level of remuneration, the motivation of personnel). The result of the work of specialists is determined based on the volume, completeness, quality, timeliness of the fulfillment of official duties. Table 7 shows a list of quantitative indicators for assessing labor performance.

Table 7 - List of indicators of evaluation of labor results in NUZ "Detached polyclinic at the Solvychydnsk station of Russian Railways

Along with the quantitative indicators - direct, in Nuz, "separated clinic at the Solvychydsk station, OJSC Russian Railways uses indirect factors affecting the achievement of results.

These include: efficiency of work, tension, intensity, complexity, quality of labor, etc. They characterize the activities of the employee on criteria that meet the ideal ideas on how official duties and functions that make up the basis of this position, and what qualities should be manifested.

Evaluation of personnel in Nuz "Departmental Polyclinic at Solvychydsk Station OJSC Russian Railways is carried out to determine the conformity of the employee to a vacant or occupied workplace (position) and is performed using the personnel certification.

Certification of personnel is a kind of comprehensive assessment that takes into account the potential and the individual contribution of the employee into the final result. Certification, as a procedure for evaluating management personnel, there is also a NUZ "separated clinic at the Solvychydsk station of Russian Railways from the date of its foundation and is aimed at assessing employees for a number of criteria. Main criteria: Functional duties, achieved performance, personal qualities (disciplined, independence, skill, communicativeness, responsibility, etc.).

Certification is a form of a comprehensive personnel assessment, based on the results of which decisions are made on the further official growth, movement or dismissal of the employee. The main tasks of certification of workers:

staff development and increased labor motivation;

determining the conformity of the employee of the position;

identifying the prospect of its official growth, stimulating its professional competence;

formation of reserve frames for nomination for senior positions, opportunities for opening officials;

determination of professional development, training or retraining.

The process of certification in the NUZ "separated clinic at the Solvychydnsk station of Russian Railways is divided into 4 main stages.

At the preparatory stage, an order is published on holding certification and approval of the composition of the attestation commission. The state of certification is being developed; a list of employees to be certified is drawn up; Received reviews and characteristics (estimated sheets) and certification sheets on certificates; Informed a team of timing, purposes, features and procedures for certification. Certifications are carried out on the basis of graphs that are brought to the attention of attestible at least a month before the start of certification, and the documents on certificate are submitted to the certification commission two weeks before the start of certification.

At the stage of evaluating the employee and his work activity, an expert group is created. It includes: the immediate supervisor of the certified, 1-2 specialist of this unit, employee of the personnel service. The expert group evaluates indicators of the level of knowledge, skills, skills, quality and results of the work of the certified.

The stage of certification is a meeting of the Attestation Commission, which is invited to certificate and their direct managers; consideration of all materials submitted to certification; hearing the certified and their leaders; Discussion of certification materials, the statement of invited, forming conclusions and recommendations on certification of workers.

Evaluation of the activities of the employee who has passed the certification and the recommendations of the Commission are recorded in the estimated fox. A list of assessment of activities and personal qualities is filled with the head of the staff attest and representative of the personnel service. The meeting of the attestation commission is issued by the Protocol signed by the Chairman and the Secretary of the Commission.

The next stage is decision-making on the results of certification, which is formulated by the conclusion, taking into account:

findings and proposals set forth in the revocation of the head;

estimates of business, personal and other qualities of certified and their compliance with the requirements of the workplace;

estimates of the activities of the certified, the growth of its qualifications;

the opinions of each member of the Commission expressed in the discussion of the activities of the certified;

comparing materials of previous certification with data at the time of certification and nature of data changes;

the opinions of the most certified about their work, about the implementation of their potential opportunities.

Special attention in Nuz "separated clinic at the Solvychydsk station of Russian Railways is drawn to the observance of certificate of labor discipline. The attestation commission provides recommendations for the promotion of a superior position certified to a higher person, promoting the successes achieved, an increase in wages, transfer to another job, about exemption from his position and others.

The overall resulting assessment of the certification conducted in the NUZ "separated polyclinic at the Solvychygodsk station of Russian Railways in June 2008 is as follows.

passed certification - 30 people, of which:

certified - 26 people;

certified with the condition of eliminating the shortcomings of -2 people;

not certified - 2 people;

enrolled in the reserve for nomination - 7 people;

aimed at raising the qualifications, retraining - 4 people.

The results of the certification allow the management of NUZ "separated polyclinic at the Solvychegodnsk station of Russian Railways to evaluate the personnel potential of employees as a whole to form and implement targeted personnel policies.

In addition to the method of direct quantitative assessment, a questionnaire survey was used to analyze the certification procedure. It includes 8 questions reflecting the practical aspects of the conducted technology. (Appendix B) The results are presented in Table 8.

Table 8 - Results of a questionnaire in NUZ "Detached clinic at the Solvychygodsk station of Russian Railways

Figure 7 - The ratio of the evaluation criteria for the certification procedure in NUZ "Detached clinic at the Solvychydsk Station OJSC Russian Railways

As it was possible to find out in the course of certification, informing about the certification is carried out by the chief physician NUZ "separated polyclinic at the Solvychydskaya Station of Russian Railways, which was confirmed by all employees. According to the established regulations, information to the certificates must be communicated at least a month. The relationship between the attestation commission and employees was carried out in a favorable team, and members of the attestation commission were welcoming and clearly explained the essence of the certification, answered all the questions. Answers to the next question will differ, which introduces in bewilderment. When studying the process of certification, 100% of workers believe that specific knowledge is evaluated, characteristic of your position and knowledge, while 60% of employees noted the corporate values, and 40% considered that there were no such issues in a certification list. Informing about the goals, tasks, timing, shape and venue of the certification indicated 100% of NUZ employees "Departmental clinic at the Solvychydsk Station of Russian Railways.

But the attestation commission did not explain its need and did not familiarize with the certification. When studying the objectives of the certification, the staff indicated material or intangible encouragement, although the certification provides for the increase or lowering, dismissal, and transfer to another branch, and verify the level of knowledge. Based on this, employees are not familiar with the functions of the procedure, since they did not provide the provisions on the certification. 60% of employees believe that the certification implies the motivation of the employee to improve its production behavior, the disclosure of its production (personal and professional) potential and 40% - must be reported to an employee that he does at work well, and what is bad. The results of the questionnaire implies that the undergoing certification does not see the strategic goal of certification and the exact functions. This is due to the ineffective work of the attestation commission, which did not bring to the staff of the essence of the attestation procedure.

certification of management personnel is a comprehensive assessment that takes into account the potential and individual contribution of the employee, and is carried out by the attestation commission.

there is no planning and control of business career workers.

forming a personnel reserve.

Therefore, it was necessary in the proposal of recommendations on improving the staff of the advanced training of personnel in Nuz "separated clinic at the Solvychydnsk station of Russian Railways, and this will increase the efficiency of the clinic.

Highly productive work of the organization depends not only on the qualitative composition of NUZ staff "Department of Polyclinic at the Solvychydskaya Station of Russian Railways, but also from managing its relevant and potential professional opportunities, professional experience. In the organization, it is important not only to know who can and who is capable of what is capable of, but also to make the talent and professional qualities of a person in time are secessing and in demand.

Business career is a progressive promotion of personality in any field of activity, changing skills, abilities, qualification capabilities and amount of remuneration related to activities; Promotion forward to once the selected path of activity, achieving fame, fame, enrichment. In the process of selling career, it is important to ensure the interaction of all kinds of career. This interaction implies the following main tasks:

achieving the relationship of the goal of the NuZ activity "Departmental Polyclinic at the Solvychegodnsk station of Russian Railways and a separate employee;

ensuring career planning on a specific employee to account for its specific needs;

ensuring the openness of the career management process;

elimination of "career deadlocks", in which there are practically no opportunities for the development of an employee;

the formation of visual and perceived case growth criteria used in specific career solutions;

study of the career potential of employees;

ensuring a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations;

determination of service growth paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right point in time and in the right place.

For NUZ, "separated clinic at the Solvychydnsk station of Russian Railways should be a typical and sustainable forms of an individual career strategy. This can be achieved if there is a system and career management mechanism. They are designed to ensure and determine the child's career determination of an exceptionally level of professionalism, personal qualities and results of activities.

Planning and controlling the business career should be in the fact that since the adoption of the employee to the organization and before the alleged dismissal of work, it is necessary to organize a systematic horizontal and vertical promotion of the employee on the positions. The employee should know not only his prospects for the short-term and long-term period, but also what indicators it should achieve to count on promotion.

The presence of a thoughtful and scientifically based official structure of NUZ "Departmental clinic at the Solvychydsk station of Russian Railways is a prerequisite and the most important factor in the implementation of the career management technology. They define a formal career space, which occurs a change in the official status of the employee, the need for the necessary professions and specialties is formed, professional experience and staff abilities accumulate. In order to effectively manage the personnel, the role of personnel service NUZ "The separated clinic at the Solvychydsk station of Russian Railways should be changed, first of all, its status is increased. Effective business career management has a positive effect on the results of the polyclinic, which is clearly shown in Figure 8.

Figure 8 - Effect of business career optimization on the results of the NUZ "separated clinic at the Solvychydnsk station of Russian Railways

The career management system in Nuz "The separated clinic at the Solvychydnsk station OJSC Russian Railways should ensure the formation of the most optimal typical care schemes, their openness for familiarization, the conditions of promotion, material and moral remuneration.

In addition, it is recommended to provide in the management system of the official career and personal responsibility of the personnel department for the creation and maintenance of impeccable reputation of the organization and in general the authority of the enterprise in violation of the established procedures and the rules of career management. Thus, an important condition for managing the career of personnel should be the presence of trained specialists of personnel service, which would be perfectly known to the content of this personnel technology. The main efforts in personnel policies should focus on creating a well-trained reserve of candidates for the positions of heads of NUZ "Departmental Polyclinic at the Solvychydskaya Station of Russian Railways in a short time to master the new section of the work and ensure an effective solution to the work facilities. At the same time, the emphasis must be done on the creation of a reserve not "generally" prepared candidates, but on managers of a completely defined type and management level, taking into account new approaches to the organization of work.

The presence of a personnel reserve in Nuz "The separated clinic at the Solvychegodnsk station of Russian Railways will allow in advance (according to a practically sound program) to prepare candidates for newly created and subject to replacement posts, to effectively organize training and internships of specialists included in the reserve, to use them rationally on various Directions and levels in the management system.

According to its qualitative and quantitative composition, the reserve of management personnel must meet the current organizational and staffing structures of NUZ "separated polyclinic at the Solvychydsk station of JSC Russian Railways, taking into account their development prospects. The reserve is created for all the position of managers carrying out management functions at a particular level.

Preparation of personnel reserve NUZ "Departmental clinic at the Solvychydsk station of Russian Railways is a living organizational work, the essence of which should be a serious study of people, their upbringing, timely nomination for such work, where they can bestly show themselves. In order to increase the efficiency of training specialists included in the Personnel Reserve NUZ "Department of Polyclinic at the Solvychydnsk station, JSC Russian Railways, it is advisable to compile individual preparation plans. These plans should include events carried out in the framework of the preparation and advanced training of a candidate listed on the list of reserve. At the same time, species, forms, deadlines and specialization of training are clearly defined. An internship should be an effective form of training for personnel reserve. It will consolidate in practice professional knowledge, skills and skills obtained as a result of theoretical training, study of best practices, acquiring professional skills.

It would be advisable to develop a system for organizing and conducting internships, clearly define the time and place of their implementation. Regular internships involves solving issues of a methodological, organizational and logistical nature. The necessary regulatory documents should be developed, create material prerequisites for the formation and development of the Internship Institute.

An important role in managing the process of formation and use of personnel reserve NUZ "Departmental Polyclinic at the Solvychygodsk station OJSC Russian Railways play publicity and collegiates. It is advisable to announce the lists of candidates for reserve, creating the opportunity to make any comments and suggestions for candidates.

The presence of feedback is necessary, i.e. Accounting for the opinion of candidates for reserve, contributes to further strengthening and development, it is necessary to consider the reserve ratio - the number of candidates included in the reserve per position. This should be determined based on the specific conditions and capabilities of the enterprise. At the same time, it is advisable for each leadership position to have at least two or three candidates, regardless of the quality of the leader working on it. It is necessary during the formation and use of personnel reserve NUZ "separated polyclinic at the Solvychekthodsk station of Russian Railways to make two factors managed: the time staying in reserve and appointment. Moreover, working with candidates put forward to the reserve should be carried out individually, taking into account the personal capabilities and professional abilities of a person.

Thus, all this indicates that a clear regulation of the overall period of stay in reserve for each individual candidate is needed. To improve the efficiency of the NUZ "Departmental Polyclinic at the Solvychydnsk station, JSC Russian Railways, the author of the graduation project developed a plan for organizational and technical measures to improve work with the staff of the enterprise for 2010-2011, which is presented in Table 9.

Table 9 - Plan of organizational and technical measures to improve the qualifications in NuZ "Departmental Polyclinic"

Currently, the greatest possibility of using computer tools and automation should have personnel assessment, selection, selection technologies, personnel testing technologies.

Sufficient computer and software should get all sorts of tests that contribute to the assessment of staff professionalism.

Based on the previous analysis, it can be argued that the main problems of improving the efficiency of personnel service and ensuring the qualitative composition of employees of the polyclinic are the following (in accordance with Table 10):

Table 10 - Events to improve the qualifications of personnel in NUZ "Department of Polyclinic at the Solvychydsk Station OJSC Russian Railways

Table 10 shows that the proposed activities will contribute to the advanced training of personnel in Nuz "separated clinic at Solvychydsk Station OJSC Russian Railways.

Now we will make a calculation of the economic efficiency of the training system of personnel (personnel training) in NUZ "separated clinic at the Solvychegodnsk station of Russian Railways.

There are two methodological approach to the evaluation of the effectiveness of training systems of personnel, which are concluded

first, in determining the attitude of the integral socio-economic effect, expressed in value form, obtained as a result of the implementation of the learning process for the total cost of the costs that caused this effect;

secondly, in the compassion of the final result obtained in solving the tasks of professional training of personnel, with the advanced management of the enterprise, the task or goal.

In the case of the application of the first of these approaches, the assessment of socio-economic efficiency (Table 11) of the functioning of the professional education system will express the level of labor and resources per unit of the resulting effect.

Table 11 - Socio-economic efficiency of the project

This form of efficiency assessment characterizes the measure of returns or measure of performance, expressed in the form of the resulting effect from each cost unit produced in the learning process. The cost estimate of training costs usually does not cause special difficulties.

The effectiveness of the activity considered in many ways depends on the correctness of its implementation. As a result, the certification may bring the enterprise to a new stage of activities with reserves for development and improvement.

A classic method of assessing the effectiveness of training today is considered to be the model consisting of four levels:

1 - evaluation of the reaction of the trainees;

2 - assessment of the level of knowledge;

3 - assessment of behavior in the workplace;

4 - Evaluation of the impact on the results of work.

Let us dwell on the last level and highlight the most important indicators, testifying to the positive impact of training for the final performance of personnel in Nuz "Departmental Polyclinic at the Solvychegodsk station of Russian Railways.

Improving labor efficiency;

Fast distribution of knowledge;

Consistency of the knowledge of personnel, in particular, a single understanding of the main issues arising from customers;

The definition of personnel competence profiles and the possibility of certification (reduction of costs from incompetent employees).

Of course, the simplest for analysis is the indicator of "labor efficiency".

The cost of one course in NUZ "The separated clinic at the Solvychydsk station of Russian Railways is 6000 rubles. With full-time learning (duration - 16 h) and 360 rubles. - with remote (8 h). Such a big difference occurs for obvious reasons: the full-time ticket price includes the salary of the deputy head physician part, the cost of premises preparation, etc. Wages of such a specialist - about 170 rubles per hour. Calculate the cost of learning this employee by the formula:

SO \u003d R x n + 5k,

where SO is the cost of learning;

R - Salary of a specialist (rub. / H);

n - the volume of the course (count hours);

5k - Course cost.

Consequently, the total cost of the company to teach one such specialist is 8720 rubles. with full-time learning and 1720 rubles. When remotely learning:

(170 x 16 + 6000) \u003d 8720 rubles

(170 x 8 + 360) \u003d 1720 rubles.

At the end of the course, the work that was previously required for 31 hours, a specialist with the help of acquired knowledge and methodological guides performs for 22 hours. Due to this, the company saves 1530 rubles. a week, and for three months - 19 890 rubles.

31 x 170 \u003d 5270 rubles

22 x 170 \u003d 3740 rubles

5270-3740 \u003d 1530 rubles

Due to this, the company saves 1530 rubles. a week, and for three months (13 weeks) - 19,890 rubles.

1530 x 13 \u003d 19890 rubles

Thus, we obtain all the necessary data to determine both the return on investment (RETURN OF INVESTMENT, ROI) and the return period. Calculation formulas are simple:

Return period with full-time learning \u003d (100% x 65 days): 128.1 \u003d 50 days.

Return period with remote learning \u003d (100% x 65 days): 1056.3 \u003d 6.2 days.

As a result, we find out that with full-time learning ROI is 128.1%, with a distance - 1056.3%; Return period in the first case - 50 days, in the second - 6.2 days.

In this case, a high percentage of ROI is fully justified in the case of remote learning: this indicator is not supernatural for effective e-learning projects in NUZ "separated polyclinic". Thus, the staff is considered the core of any organization and it is necessary to contribute to the development of the positive results of the activities of each individual employee.

The first and very important stage in creating an optimal personnel management system in the enterprise is to advance training - this is training for the improvement of knowledge, skills and skills in connection with an increase in the requirements for the profession or an increase in position. As it turned out in the course of writing the graduation project, it turned out that the process of training personnel pursues the purpose: improving the quality of human resources, improving the quality of products or services, conducting organizational changes, the development of personnel, improving the system of communication in the organization, the formation of organizational culture, an increase in the level of loyalty to the organization.

The need for vocational training and retraining of personnel for their own needs is determined by the employer. The employer conducts professional training, retraining, advanced training of employees, learning them to the second profession in the organization, and if necessary, in educational institutions of primary, secondary, higher and additional education on conditions and in the manner that are determined by the collective agreement, agreements, the employment contract. Personnel development growth planning allows you to use your own workforce reserves with at the same time a higher degree of success than how to ensure the search for new personnel; On the other, it gives a separate employee an optimal chance for self-realization.

The draft project contains and used theoretical developments in the field of staff advanced training system. A brief description of NUZ "separated polyclinic" is given.

During the analysis of the staff of the advanced training of personnel in Nuz, "Departmental Polyclinic at the Solvychydsk station, JSC Russian Railways, it turned out that at this enterprise:

Certification of management personnel is a comprehensive assessment that takes into account the potential and individual contribution of the employee, and is carried out by the attestation commission.

There is no planning and control of business career workers.

Forming a personnel reserve.

Therefore, it was necessary in the proposal of recommendations on improving the staff of the advanced training of personnel in Nuz "separated clinic at the Solvychydnsk station of Russian Railways, and this will increase the efficiency of the clinic. As it turned out in the NUZ "separated polyclinic" it is necessary to increase staff skills. For NUZ, "separated clinic at the Solvychydnsk station of Russian Railways should be a typical and sustainable forms of an individual career strategy. This can be achieved if there is a system and career management mechanism. They are designed to ensure and determine the child's career determination of an exceptionally level of professionalism, personal qualities and results of activities. An important condition for managing the career of personnel should be the presence of trained specialists of personnel service, which would be perfectly knew the content of this personnel technology.

The presence of a personnel reserve in Nuz "Departmental Polyclinic at the SolvyChodsk station OJSC Russian Railways will prepare candidates for newly created and subject to replacement vacancies, to effectively organize training and internships of specialists involved in the reserve, to use them in various directions and levels in the management system.

Automation of personnel processes and personnel technologies in NUZ "separated polyclinic at the Solvychegodsk station of Russian Railways will allow:

ensure the operational receipt of objective information on the status and trends in the development of business and personal characteristics of Personnel NUZ "Departmental Polyclinic at the Solvychegodnsk station of Russian Railways;

timely to work out and take the necessary management decisions in the practice of working with personnel;

determine and apply adequate condition for personnel processes, personnel technologies that will lead to the desired result of the enterprise's work.

1. Arsenyev Yu.N. Organizational behavior: studies. Location. For universities. /. Arsenyev Yu.N., S.I. Shelobayev, T.Y. Davydova.- M.: Uniti - Dana, 2005. - 399 p.

2. Vikhansky O.S., Naumov A.I., Management: Tutorial. - 3rd ed. - M.: "Gardariki", 2005. -528c.

3. Vesnin V. R. Personnel Management: Tutorial. / V. R. Vesnin. - M.: TD Elite 2000, 2004. - 304 p.

4. Vesnin V. R. Management: studies. - 3rd ed., Pererab. and add. - M.: TK Velby, 2007. - 504 p.

5. Voronin A. G. and others. Fundamentals of management of the municipal economy: studies. allowance. / A. G. Voronin et al. - M.: Case. 2005. - 128 p.

6. Gudyshauri G.V., Litvak B. G. Management of the modern enterprise. - M.: Association of authors and publishers Tandem, Emmee Publishing House, 1998.-336

7. Business planning. (Methods. Organization. Modern practice): studies. pos. / Ed. V.M. Popova. - M.: Finance and Statistics, 1997. - 415 p.

8. Craftufacture of personnel service / Sost. A.V. Verkhovtsy. -6- e-ed. - M.: Infra -m, 2004.- 224 p.

9. Personnel documents / Sost. M.I. Basakov. - Rostov N / D: Publishing Center "March", 2002. -272 p.

10. Ivanov A. P. Management: Tutorial. / A. P. Ivanov. - SPb.: Publishing house Mikhailova V. A. 2006. - 440 p.

11. Korotkov E. M. Management Concept / E. M. Korotkov. - M.: Publishing House Consulting Company "Deca, 2004. - 363 p.

12. Kochetkova A.I. Personnel Management Basics, - M.: Teis, 1999.- 88 p.

13. Maslov E.V. Management of enterprise personnel: studies. Manual / under. Ed. P.V. Shemetova. - M.: Infra - M; Novosibirsk: NGAEYU, 1999. -312 p.

14. Personnel Management / V.R. Spring. - M.: Etc. "Elite -2000", 2000.- 304 p.

15. Management: Tutorial for universities / M.M. Maksimtsov, A.V.Ignatiev, M.A.Komarov; Under Ed, Maksimtsova, A.V.Ignateva. - M.: Banks and stock exchanges, Uniti, 2001. - 239 p.

16. Milner B. Z. Organization Theory: Textbook. - 2nd ed., Pererab. and add. - M.: Infra - M, 2001. -328 p.

17. N.A. Litvintseva selection and verification of personnel. M.: 1997.- 400 p.

18. Mazur I.I., Effective management / I. I. Mazur and others. - M.: Higher School, 2003. - 555 p.

20. Mradas A.N., organizational management. / A. N. Mrad. O. A. Mardas. - (series "Textbook for universities"). SPb.: Peter., 2003. - 336 p.

21. Management: Theory and Practice in Russia: Textbook / Ed. A. G. Porshnev. - M.: ID FBK - Press, 2004. -528 p.

22. Meson M. H., Albert M., Hedomry F. Fundamentals of Management / M. Kh. Mescona, M. Albert, F. Heduri / Per. from English - M.: Case, 2004. - 704 p.

23. Sociology and psychology of management. Tutorial for universities / o. V. Romashov, L. O. Romashova. - M.: Publishing House "Exam", 2007. - 268-269 p.

24. Social management: studies. Location. / Under. Ed. V. N. Ivanova. V. I. Patrushev. - 2nd ed., Pererab. and add. - M.: Higher School. 2007. - 271c.

25. Rezberg B.A., Fathutdinov R.A. Economy management. Tutorial - M.: CJSC "Business - School" Intel-Sintez ", 1999. - 784 p.

26. Roger Mauers Effective Management / Per. from English Series "Marketing and Management in Russia and Abroad". - M.: Publisher "Finpress", 1998. - 128 p.

27. Radugin A. A., Radugin K. A. Sociology: course of lectures - 3rd ed., Pererab. and addition. - M.: Center, 2005. - 61 p.

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Questionnaire for determining the motivation of employees of NUZ "Departmental clinic at the Solvychegodsk station"

Arctize the points of the questionnaire in this order in which you consider more significant for yourself.

1. Good chances of promotion

2. Good earnings

3. Payment related to labor results

4. Recognition and approval of well done work

5. Work that makes develop your abilities

6. Complex and hard work

7. Work that allows you to think independently

8. High Responsibility

9. Interesting work

10. Work requiring a creative approach

Application form Criteria for certification

This study is carried out in order to identify problems in the organization of staff attestation. Information received from you and your opinion may have a significant impact in the development of recommendations for improving the organization of assessment and certification of personnel. Read Carefully Questionnaire Quests and circle the number of answers suitable for you. If the proposed options are not satisfied, then write your response to individual lines for this. We ask you to answer sincere and deliberately.

one). The questionnaire includes 7 evaluation criteria. You must evaluate each criterion of 10 points from 1 to 10 (1,2,3,4,5,6,8,9,10), where

1,2 or 3 points - this criterion during certification is not used or manifested very poorly, on this criterion is a low estimate

4.5 or 6 points - on this criterion average estimate

7 or 8 points - during the certification, this criterion is really used and is at a sufficiently high level, according to this criterion, the estimate is higher than the average

9 or 10 points - this criterion fully reflects the situation, the highest assessment

For example:

You think that the documentation support is slightly lower than the average level, you can put 4 or 5 points or you think that during the certification, your knowledge is estimated at the highest level, you can put 9 or 10 points and so on.

Assessment Table Criteria Certification

2). The questionnaire includes 7 questions. Select the right answer for you and circle it in a circle. It is possible to note the 2-3 options.

1. How does informing you about holding certification?

The representative of the administration comes and informs you about holding certification

The representative of the administration comes and informs the head of the certification, and then the boss informs you

Posted a message about the certification on the board

Learn from familiar in the administration

2. When is you informing you about holding certification?

Half a year before it starts

A month before it starts

2 weeks before it started

1 week before it starts

A few days before it started

Other ___________________

3. How is the relationship between you and the attestation commission?

Members of the Attestation Commission were friendly and clearly explained the essence of the certification, answered all questions

Members of the Attestation Commission behaved restrained and reluctantly answered questions

You did not communicate with members of the Attestation Commission

Other ________________________________________________

4. What was evaluated in the process of certification?

Specific knowledge characteristic of your post

Corporate values

Knowledge of the legislative and regulatory framework

Other ________________________________________________

5. Before the start of the certification, you were informed about ... (perhaps several options)

About the goals, tasks of certification

On the timing of certification

About the form of certification

Continuation of the application B.

About the place of certification

On the need for certification (why it is needed)

On the status of certification

Other _______________________

6. Place of certification?

Cabinet Chief Rono

Your Cabinet

Cabinet in the administration

Conference room in Rono

Other __________________________

7. What do you think, why do certification? (Maybe several options)

Increase or downgrade in office

Translation to another compartment

Material or spiritual encouragement

"For check"

Check the level of knowledge

Other _________

8. The organization of certification in your department implies ....

what, you need to report an employee that he does at work well, but what is bad (put the points over "I")

motivation of an employee for improving its production behavior, disclosure its production (personal and professional) potential

Other ___________________________________________

Your gender _______________________

Your age____________________

Position______________________

Work experience in the department _____________

GOU DPO "Stavropol Regional Institute of Enhancement

qualifications of education workers "

on the organization and introduction of increasing

Qualifications

education workers based on

credit-modular (accumulative) system

L.I. Volkov ., Vice-Rector for UMR Skipkro

L.I. Borispol. headed by the methodical department, MA Neretina headed by the educational department.

Under the general editor

N.B.Pogrebova , Cand. Ped. Sciences, Rector Skipkro

Solve the tasks of continuous development of teachers' professionalism as a factor in improving the quality of education will allow the implementation of a credit-modular (accumulative) training system.

Regulatory documents proposed in the collection, a set of mandatory (invariant) and variable (specialized) modules, their software will expand the spectrum of educational services for teachers of the region, create conditions for a combination of training modules for a long time, taking into account the requirements of innovative processes, courses' listeners.

Collection materials can be used by IPC employees, municipal and school methodical services, teachers.

Introduction .................................................................................... 4.

Regulatory framework of the credit-modular (accumulative) system of advanced training of education workers in the region:

· Order of the GOU DPO "Stavropol Regional Institute for Advanced Training of Education Workers" from 26. 12. 2008 №1179 O / D ........................... 5

· Provision to improve the qualifications of education workers based on a credit-modular (accumulative) system of organization of the educational process of the GOU DPO "Stavropol Regional Institute of Education Institute for Education Workers" ............................................................ ............ 6-16

Applications:

· Sample invariant (basic) module programs .................17-18

· Approximate variable (specialized) module programs ... 19-32

· Exemplary topics to create a group trajectory of professional development ................................................................................................................ ..

· Application form for advanced training on a credit-modular (accumulative) system ..........................................................................................35

· Approximate individual educational route of advanced training of an employee of an employee ....................................................................... ..36-39

· Table of coordination of an individual educational route for the periods of implementation .......................................................................................................... ... 40

· Sheet of certification ....................................................................................41-42

I. Introduction

At the meeting of the Presidium of the Council under the President of the Russian Federation, dedicated to solving the problems of the implementation of priority national projects and demographic policies, a draft of a modern model of education, focused on solving the problems of innovative development of the economy.

The project has considerable attention to updating the training system for pedagogical personnel. In this regard, in the Stavropol Territory, an updated system for improving the qualifications of guidelines and pedagogical personnel, which meets the requirements of the modern form of education is being developed.

An activity aimed at the translation of the strategic tasks of modernizing education into specific activities to fulfill these tasks and first of all to improve the quality of personnel potential is expected from the training system.

Today, the main task of updating education is the achievement of such a quality of education, which would meet the current and promising needs of the individual, society and the state in the preparation of the diversified personality of a citizen who is capable of active social adaptation in society and independent life selection, to the beginning of the work and continuation of education, to self-education and self-improvement.

Reforming of modern education places new requirements for pedagogical personnel. A free and actively thinking teacher, predicting the results of its activities and, accordingly, simulating an educational process, is a guarantor of solving the tasks. Studies show that among factors negatively affecting the effectiveness of education and reduce its quality, students and parents are primarily called the lack of an individual approach to students (44.3% of respondents) and in the second - low level of teachers' professionalism (37.9%) . Thus, the teacher remains the main subject designed to solve the tasks of the development of education. And it is it that is a resource for improving the quality of education.

In this regard, one of the most important tasks of modern education is to increase the professionalism of teachers as a factor in improving the quality of education carried out, as a rule, in the system of additional vocational education.

II. Regulatory framework of credit modular (accumulative)

advanced training systems for education workers in the region

GOU DPO "Stavropol Regional Institute

raising the qualifications of educators "

stavropol

On the introduction of a credit and modular system for improving the qualifications of employees of education in approbation

In accordance with the decision of the board of the Ministry of Education of the Stavropol Territory dated June 25, 2008, "On the implementation of the decision of the Board of the Ministry of Education of the Stavropol Territory dated October 24, 2006" Development of the training system, advanced training and retraining of pedagogical personnel in the context of modernization of the Education of the Stavropol Territory "and the decision of the scientist Skipkro Council of December 26, 2008 (Protocol No. 9)

Order:

1. Introduce from 01. 01. 2009 in order of testing a credit-modular system of advanced training of education workers in the Budyonnovsky district and G. Budennovsk, Georgievsky district and G. Georgievsk, Kochubeevsky district and Nevinnomyssk.

2. To approve until January 30, 2009, the plan of measures for the introduction and organizational support of the Credit and modular system for improving the qualifications of education workers in these territories (Volkova L.I.).

3. Develop an agreement on the delimitation of the powers of the Scyapro and the management bodies for the formation of municipal districts and urban districts in the introduction and approbation of a credit-modular system of improving the qualifications of education workers (Neretina MA).

4. The training department (Neretny MA) to bring the order to the attention of the management authorities, municipal districts and urban areas of the region.

5. Control over the execution of this order is reserved.

Skipkro Rector N.B. Pogrebova

GOU DPO "Stavropol Regional Institute for Advanced Resources

education workers "

Approve

Skipkro Rector ___________ Pogrebova N.B.

Decision of the Scientific Council Skipkro

from "___" __________ 20__ Protocol No. _____

Position

on improving the skills of education workers

Based on the organization's credit and modular system

educational process

GOU DPO "Stavropol Regional Institute

raising the qualifications of educators "

1. General Provisions

1.1. This Regulation on the credit-modular (accumulative) system of improving the qualifications of the region's education workers (hereinafter referred to as the situation) is determined by the goal, the rules of construction, the procedure for the implementation of educational programs to improve the qualifications of managers, pedagogical and other categories of educational institutions, forms of current and final monitoring of educational results in The framework of the programs implemented by advanced training courses, their personnel support, as well as the procedure for issuing documents on the end of course activities, the interaction of the GOU DPO "Stavropol Regional Institute of Administration of Education Employees" (hereinafter referred to leaders, pedagogical and other employees of educational institutions that increase the qualifications on the credit and modular system (hereinafter - listeners) in the organization of the educational process.

1.2. This provision is developed in accordance with the laws of the Russian Federation and the Stavropol Territory "On Education", "On Higher and Postgraduate Professional Education", a Model Regulations on the educational institution of additional vocational education (advanced training) of specialists approved by Decree of the Government of the Russian Federation of June 26, 1995 No. 610, on March 10, 2000 No. 213, regulatory acts of regional authorities and management, development program and charter of Skipkro.

1.3. The situation is designed to improve the efficiency of the system of advanced training of employees of the Education of the Stavropol Territory, taking into account the advanced European and Russian experience and contributes to the introduction of innovative pedagogical technologies, the deepening of the practical and personal oriented oriented learning.

1.4. Improving the qualifications of education workers based on a credit-modular (accumulative) system is carried out by SKIPKRO according to the existing license for the right to conduct educational activities in the field of additional vocational education.

1.5. Credit-modular (accumulative) system of advanced training of education workers allows each learning independently designing the process of advanced training from the proposed educational modules, taking into account its professional needs and choose the most acceptable time for its passage, creates conditions for the implementation of continuing education opportunities.

2. Purpose and task

2.1. The aim of improving the qualifications based on a credit-modular (accumulative) system is the development of professional competencies necessary for the effective implementation of professional activities in the context of the modernization of education, stimulating the process of continuous advanced training and retraining of guidelines and pedagogical personnel.

2.2. To achieve the goal, the following tasks are defined:

Creating conditions for the formation of professional competence, development and self-development of the head, teacher, teacher, taking into account the experience of work, the degree of inclusion in innovative processes, the desire to acquire new knowledge, skills, skills;

Improving the level of training of managers, teachers and other categories of pedagogical workers to the organization and conduct of productive educational and educational activities based on the development of the most rational management and educational technologies, methods, methods of training and education of various categories of students, developing the skills of pedagogical analysis of experimental studies;

Providing support to employees of educational institutions in the development and introduction of a new generation of state educational standards, a single state exam, the introduction of pre-school, prefigure training and profile training, in conducting experimental, grant activities;

Creating monitoring the effectiveness of the training process at all levels of improving the qualifications of educators;

Promoting the promotion of current pedagogical experience in the implementation of the priority national project "Education", the implementation of targeted federal, regional and municipal programs for the development of education, upbringing.

3. The procedure for passing and organizing a credit-modular (accumulative) training system.

3.1. Credit-modular (accumulative) system includes:

The overall labor intensity of training courses, including classes in the audiences, trainings, tests and exams;

The overall nature of the active participation of listeners in practical classes and in independent work.

The credit system carries not only the account function, it is also an efficient management tool.

Directions of using a credit system:

Accumulation of modules on credit;

Monitoring training for advanced training;

Tools for assessing teaching techniques.

3.2. Training As part of a credit-modular (accumulative) system, the system is carried out by learning on courses, the passage of internship, the exchange of experience and self-education.

Advanced training is necessary when passing the next certification and in the introduction of innovative approaches to the formation system of the Stavropol Territory.

Advanced training is carried out at the request of educational institutions and according to individual applications.

Results of advanced training are taken into account when passing certification of leading and pedagogical workers and with accreditation of educational institutions.

Advanced training is carried out at the request of the pedagogical worker, but at least 1 time in 5 years. At the time of passing training courses, the average monthly salary remains for the employee.

3.3. Priority when choosing training According to the credit-modular (accumulative) system of advanced training, use:

Guidelines and pedagogical workers - Winners of the Competitions of the Priority National Project "Education", "Teacher of the Year", "Leader in Education";

Honored teachers of the Russian Federation;

Honorary workers in common, primary and secondary vocational education;

Education workers who have the highest qualifying category that showed high scores based on the results of the EGE or who prepared the winners of the regional, All-Russian Olympiads.

3.4. Departments Skipkro. Together with the methodological and educational departments, the list and content of training programs for advanced training modules for various categories of leading and pedagogical workers within a credit-modular (accumulative) system are being developed.

Education authorities in turn form an order for improving the qualifications of leading and pedagogical workers of their territory under a credit-modular (accumulative) system, taking into account the qualifications, skill of pedagogical workers.

Orders from the territorial management bodies of the SCIPKRO formation forms in May to a single plan-prospectus of coursework for leading and pedagogical workers of educational institutions of the Stavropol Territory for the upcoming academic year, indicating the selected programs, modules, territories, and the timing of the conduct.

Registration of participants in advanced training courses in various educational programs (modules) is carried out on the basis of applications of territorial education authorities no later than a week before the start of courses.

Admission to learning on a credit-modular (accumulative) system of advanced training is carried out on the basis of the order of Scyapro, taking into account the number of participants registered with the cumulative training system.

3.5. Training In Skipkro includes the following types of training:

- long (over 100 hours) Training of specialists in an educational institution of advanced training for an in-depth study of topical problems of science, technology, socio-economic and other problems in the profile of professional activities;

- short-term (at least 72-78 hours) Thematic training, which can be carried out at the place of main work of specialists and ends with the passing of the appropriate test, protection A, project, work experience, course work, interview;

- thematic and problematic courses and seminars (up to 72 hours) on psychological and pedagogical, technological, socio-economic and other issues arising at the level of the region, organization or institution;

- internship which is carried out in order to study best practices, acquiring professional and organizational skills to fulfill obligations on a person or higher position.

The internship can be both an independent type of additional professional education and one of the sections of the curriculum during the advanced training and retraining of specialists.

The duration of the internship is established by the employer who guides the employee for training, based on its goals and in coordination with the head of the organization or institution where it is carried out.

3.6. Training It provides for the development of students of educational courses of educational modules in the amount of at least 6 credit units for a period of 5 years, depending on the category of courses of advanced training courses, the passage of modular control, as well as the implementation and protection of output work. One credit and credit unit is equal to twenty-four hours.

Accounting for credit and credit units in the implementation of additional professional education programs is as follows:

Advanced training courses (over 100 hours) - 4.5 credit and credit units;

Short-term advanced training courses (72 - 78 hours) - 3 credit and credit units;

Problem courses (36 - 48 hours) - 1.5 - 2 Credit and credit units;

Seminars, trainings, round tables (6 hours) - 0.25 credit and credit units;

Internship (18 hours) - 0.75 credit and credit units;

Remote courses (36 - 72 hours) - 1.5 - 2 credit and credit units;

Conducting a master class of edge-level (6-12 hours) - 0.25 - 0.5 credit and credit units;

Participation in a scientific and practical conference, pedcons (12 hours) - 0.5 credit and credit units;

Participation in contests (48 hours) - 2 credit and credit units;

Participation in festivals (6-12 hours) - 0.25-0.5 credit and credit units;

Publications - 1 Print Page \u003d 1 Credit and Counting Unit.

The list and content of the modules' training programs is formed to the plan-ordering of exchangers for leading and pedagogical workers of educational institutions of the Stavropol Territory for the upcoming academic year and is communicated to the territorial management bodies.

3.7. Educational program module

The educational program in this position is considered as a set of modules.

Educational programs of modules are formed for each group of listeners.

The educational program of the module must comply with the main content of training at this course, the volume of knowledge to be given to listeners. The educational program of the module indicates the goals and objectives of training, features of the organization, technology and methods of classes, the form of final control, the material resources of the program and literature.

Educational programs must be considered advised and developed taking into account the criteria and promising areas for the development of the education system defined by the regulatory legal acts of the Russian Federation, state and other projects and programs approved by the Ministry of Education of the Stavropol Territory.

Basic requirements for the content of additional education programs:

Compliance with the qualification requirements for professions and posts;

Continuity in relation to state educational standards of higher and secondary vocational education;

Orientation for modern technologies and learning tools;

Compatibility of additional professional education programs by types and timing;

Compliance of the learning load of listeners standards;

Compliance with types of additional professional education.

The continuity in relation to state educational standards of higher and secondary vocational education is ensured by accounting in additional professional educational programs of the requirements of the professional part of standards.

The orientation for modern educational technologies and training tools is implemented by reflecting in the NOVATION programs:

In the principles of training (modularity, training "to the result", the variability of the timing of training, depending on the initial level of the preparedness of listeners, individualization, training with the professional selection of applicants for various roles, etc.);

In forms and methods of training (active methods, distance learning, differentiated training, optimization of mandatory audit classes);

In the methods of control and management of the educational process (distributed control over modules, use of testing and ratings, adjusting individual programs based on control results, transition to automated control systems, etc.;

In learning tools (computer programs, integral and personal databases, multi-stage funds, simulators).

Syllabus Reflects:

The purpose of training;

Learning duration (according to regulatory documents);

The form of training (with a separation from work, without separation from work, with a partial separation from work);

Classes regime (number of hours per day);

List of sections and disciplines;

Number of hours on sections and disciplines;

Types of training sessions;

Forms of certification and knowledge control.

Educational and thematic plan Specifies the curriculum and includes:

Description of those partitions;

Types of training sessions (lectures, practical, gaming classes, etc.);

The number of hours drawn to various types of classes;

Forms and types of control.

Training program Provides:

Explanatory note;

List of topics;

An external description of the one or partitions (presentation of the main issues in a given sequence);

The name of the types of classes for each topic;

Forms of final control;

References (main and additional), as well as other types of educational and methodological materials and benefits necessary for studying the course.

Each module must contain a complete cycle of classes for the whole thematic discipline. The training course for each of the modules should be aimed at the attraction of knowledge, skills and skills in the following aspects:

1) theoretical aspect - gaining knowledge: fundamental and applied disciplines;

2) The practical aspect is the impulse of information collection skills, analytical, diagnostic work, office work, working with a computer and the application of information technology, communication and establishing communications, leadership of students or pedagogical teams and teamwork;

3) Personal aspect - the formation of skills: the ability to learn and teach others, to form an image, to negotiate, make a decision, form a psychological climate.

The meaningful component of the technology of improving the qualifications of education workers is built on the principle of modules, including basic (mandatory) and specialized (conceptual, developing, interactive, analytical, technological, etc.). Unity, the relationship and interdependence of these modules predetermine the formation of psychological and pedagogical, subject competence of education workers.

In the structure of the content of advanced training courses 2 blocks: invariant (basic) - Attachment 1 and variable (specialized) - Appendix 2.

The variable block is preparation for the subject (direction).

The invariant block is formed from modules developed by specialists on topical issues of state policy in the field of the formation of a common pedagogical, psychological and special substantive content.

Skipkro listeners can undergo advanced training courses with a separation from work (in the area or on the basis of the Institute) or choose modular qualifying training.

Modular qualifying preparation divides the course period into separate parts depending on the individual needs of the specialist. Listeners can undergo training courses on 72 and more audited (lecture-practical) hours from the Skipkro specialists a list of modular programs.

Skipkro specialists are developing and offering students of group educational routes of advanced training courses, consisting of separate modular programs that form a generally expanded program of advanced training courses.

An individual educational training route is carried out by a pedagogical worker according to individual schedule based on the personal statement of the listener.

A listener who chose an individual route, independently joins the desired group according to the Skipkro plan.

A group educational advanced training route is carried out by a group of pedagogical workers, which can be formed by the relevant education authority in the territory or on the basis of personal statements of listeners united by the overall qualifications need.

You can pass modular qualifying preparation for 1, 2, 3 calendar years. After listening to the next program, the listener receives a certificate certificate in Skipkro on the work performed (in the audit clock). Collecting certificates for 72 or more than 100 hours, the listener places them in Skipkro, on the basis of which it is issued a certificate of passage of short-term or long-term training courses.

3.8. Individual Trajectory of Professional Development

Educational programs, educational and methodological complexes should provide a listener with the opportunity to build in the framework of the credit and modular system an individual trajectory of professional development.

Pedagogue, starting training in a credit-modular (accumulative) training system, has the ability to choose a number of module programs, to the greatest extent of its relevant professional interests, requests and needs .

The success of the professional development of listeners is determined by the quality of education, which includes diagnostic, information and educational processes. The quality of diagnostic processes is determined: the presence of a large set of techniques to identify professional difficulties of teachers, the representation of diagnostic procedures in additional professional programs, the availability of an information bank on the results of diagnostic procedures, about professional difficulties of teachers of various specialties.

The criterion for the quality of information processes can be considered the completeness and availability of professional knowledge for students, the use of new educational technologies.

Auditor classes can be assessed by such criteria: the direction of the educational process to meet professional demands of teachers and overcoming their difficulties; application of a wide range of funds, methods and modern teaching technologies; The organization of direct and feedback between the training and training.

4. The procedure for the final certification and issuance of a document on the advanced training of pedagogical personnel

4.1. Current monitoring of the development of the educational advanced training program It is carried out in the form provided in the Work Program.

4.2. Forms of certification Listeners Following the implementation of the educational program of advanced training in the framework of a credit-modular (accumulative) system are established in accordance with the recommendations on the final state certification of students of educational institutions in the system of additional professional education (annex to the letter of the Ministry of Education No. 35-52-172 IN / 35-29 dated November 21, 2000). The final monitoring of the development of the educational program of advanced training can be carried out in the form of a complex test, protection A, project, work experience, coursework, interviews.

4.3. Formats of graduation and requirements Skipkro is being developed and approved in the prescribed manner. Graduation work should be applied and focused on covering advanced pedagogical or managerial experience.

4.4. Topics of graduation work Developed by leading teachers of the Skipkro Department, taking into account the specifics and activities of the Department. The choice of topics is carried out by the participant in the advanced training program, taking into account its own professional interests under the guidance of the faculty of Skipkro.

The list of graduation works is approved by the Skipkro rector until September 1 of the current school year.

4.5. At the end of the selected advanced training option, the listener is issued a document on advanced training:

Certificate of advanced training - for persons who have been trained in the program in the amount of over 100 hours .

Certificate of short-term advanced training - for persons who have been trained in a program in volume from 72 to 100 hours .

Certificate of short-term advanced training - for persons who have been trained in the program in volume from 36 to 72 hours .

Help - for persons who have been trained in the program in volume from 6 to 36 hours .

As a result, based on the total amount of school hours, developed by the listener, accounting for the received credit and credit units and successful final certification, Skipkro issues a learning document and issues a certificate of advanced training.

Listeners of advanced training courses that did not gain the necessary number of credit and credit units or did not protect the final work (the final tests were not completed), the qualification certificate is not issued.

Historiers of courses that have not received a document on advanced training are not allowed to state certification and have the right to re-participate in the advanced training program in the next academic year at their own funds.

5. Personnel provision of advanced training programs

5.1. The implementation of the advanced training programs on a credit-modular (accumulative) system is carried out by the faculty of Skipkro.

5.2. In order to strengthen the practical focus of modular advanced training programs and the dissemination of advanced pedagogical experience, the best leaders, pedagogical and other categories of educational institutions of the Stavropol Territory are involved in the courses:

Winners and laureates of competitions of the priority national project "Education", "Teacher of the Year", "Leader in Education";

Honored teachers of the Russian Federation;

Honorary workers in common, primary and secondary vocational education.

5.3. Heads, pedagogical and other categories of employees of educational institutions of the Stavropol Territory are involved in the educational process on the conditions of hourly wage or on external partnership terms.

6. The activities of subjects on the implementation of the Regulation on the Credit and Modular System of Advanced Training of Pedagogical Frames

6.1. Methodical services in conjunction with OU leaders:

Introduced pedagogical workers with a list of modules and the components of their curricula implemented by Skipkro;

6.2. Listeners Rights when choosing a refresher system

Listener with education authorities:

Selects a number of educational programs from the list of claims claimed in the module;

Provides an application to the Skipkro rector, coordinated with the OU's head, asking him to enroll it for advanced training courses on a credit-modular (accumulative) system (Appendix 4) ;

Consides:

a) the deadlines for the implementation of the selected educational program of advanced training;

b) the complete list of the names of the curriculum of invariant and variable blocks of the selected module, which will be developed to the listener, indicating the number of hours, as well as the intended timing of their development for the school year;

c) the proposed form of final certification at the end of the implementation of curricula.

To coordinate the sequence of development by listeners of training programs, Skypcro modules appoints the head, head of the relevant department, which interacts with listeners, heads of information and methodological centers, OU and Skipkro administration

6.3. Departments in conjunction with the methodological and training departments Skipkro:

An analysis of the subjects of the modules and their components of their curricula developed and implemented by Skipkro, with the aim of their optimal use, with advanced training on a credit-modular (accumulative) system;

The annotated collection of modules and the components of their curriculum developed and implemented by Skipkro, and bringing it through the municipal methodological services of the Departments of the Administration of Districts and Cities of the region to the attention of OU leaders;

Define the professorship-teaching staff;

Consultations with the methodological services of education management bodies on the implementation of curricula;

Make an order to enroll the listeners to the group of students on a credit-modular system;

Make an order on the composition of the Commission and conducting the final certification of listeners of advanced training courses on a credit-modular 9 cycling) system;

Provide the possibility of listeners to take part in the work of scientific and practical conferences, seminars, master classes, "round tables", etc.

According to the results of interim and final certification, they publish an order to the end of the courses and give the relevant document.

7. Reporting and responsibility

Methodological services together with OU leaders report on the results of their activities before Skipkro.

Skipkro is personally responsible for the quality of curriculum implemented on a credit-modular system, the effectiveness of the educational process.

Attachment 1

Approximate invariant (basic) module programs (60 hours)

Appendix 2.

Exemplary variable (specialized)

module programs

*Note* The number and content of the modules is complemented and updated, depending on the needs of specialists.

Appendix 3.

Approximate subjects to create group

trajectories of professional development

- For senior workers:

Public policy in the general education system of the Russian Federation.

Legal fundamentals of the educational institution.

Innovative education as the main resource of innovative development of the state.

Management of education in educational institution.

Improving the organizational structures of the educational institution.

Evaluation of the activities of the modern educational institution.

Psychological aspects of the management of the educational institution.

Psychological and pedagogical foundations of the organization of the educational process in an educational institution.

Psychological and pedagogical foundations of the organization of the educational process in an educational institution.

Analysis, planning and design in the educational institution management system.

Application ICT in the management of an educational institution.

Features of the pedagogical team management.

Organization of work with documents. Document proof.

Economic and financial framework for the management of the educational institution.

Occupational safety and safety in an educational institution.

- for subject teachers:

Basics of pedagogical skills: organization of interaction with students, methods of organizing collective pedagogical activities.

Improving professional competence: requirements for the modern lesson; Activation of cognitive activity of students.

The system of educational activities of the class leader: work planning, organization of student self-government, work with family, collective pedagogical activities, work with "difficult" children.

Psychological and pedagogical aspects of educational activities: psychological foundations and methods of working with students, features working with children of primary, adolescence and youth; psychology of communication; Success psychology; Pedagogical conflictology.

Pedagogy health and health-saving technologies.

Pedagogical monitoring, diagnosis, questionnaire, the content of the teacher's activities.

Positive teacher's image.

Pedagogical technologies: ICT, project method, modular training, CSR, pedagogy of cooperation, etc.

*Note* The content of the subject to create a group trajectory of professional development is complemented and updated depending on the needs of specialists.

Appendix 4.

Application form for advanced training

on credit-modular (accumulative) system

Rector Skipkro

Pogrebova N. B.

statement.

I ask you to enroll me by a listener of advanced training courses at the Department ______________________________________ GOU DPO Skipkro

(Chair name)

according to an individual group educational route.

(individual or group)

Information about the listener

FULL NAME. _____________________________________________________________

Position __________________________________________________________

Place of work ________________________________________________________

Appendix 5.

Pedagogue name: Ivanov Ivan Ivanovich

Place of work: MOU SOSH №1 G. Setropol

Position held: psychologist teacher

Education: higher

Pedagogical experience: 10 years

psychologist teacher

Individual curriculum (1 year old, 108 hours + possible additional hours and credit and credit and credit units for an elevated level of complexity in the process of independent work)

*Note:

Appendix 5A.

Leaf of the educational route

Approximate individual educational route

education Education Administration

for the period from _________ ___ year to ______________ ____

Pedagogue name: Ivanov Ivan Ivanovich

Place of work: MOU SOSH №1 G. Setropol

Position held: psychologist teacher

Education: higher

Pedagogical experience: 10 years

Raising qualifications in the specialty: psychologist teacher

Individual curriculum (2-year, 150 hours + possible additional hours and credit and credit and credit units for an elevated level of complexity in the process of independent work)

*Note:

An additional number of hours expressed in credit and credit units, the courses listener can receive, participating in the events of an increased level of complexity (scientific and practical conferences, pedcentations, competitions, master classes, festivals), as well as having publications. All this will be taken into account at the final certification of courses and on qualifying tests of the next certification to the qualification category.

Appendix 6.

Table of coordination of educational routes in terms of implementation

Appendix 7.

Attestation sheet

Appendix 7A

Attestation sheet

for the development and analysis of training sessions

Training occupation - The main form of organization of the educational process in the establishment of additional education of children. There is no limit to its improvement. Teachers, creatively suitable for the development of training sessions, taking into account the achievements of pedagogy, psychology, best practices, provide a high level of teaching in their direction of activity.

Training occupation - the main element of the educational process, but the form of its organization is significantly changing in the system of additional education.The main thing is not a message of knowledge, but to identify the experience of children, the inclusion of them in cooperation, an active search for knowledge and communication. Educational sessions is a logical unit, part of the topic, course, subject, therefore it is always important to realize what place it takes in the system of the curriculum, what is his didactic goals.

The teacher should learn clearly, to organize a training session, so that no minute does not disappear in order to be provided for everything that is possible. It is important that the teacher does not approach this formally, but installed how much time will require a survey, an explanation, how to economically carry out consolidation, how to use technical means of learning, visual benefits.

In general, the learning occupation of any type can be represented as a sequence of the following steps: an organizational, verification, preparatory, main, control, outcome. Consider them in more detail:

Stage 1 - organizational.

A task : Preparation of children to work in the lesson.

Organization of the start of classes, formulation of educational, educational, educational tasks, message the topic and plan of classes, the creation of a psychological attitude to training activities, intensifying attention.

Stage 2 - verification.

A task : Establishing gaps in knowledge and their correction.

Checking knowledge and skills in children to prepare for the study of a new topic.

3 Stage - Preparatory.

A task : Ensuring the motivation of training and the adoption of the goal of classes.

Message topics, goals of classes, formulation of cognitive objectives, motivation of educational activities.

4 Stage - the main one.

A task Depending on the purpose of the lesson: the assimilation of new knowledge; Understanding; consolidation of knowledge and ways of action; Generalization of knowledge.

Introduction to new knowledge and skills, showing the sample formation; establishing awareness of knowledge assimilation; Performing training exercises for the development and consolidation of knowledge, skills, skills according to the transition to a similar situation, creative nature, the formation of a holistic presentation of knowledge on the topic, etc.

5 Stage - control.

A task : Detection of quality and level of knowledge gained, their correction.

Performance of test tasks, various survey species, etc.

Stage 6 - Final.

Task: give an analysis and assessment of achieving the goal of classes, outline the prospect of work.

Summing up the classes, formulation of conclusions, encouraging children for work in the classroom, self-assessment by children of their work at the lesson, information about the homework, determining the prospects for the following classes. At each occupation there should be a repetition, consolidation of knowledge and skills by playing and performing tasks for reproduction in a modified situation.

Thus, each stage of classes differs from another change of the main type of activity, content and specific tasks. The basis for the selection of stages is the structure of the process of learning of knowledge: perception - understanding - memorization - application - generalization - systematization. Stages of training sessions can be in different combinations.

Analysis of the training session

Improving the professional mastery of the teacher of additional education of children, management and control over the educational process are impossible without properly organized analysis and evaluation of training sessions.

Purpose of learning analysis - Evaluation of the work of the teacher from the standpoint of conformity to its work to the achievements of modern pedagogy and psychology, the principles of additional education, as well as to determine further prospects in improving pedagogical skills.

When analyzing training sessions, it is necessary to take into account the individuality of the teacher, the features of his personality. It is impossible to impose common, the same recommendations and techniques: what is suitable for one is not acceptable for another. Recommendations for improving the classes should be based on the teacher's achievements, its strengths, and the shortcomings should be explained in such a way that it is clear how to work on. It is important to awaken the teacher to the independence of work, encourage the attitude towards the development of classes.

Questionnaire for problem-oriented occupation analysis

1. What is the topic and purpose of the lesson? The degree of achievement of the goals of the classes?

1. Did you manage to keep all the activities within the framework of the announced topic?
2. Is the goals and objectives of classes correctly determined, is the individual characteristics of children?
3. Did you manage to form the selected techniques to form in children the motivation of educational (research, practical) activities in this lesson?
4. How optimal for the implementation of the objectives of the clause was the selected forms, methods, methods of organizing training activities?
5. Is the temporary ratio of classes (theoretical and practical) determined?
6. Is it possible to correctly determine the forms and reception of control, what is its effectiveness?
7. Did it manage to build oral speech, your and students?
8. Did you manage to organize the work of children in assessing their own activities in the occupation from the position of the target installation?
9. What is actually the degree of achieving the objectives of this classes and why?
10. Your further action.

Educational analysis scheme

1. The purpose of visiting training sessions.
2. General:

1. give a brief description of the study group (children's team): composition, age, year of study, ability and opportunities, expected results;
2. equipment training sessions: learning tools, visual benefits, technical means, etc.

1. Educational theme:

1. place in the training course;
2. the degree of complexity is generally for this group.

1. Justify the purpose of the training session: Educational, educational and developing aspect. Does the teacher inform the teacher about the goals and objectives of the classes? How he does it?
2. CONTENTS OF EDUCATION:

1. whether the content is true;
2. whether the content of its goal is true;
3. whether didactic processing of the content was carried out;
4. as learning material contributes to the development of the creative abilities of children;
5. whether the content has contributed to the development of interest in learning;
6. as the training material is associated with modernity;
7. the formation of which knowledge and skills contributes to the material.

1. Type of training class:

1. what type of classes is elected, its feasibility from the point of view of the topic as a whole and the didactic goal of the classes;
2. place lessons in the training course;
3. how communication with previous classes is being communicated.

1. Structure of training sessions:

1. what are the stages of educational classes;
2. their sequence;
3. allocate the main stage and give it a characteristic;
4. does this structure correspond to the type of classes;
5. how to sum up;
6. as ensured the integrity and completion of the classes.

1. Methods and teaching methods:

1. whether the methods of occupation are applied;
2. to what extent they ensured the development of the cognitive activity of children;
3. do methods and techniques correspond to the age characteristics of children;
4. methods of individualization and differentiation of tasks;
5. methods for assessing knowledge and skills of students;
6. what is the effectiveness of the methods used.

1. Teacher's work system:

1. pedagogue authority;
2. the ability to own a group and organize the work of children;
3. group management; determining the scope of the educational material;
4. attitude to individual students, even individual features;
5. observation, resourcefulness, emotional lift;
6. appearance;
7. style, tact and tone of the behavior of the teacher in class (emotionality, facial expressions, gestures, nature of communication, etc.);
8. the role of the teacher in the creation of a microclimate in the classroom.

1. Student work system:

1. how observation develops, logical thinking, creative abilities of students;
2. interest, discipline;
3. how does the Motivation of the exercise during the entire occupation;
4. organizations, activity;
5. attitude to the teacher, to the subject, the level of learning of knowledge and skills; The ability to creatively apply knowledge and skills.

1. General learning outcomes:

1. execution of the planned volume;
2. measure of the purpose of occupation;
3. the volume and quality of knowledge and skills of children;
4. overall assessment of the results and effectiveness of the classes;
5. educational, educational, educational value;
6. recommendations for improving the quality of training sessions.

1. Conclusions and offers:

1. that a valuable thing from this occupation can be recommended to introduce into the practice of other teachers;
2. instructions in the teacher to improve work and overcome deficiencies.

This scheme is indicative, it should be used in whole or in part depending on the purpose of visiting training sessions.

Self-analysis of training sessions

The ability to analyze its own activity is the important quality of any person, the more it is important for the teacher as a creative person. The teacher should be able to analyze its activities, but first of all the training sessions as the main form.

Consider from which the self-analysis of training sessions.

The first thing to make a teacher is to determine the place of training sessions in the general course and answer the question: how clear it was the place for students.

When self-analysis, the teacher gives:

1. a brief description of the conducted classes;
2. an assessment of goals that put and analyze their achievements;
3. characteristic of the volume of the study material;
4. assessing the quality of learning material assimilation;
5. the characteristics of the methods used to them and evaluate the effectiveness of their use;
6. assessing the activity of students;
7. self-assessment of the qualities and sides of their personality (speech, logic, relationship with children, etc.).

The teacher must be correlated in the goal before occupation with the achieved and determine the causes of success or failure.

It is necessary to answer the questions:

1. What's new for the development of mind, memory, attention, the abilities of children gave this occupation?
2. How optimally the occupation was built? Did it correspond to interests, temperament, the level of development, the specifics of the study group?
3. Is the organization of student learning, developing and raising classes of classes, was adequate?
4. How active were students? How many times and one of them performed, why are others silent, how was the work stimulated?
5. What was the tempo of classes? Is the student interest been supported throughout the exercise?
6. How was the support for previous knowledge, the life experience of children, how relevant for children received knowledge was organized during the classes?
7. Was it clear and clear briefing children before performing tasks? Is verification thought out?
8. How did the work of children controlled? Is the student's work all the work and appreciated? How fast and effectively did a teacher doing?
9. What is the psychological atmosphere of occupation?
10. Did your mood change after classes? What can be put on yourself in the pros, which in the minuses?

In conclusion, the teacher expresses its proposals to improve the quality of its work in the lesson, makes general conclusions and outlines common measures to improve its material.

But the main thing in Samoenalysis is that the teacher should explain why it was so he decided to conduct an occupation that he made him choose such a technique, the style and nature of their own activities and the work of children. Any technique is justified if it gives the maximum learning and raising result and corresponds to the forces and abilities of the teacher.

Analysis of the training session must begin by the self-analysis of the teacher and ends with self-esteem, i.e. specific requirements of the teacher to themselves.

______________________

Compiled at the Department of Vistula on the basis of materials Büilova L.N.