Anti-case about the calculation of the number of personnel department

Anti-case about the calculation of the number of personnel department

December 30, 2020 0 By Mary

Headcount calculation as an anti-case

A case is a description of a solution to a problem that someone completed. The case examines the difficulties encountered in the process of solving and the logic of overcoming them.

Anti-case, as you may have guessed, is when everything happens exactly the opposite – the problem is not solved, an unsuccessful attempt to solve it led to negative consequences.

This happens in life, but this does not mean that such an experience is not worthy of attention – learning from other people’s mistakes is comfortable and useful.

The hero of the anti-case on the calculation of the number was the head of the personnel department, who solved the problem of justifying the position and number of the personnel department.

There are many similar anti-cases in practice, but this one deserves special attention since the mistakes made are clear to everyone familiar with the specifics of the HR department.

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Terms & Conditions

The number of the company is 200 employees, the field of activity is business services. Over the previous year, 12 employees were hired, 54 were dismissed, more than half of those dismissed left the company as a result of the reorganization.

The work of the enterprise has a pronounced seasonal character, most of the hired employees are graduates of specialized universities. The director of the enterprise hired the head of the personnel department for a vacancy that was empty for six months.

The manager was hired, he was tasked with preparing a work plan for the department, a month after the start of work, a discussion of the work plan with the director took place.

The plan did not raise any objections, the director was perplexed by the proposal to hire at least two more specialists to successfully solve the problems facing the department.

Previously, one employee was able to cope with the existing volume of work without significant remarks, so the proposal to increase the staff caused the director to doubt its validity.

Continuing to doubt, the director requested calculations that would confirm the need to expand the staff, and by the evening he received such a table.

Title Functionality Time Frequency/week Total
Head of department Preparation and maintenance of analytical reporting:
Excel database for sick lists 90 1 90
Excel database of attendance (labor discipline control) 90 1 90
Excel Leave Usage Database 90 1 90
Working with department heads by:
Reducing annual leave balances 15 3 45
Avoiding individual work schedules 15 0 0
Not granting long leave for s/s 15 1 15
Staff relocation and rotation 15 0 0
Improving operational efficiency 15 1 15
Setting up the work of 1C in terms of the correct generation of reports and forms (IT, CA, accounting) 180 1 180
Preparing for hardware meetings 30 1 30
Participate in hardware meetings 90 1 90
Preparing data for presentation for meetings 120 1 120
Participate in hardware meetings 90 1 90
Cooperation with universities
Field Practice Communication 15 1 15
Preparing and participating in a Career Day 240 1 240
Checking and adjusting orders by:
Receive 3 3 9
translate 3 1 3
dismissal 3 1 3
allowances 3 1 3
weekend work 3 3 9
one-time payments 3 1 3
business trips 3 3 9
field trips 3 1 3
holidays (s/s, regular, additional) 3 23 69
Maintaining the headcount 20 1 20
Checking external reports 30 5 150
Rotation:
Approval with supervisor 20 0 0
Approval with employee 30 2 60
Dismissal:
Farewell interview 20 0 0
Formal notes 15 1 15
Making a business trip report 40 1 40
Email reply 20 15 300
Checking the completion of the form4 for department 1 15 2 30
Meeting with the director 180 1 180
Consulting with departments of economics and finance, accounting 20 7 140
Consulting with target audience on changes and innovations 15 3 45
Perspective:
Recruiting
Negotiation of Internet sites agreement 60 1 60
Job Description 20 0 0
Resume screening 120 0 0
Invite candidates 30 0 0
Interviewing 720 0 0
Approval of the candidate with the head 20 0 0
Approval of the candidate with the target audience 15 0 0
Approval of the candidate with 1 department 20 0 0
Lead Specialist KDP (add-on)
Consultation on filling out form 4 for department 1 10 3 30
Issuing a withdrawal order from vacation 15 1 15
Issuing a revocation order from a business trip 20 4 80
Making an order for allowances 15 2 30
Issuing a work order on weekends 15 3 45
Making a one-time payment order 15 1 15
Ordering a premium 15 1 15
Execution of an order on administrative penalties 15 0 0
Execution of orders to amend the Regulations, LNA 15 1 15
Execution of orders based on the orders of the target audience 15 2 30
Final field order execution 180 0 0
Registration of certificates for employees 10 2 20
Formatting archive references 120 1 120
Reporting by department 10 1 10
Registration of applications in IT for a pass 5 3 15
Consulting employees on vacation balance 5 10 50
Approval letters from target audience:
About granting long leave for s/s 15 0 0
About material assistance 15 1 15
About priming for the anniversary 15 1 15
About vacation director of the branch 15 0 0
About approval of transfer to another position 15 1 15
About awarding a diploma 15 0 0
External reports:
Report to the job center 20 1 20
Report to the Pension Fund 240 1 240
Report to the statistics department 60 0 0
Report to target audience on training 30 1 30
Report to the target audience on hired/dismissed 30 1 30
Report in CA on statistical data 40 1 40
Writing a letter for the registration of civil servants 25 1 25
Conducting an inventory of workbooks 60 0 0
Providing military registration data 45 1 45
Document scanning:
About Education 5 3 15
Employment records 15 3 45
Employment contracts 5 3 15
Continuing Education Certificates 5 3 15
Cover letters for reports in the target audience 15 3 45
Trips:
To the job center 90 1 90
To statistics department 90 1 90
To the pension fund 30 1 30
Consulting with target audience on changes and innovations 10 5 50
Liaising with departments on current issues 10 140 1400
Reading Incoming Documentation 10 20 200
Sending emails 15 25 375
2235
HR Specialist Standard KDP:
Hiring an employee
Making an order in 1C 10 3 30
Filling in personal card T2 20 3 60
Execution of an employment contract 30 3 90
Filling out the workbook 15 3 45
Filling out the workbook journal 10 3 30
Making a referral to the medical commission 10 2 20
Entering information into the Access database 10 3 30
Entering information into the Staff Substitution 5 3 15
Employment contract logging 10 3 30
Transfer of employee
Making an order in 1C 5 0 0
Filling in the T2 card 10 0 0
Preparing add. agreements 15 2 30
Filling out workbook 10 1 10
Entering information into the Access database 5 3 15
Entering information into the Staff Substitution 5 1 5
Dismissal of an employee
Making an order in 1C 5 1 5
Filling in the T2 card 10 1 10
Entering information into the Access database 5 1 5
Filling out the workbook 15 1 15
Making a note-calculation 20 1 20
Readability sheet 15 1 15
Entering information into the Staff Substitution 5 1 5
Vacation s/s
Making an order in 1C 5 2 10
Filling in the T2 card 10 2 20
Long vacation for s/s (over 14 cd) 5 1 5
Drawing up a letter of agreement with the target audience 15 0 0
Making an order in 1C 5 2 10
Entering information into the Excel database 5 2 10
Another vacation 10 17 170
Consulting employees on vacation balance 5 10 50
Affixing the remaining days of the next vacation on the application 5 17 85
Making an order in 1C 5 17 85
Entering information into the Excel database 5 17 85
Parental leave
Making an order in 1C 10 0 0
Entering information into the Staff Substitution 5 0 0
Entering information into the Access database 5 0 0
Additional leave for field workers
Making an order in 1C 5 3 15
Entering information into the Excel database 5 3 15
Registration of business trips
Making an order in 1C 5 3 15
Field trip processing
Making an order in 1C 5 1 5
Execution of the order in the form of S.Yu.Mitrofanov 30 2 60
Filling out sick leave 10 9 90
Completing the sick leave book 5 9 45
Sewing of personal files and filing (not submitted since 2014 – 96 cases in total) 20 0 0
Interaction with departments on current issues 10 105 1050
Reading Incoming Documentation 10 20 200
Sending emails 15 15 225

Parsing the solution

I can assume that the author of the document expected that the detailed volume of work of the HR department would impress the higher-level manager so much that no one would analyze the document. This probably explains the fact that checking the table revealed several unpleasant moments.

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Labor costs for paperwork when applying for a job are too high at 36 times

Let me explain where the number “36” came from. According to the data from the table, 3 employees will be hired every week, which will amount to 148 people per year.

In the previous year, 12 employees were hired, no expansion of the staff is planned, but instead of 12, it is planned to hire 148 employees, that is, the expected volume of work compared to last year is 12 times overstated.

The complexity of paperwork when hiring one employee in the table is at least three times overestimated (2.5 hours instead of 0.74 hours according to “Interindustry time standards for recruiting and personnel accounting”). Multiplying 12 by 3 – we get an overestimate of labor costs for hiring a job by 36 times.

60 working hours consist of notes

In the impressive variety of table rows describing in detail the operations performed by employees, there was such a strange operation as “interacting with departments on current issues”, “eating up” a total of 40 hours – a whole week of working time.

As you can see from the table, the leading specialist will spend 23 working hours a week on “interaction”, and the specialist will spend 17.5 hours. It turns out that 40 working hours HR specialists are busy “interacting with departments on current issues.”

Also, the specialist and the leading specialist will spend 10 hours a week on “Reviewing incoming documentation” and “Sending emails” – these are separate types of work that do not relate to “interaction with departments on current issues.”

Even apart from the other controversial labor articles, it’s clear that 60 hours of labor time dissolves into “engaging,” “familiarizing,” and “sending emails. In the practice of labor rationing, of course, a reserve of working time is provided for performing “non-standardized operations”, but not in the amount of 75% of the working time.

46 working days a year an employee of the personnel department will be in the pension fund

According to the data from the table, the leading specialist of the personnel department spends about 8.8 hours a week preparing reports and traveling to the pension fund and the employment center, which will amount to at least 46 hours a year working days.