How to use employee data to benefit your business

Why report headcount?

Tax officials are interested in information about the number of personnel working in a company or private businessman. The number of employees employed affects the collection of certain types of fees. Also, this indicator is important when choosing a tax system. With a patent, the average number cannot exceed fifteen people, and with simplification - one hundred people.

Also, a certificate of the number of employees is required by tax authorities in order to know which companies are required to submit various reports only in electronic format, and which have the right to report in paper form.

In some cases, information about the number may be required by the Pension Fund or a credit institution.

https://youtu.be/0rR_R-Wch_I

What is staffing

The staffing arrangement is presented in a special table, the filling of which uses information from the staffing table. Additionally, other information is entered into it, on the basis of which the process of studying the movement of personnel in the company is greatly simplified.

This document certainly contains the following information:

the number of staff units available in the company;
list of company employees;
other information, for example, part-time employees or whether certain employees belong to preferential categories;
information about the hiring of citizens, their transfer, reduction or dismissal.

Therefore, numerous data on the enterprise’s labor resources are included in one documentation. All minor workers, pregnant women, as well as other persons entitled to use various benefits under the Labor Code are recorded in it.

Legislative regulation

There is no exact form of staffing in the law, and there are no exact rules for its maintenance, but during the formation of the document one should be guided by the provisions of paragraphs 98-99 of Rostechnadzor Order No. 372.

What is staffing and its features? Watch the video:

This Order additionally specifies who exactly in the company can draw up and maintain documentation. Some information is contained in Order of the Ministry of Culture of the Russian Federation No. 558.

Is the document mandatory?

Most often, in different companies, only the staffing table is formed. It includes the names of all available positions, indicating the number of employees occupying these positions.

The arrangement from the very beginning is drawn up based on the full names of employees. Therefore, with its help, a larger number of different problems are solved.

This document performs the following actions:

calculates how many vacancies there are in the company;
personnel turnover at the enterprise is determined;
positions occupied by part-time workers are identified;
the number of pensioners, minors or disabled people in the company’s staff is established.

The salary range is considered especially significant, which allows you to monitor the correctness of the calculation of various allowances.

Maintaining this documentation in companies is not mandatory by law, so many companies simply refuse to draw up an arrangement. In some organizations, the need for it is recorded in internal local regulations.

Certificate of number

The form of the certificate of headcount is approved at the legislative level by the Federal Tax Service of Russia. It has been operating for ten years, since 2017. The form for a certificate of the number of employees of the organization is given below:

The form requires the following information:

Taxpayer Identification Number (TIN) and checkpoint (only for companies).
Code and name of the tax office where the certificate is provided.
Full name of the company or full name of a private businessman.
The value of the staffing indicator. If the calculation results in an incomplete number, it must be rounded in accordance with mathematical rules.
The date on which the indicator was calculated and is current. For long-established companies, this is the first of January of the current year, and for newly registered companies, this is the first day of the month following the month of registration.
Full name of the head of the company, as well as his personal signature and company stamp, or the full name of a private businessman and his personal signature. In both cases, the date of formation and signing of the document is indicated.
If a representative is filling out the certificate, information about him must be indicated. Also, the number and name of the document confirming his rights is indicated, and a photocopy of it is attached.

The taxpayer must fill out all fields of the certificate himself. The only exception is the lower right section. It will be filled out by a tax specialist.

A sample certificate of staffing levels is given below:

How is it different from staffing?

These papers are personnel documents, therefore they have many similar features.

But there are also some significant differences:

the schedule is a mandatory document in any organization, but the arrangement may not be used in companies;
the schedule only indicates the number of positions in the company, but the breakdown contains a transcript with the names of employees;
a schedule is drawn up in form T-3, and each company uses a free form for placement.

Stages of staffing.
Photo: ppt-online.org The schedule contains a limited amount of information, so it is impossible to obtain maximum information using this document.

If necessary, the company's management can include additional information in the breakdown to accurately track the efficiency of the company's use of labor resources.

Why is it formed?

The arrangement is presented in an information document. The main purpose of its formation is to simplify the creation of various reports or track the effectiveness of personnel movement.

Why will the VAT rate be 20%? Find out here.

With the help of this document, staff turnover is determined, and it is also easy to identify which employees belong to preferential categories.

Examples of differences

The schedule is approved at the legislative level, and also includes 10 mandatory items. The main purpose of the document is to provide information about the names of all available positions and salaries of employees.

The arrangement contains more information, so it usually has about 15 columns. It clearly states information about hired specialists, as well as about the hiring of citizens, their transfers or dismissals.

How to properly arrange staffing? Answer in video:

There is information about disabled people, pregnant women or minor workers. Based on this document, it is easy to identify citizens working part-time in the company.

Deadlines for submission and responsibility for non-submission

Long-established private businessmen must submit a certificate before the twentieth of January of the year following the reporting year. Newly registered companies and entrepreneurs are required to submit a certificate by the twentieth day of the month following the month of registration.

Responsibility for failure to provide a certificate of the number of employees is a fine of 200 rubles. Also, persons responsible for the generation and submission of this report may receive a fine. The fine for them will be from 300 to 500 rubles.

Sample certificate of composition and number of employees for a bank

To calculate the average number of workers, you need to refer to the Instructions approved by Rosstat Order No. 498 dated October 26, 2015.

If the result is a non-integer number, then we round it to the nearest whole unit.

To determine the number of employees, their payroll composition is first determined.

This issue is regulated in section two of the Instructions.

Paragraph 9 prescribes the inclusion in the payroll of all workers who are hired for both permanent and seasonal and temporary work for more than one day. The categories of workers and the specifics of their classification are also specified there.

Paragraph 10 of the Instruction stipulates that part-time workers and persons who are not on the staff of this organization (in the modern interpretation, primarily those performing work under civil contracts, etc.) are not included in the list of employees.

For statistical reporting and calculation of taxes and fees, the number of payroll employees is important. This is a quantitative indicator of the payroll, given as of a given date, as well as on average for the reporting period (which can be a month, quarter, year from its beginning). It is the average indicator that is most often needed for statistical and tax purposes.

Section three of the Instructions (paragraphs 11 – 23) is devoted to the rules for calculating this value.

We invite you to familiarize yourself with Employee on long-term sick leave

The payroll includes all employees of the organization who are employed in it on a given date or period, with some exceptions. Moreover, each employee is counted in it only once and as one unit; It includes both actual working persons and those absent from work.

The number of employees on the payroll must correspond to the information contained in the time sheet.

Part-time workers and some other categories are excluded from the payroll.

Some categories of workers included in the payroll are not included in the average payroll, for example, those on parental leave (clause 14 of the Instructions).

Based on the staffing table and payroll of the organization's employees, a document such as the staffing list is issued.

It is one of those that are formed when documenting the same type of management functions of various organizations, regardless of their forms of ownership and other factors. Its compilation is prescribed by clause 74 of section 1.2 of the List, approved by Order of the Ministry of Culture of Russia dated August 25, 2010 N 558, which also establishes the storage periods for such documents.

Rules for counting list data:

All persons registered under employment contracts are included.
Owners are hired and paid for their labor.
Both present and absent persons are taken into account.
The data must match the data in the timesheets.

Average Average number is used in calculating various activity coefficients: labor productivity, average pay level. The average number also includes:

Persons entered into under civil contracts. They are considered as ordinary employees hired into the organization for full time. The exception is entrepreneurs.
External part-time workers. They are considered as part-time employees.

To the head of the State Unitary Enterprise of Moscow Trest Mosotdelstroy No. 1 Sorokin Yu.P. from the head of the HR department B.A. Prigozhin S P R A V K A about the number of employees and persons involved, including under civil contracts as of October 12, 2009 As of October 12, 2009 in the State Unitary Enterprise of the city.

Moscow trust Mosotdelstroy No. 1 has the following strength, including under civil contracts:

Full-time employees – 56 people

Of these: Management staff – 4 people Engineering and technical staff – 3 people Maintenance personnel – 17 people Support staff – 13 people Production personnel – 22 people

Involved – 53 people.

Head of HR Department B.A.

Therefore, the main organization reports, indicating the total number of persons, including those employed in branches and representative offices.

Write the name of the reporting entity - company or individual entrepreneur.

Regulations on the personnel reserve of the organization

Limited Liability Company "Beta" LLC "Beta"

APPROVED General Director of Beta LLC ___________________ A.I. Petrov

14.05.2013

REGULATIONS on the personnel reserve of the organization

05/14/2013 No. 15-P

Moscow

I. GENERAL PROVISIONS

1.1. These Regulations were developed with the aim of establishing uniform organizational principles for creating a system for training and forming a personnel reserve for promotion to leadership positions in Beta LLC and is a local regulatory act of Beta LLC. 1.2. The goals of forming a personnel reserve in Beta LLC are: – creating a team of workers capable of ensuring continuity and continuity of management in all areas of work and in all structural divisions of Beta LLC; – strengthening the personnel potential of Beta LLC; – retaining promising employees at Beta LLC by providing them with conditions for improving professional skills and career growth; – ensuring orderliness and predictability of the movement of workers within Beta LLC; – maximum satisfaction of the needs of Beta LLC in filling the positions of managers at the appropriate level; – reducing the likelihood of error when selecting candidates to fill a vacant position; – prompt replacement of key positions using the internal resources of Beta LLC and external resources; – optimization of costs associated with the selection, retraining, training and adaptation of workers to a new place of work; – providing Beta LLC with a human resource in case of participation in the implementation of new projects, expansion, or the need to quickly respond to unforeseen changes in the situation; – improving the quality of training for the management team of Beta LLC. 1.3. The main principles of the formation of the personnel reserve of Beta LLC are: – objectivity in the selection and enrollment of candidates in the personnel reserve; – conducting the selection of candidates for the personnel reserve, taking into account their business qualities; – competence and professionalism; – equality of opportunities in professional growth; – voluntary inclusion in the personnel reserve (based on the voluntary consent of the future reservist); – taking into account mutual interests (the inclusion and presence of an employee in the personnel reserve should be based on mutual consideration and coordination of the interests of the employer and employee); – responsibility of senior officials for the formation of a personnel reserve and the quality of its training; – transparency in the organization of work with the personnel reserve. 1.4. In these Regulations, a personnel reserve is understood as a purposefully formed group of persons, selected in advance in accordance with established procedures, possessing organizational abilities, business and personal qualities, work experience, level of professional training and health conditions necessary for the high-quality performance of the duties of a manager, who have a desire to be a manager who are ready, if necessary, to immediately occupy one of the vacant full-time management positions and are able to begin fully performing official duties for this position as soon as possible.

II. REQUIREMENTS FOR THE SELECTION OF CANDIDATES FOR INCLUSION IN THE PERSONNEL RESERVE

2.1. The main criteria for selecting candidates for inclusion in the personnel reserve of Beta LLC are: – high level of professionalism; – motivation for creative innovative activities; – socio-psychological maturity of the candidate. 2.2. When selecting candidates for the personnel reserve, the following requirements are taken into account: – professional competence, that is, the necessary education, work experience, knowledge and skills corresponding to the work profile, the ability to analyze and make informed decisions and achieve their implementation, business culture, systematic professional development, orientation towards future career; – organizational skills: the ability to manage subordinates, coordinate and control their activities, master modern management methods and techniques, the ability to exercise authority within the framework of job responsibilities, initiative;

– responsibility for the assigned work: high demands on oneself and subordinates, commitment, critical assessment of one’s work and the team;

– personal qualities: conscientiousness, efficiency, objectivity, socio-psychological and moral maturity, ease of communication with employees, communication skills, correctness, decency, attention to others.

III. PREPARATION OF PERSONNEL RESERVE

3.1. Beta LLC is developing training plans for employees enrolled in the personnel reserve. 3.2. Training plans for workers enrolled in the personnel reserve must reflect the amount of professional knowledge and skills that they need to work in a future position, taking into account their special education and work experience. Such plans should include: – transfer of an employee who is in the personnel reserve to other vacant positions in order to acquire the necessary skills and knowledge; – performing the duties of a senior manager during his absence in order to gain experience in leadership work and acquire organizational skills; – obtaining additional education in relevant educational institutions, advanced training; – internship at a higher position; – testing of knowledge to carry out instructions to resolve individual issues for the position for which the reservist is being trained; – participation in the preparation of draft decisions, meetings, hearings, meetings of the management bodies of Beta LLC; – independent training in the profile of future activities.

IV. PROCEDURE FOR FORMING A PERSONNEL RESERVE

4.1. Activities to form, clarify and change the composition of the personnel reserve are carried out annually, taking into account the results of ongoing certification of employees and work over the past year.

4.2. Lists of employees included in the personnel reserve for the positions of senior managers (deputy general directors) and middle categories (heads of structural divisions) are presented in the prescribed form. If necessary, officials responsible for the formation of the personnel reserve of Beta LLC have the right to request reports on the implementation of the professional development plan by reservists, as well as other accounting documents. 4.3. Lists of employees and other persons proposed for inclusion in the personnel reserve are compiled by employees of the HR department in agreement with the heads of structural divisions.

4.4. The list of employees and other persons included in the personnel reserve of Beta LLC is approved by order of the General Director of Beta LLC. The exclusion of employees and other persons from the personnel reserve lists is formalized by order of the General Director of Beta LLC.

4.5. The grounds for exclusion from the personnel reserve are:

– disciplinary action taken against the employee; – refusal of an employee or other person included in the personnel reserve to improve their qualifications and (or) undergo retraining (retraining); – unsatisfactory results of implementing the training plan; – bringing an employee or other person included in the personnel reserve to criminal or administrative liability; – a written application from an employee or other person included in the personnel reserve with a request to be excluded from the personnel reserve; – refusal of an employee or other person included in the personnel reserve to fill a vacant position corresponding to his qualifications and level of professional training; – dismissal of an employee from Beta LLC, regardless of the reason.

4.6. All persons included in the personnel reserve should be warned that promotion to a new position will not necessarily follow immediately after completion of the professional training program, since the management of the organization must be able to verify the preparedness and competence of the candidate for the position being replaced.

4.7. In order to ensure accounting and control over the training of reservists, for each person included in the personnel reserve, a reservist registration card is filled out in the prescribed form, which is stored in the personnel department.

4.8. It is recommended to form a personnel reserve in several stages:

4.8.1. At the first stage, positions for filling which it is necessary to prepare a reserve are determined, as well as the numerical composition of the reserve. This takes into account the organization’s need for management personnel in the near and future, the staffing of structural units, the age composition of employees, the significance of a specific position from the point of view of the efficiency of the entire organization, the actual size of the personnel reserve at the time of assessment, the approximate percentage of departures from the reserve for various reasons of individual persons, the number of management employees released as a result of changes in the management structure. Special attention is paid to positions that are planned to be created in the future.

It is not advisable to create a reserve for positions to which new employees have been appointed during the first 2-3 years.

The preparation of reservists for elective positions must begin at least 2 years before the planned election date.

The optimal number of reservists for a specific position can be considered two or three people. The presence of two or three candidates allows you to: – compare the dynamics of the growth of their competence; – stimulate healthy competition between them.

It is not recommended to create a reserve of workers who will be candidates for several target positions at once: this increases personnel risks and reduces the effectiveness of targeted training of workers.

4.8.2. At the second stage, a list of basic professional and business requirements for a candidate for a key position is determined.

To clearly regulate professional requirements, a professional qualification model (professiogram) is used, which should reflect: – general characteristics of the position; – conditions and nature of the work performed; – main job responsibilities; - the level of education; – special knowledge, skills and abilities; – professionally significant socio-psychological, intellectual and business qualities; – load during work; – requirements for workplace organization and working conditions; – minimum work experience to successfully perform job duties. In addition, special requirements can be determined, including a list of positions in which a candidate to fill a key position must have experience, performance indicators for the currently held position (for example, labor productivity, volume of services provided, number of proposals for improvement work of a structural unit, etc.).

Sources of information for drawing up a professional profile are: – job descriptions for key positions; – regulations, business plans of structural divisions and Beta LLC as a whole; – results of surveys of representatives of the organization’s top management and employees filling key positions.

4.8.3. At the third stage, primary selection is carried out, including searching, studying and evaluating candidates.

Nomination of candidates to the reserve can be carried out in three ways: – nomination of an employee by his immediate supervisor;

– nomination of an employee by a superior manager (through one or more organizational levels); – employee self-nomination. If there is a shortage of candidates among the organization’s employees who meet the requirements for enrollment in the personnel reserve, it is advisable to organize a search for potential reservists in the labor market.

During the nomination, the formal compliance of the future candidate with the requirements for enrollment in the personnel reserve is clarified, including age, work experience in the organization, total work experience, the presence of key positions in Beta LLC that require a personnel reserve, and the absence of disciplinary sanctions over the past three years. , employee performance (for the previous and current year) on the following scale:

– high performance – increases/falls/does not change;

– average performance – increases/declines/does not change;

– performance is low – increases/falls/does not change;

– professional achievements – yes/no.

The selection of a candidate begins with an interview conducted by an employee of the HR department together with the head of the structural unit in which the employee actually works at the time of the interview.

The purpose of the interview is to identify the desire of the future candidate to work in the proposed position and whether he has the necessary qualities for this: the ability to plan his work, see his reserves and prospects, solve problems in a short time, a certain level of professional training, qualifications, etc. The employee must be aware in advance of all the requirements placed on him.

If necessary, managers and specialists from other structural units with whom the employee functionally interacts in the process of professional activity are involved in conducting interviews.

Further study and assessment of the candidate is carried out with the assistance of:

– his personal data (personal card, autobiography, characteristics, certification results, etc.);

– assessments of the results of his work activity (labor productivity, quality of work performed, performance indicators of tasks of the department he manages) for the current and previous years. In order to increase objectivity, it is recommended to use interim results of activities for the previous four half-years, in which it is not the time and effort expended that is assessed, but the volume of work performed;

– the results of observations of the employee’s behavior in various situations;

– the results of comparing the qualities demonstrated by the employee with the requirements for a candidate for a key position (professional profile).

4.8.4. At the fourth stage, the main work is carried out on the selection of candidates for the personnel reserve. The potential of a future candidate is assessed in accordance with the professional profile for the key position. This takes into account the employee’s understanding of the organization’s mission, his skills in planning and organizing work, the ability to analyze information and make informed decisions, leadership qualities, the ability to build relationships, a sense of responsibility, the desire for results, openness to new things, and the need for development.

The assessment tools are traditionally used by HR specialists to analyze work results and testing methods (interviews on competencies, professional testing, personal testing, etc.). The source of additional information is the employee’s assessment using the 360° method, which includes an expert assessment of colleagues, manager, subordinates (if any), clients, partners (if necessary).

When assessing a person planned to be included in the reserve for filling positions of managers of the highest and middle categories (including for elected positions), special attention should be paid to the following competencies: – professional and business qualities (professionalism, diligence, responsibility, business activity, orientation per client, level of performance); – personal qualities and intelligence (systems thinking, analytical abilities, flexibility in decision-making, ability to quickly and adequately respond to changing situations, sociability, communicative competence, initiative, integrity); – managerial and social skills and abilities (the ability to plan work, organize work, monitor the performance of work, pedagogical abilities, the ability to understand the psychological characteristics of people, select and place personnel, delegate authority, persuade, defend one’s opinion, work in a team, the presence of skills in conducting presentations and negotiations, knowledge of foreign languages).

In addition, when assessing a person planned for the reserve to fill positions of managers of the highest and middle categories (including elective positions), serious attention should be paid to determining the compliance of his socio-psychological and intellectual qualities with a psychogram reflecting the requirements for the candidate for key position.

4.9. Candidates included in the reserve for nomination to a position must meet the following requirements: – higher professional education in the field of activity; – work experience in Beta LLC (or in organizations corresponding to the work profile) in the specialty, including in management positions for at least five years; – age – not older than 50 years.

V. EVALUATION OF WORKERS IN THE PERSONNEL RESERVE, PROCEDURE FOR REVIEW AND REPLENISHMENT OF THE RESERVE

5.1. The assessment of employees included in the personnel reserve is carried out throughout the entire time they are in the reserve.

5.2. An analysis of the composition of the reserve is carried out annually, and an assessment is made of the activities of all employees in the reserve over the past year.

In the process of analyzing and assessing the reserve, the professional level of training of each employee, his work experience, age and other data are considered, his abilities and potential capabilities, ability to work with people and lead a team, and the degree of preparedness for promotion to management work are determined.

5.3. The lists of employees included in the personnel reserve are updated annually. When reviewing the personnel reserve at the end of the year, it is analyzed, the preparedness of each employee is assessed, and a decision is made on the necessary replacements in the personnel reserve. If persons in the personnel reserve reduce the level and results of their professional activities, as well as because their qualities do not meet the requirements for employees, they are excluded from the personnel reserve on the grounds provided for in clause 4.5 of these Regulations.

VI. ORGANIZATIONAL SUPPORT FOR WORK WITH PERSONNEL RESERVE

6.1. Work with the personnel reserve is carried out by deputy general directors, personnel department employees, and heads of structural divisions.

6.2. Deputy General Directors bear personal responsibility for the quality of the personnel reserve and the growth of its professional potential.

6.3. The head of the HR department coordinates the activities of all structural divisions in working with the personnel reserve, prepares proposals for training, advanced training and retraining of employees enrolled in the reserve, and is engaged in scientific and methodological support for work with the reserve.

The position was:

Head of HR Department _________________________ E.V. Vasilyeva

Agreed:

Lawyer _________________________ N.A. Pavlov

14.05.2013